Leading project teams : the basics of project management and team leadership / Anthony T. Cobb.

Rev. ed. of: Leading project teams : an introduction to the basics of project management and project team leadership. c2006.

Includes bibliographical references and index.

Machine generated contents note: Project Fundamentals -- Defining Characteristics of Projects -- Projects Are Unique -- Projects Are Temporary -- Project Parameters -- Dimensions of Project Leadership -- Overview of Book -- Chapters 2-5: Fundamentals of Project Initiation and Planning -- Chapter 2: Determining the Direction and Initial Specifications of a Project -- Chapter 3: The Work Breakdown Structure -- Chapter 4: Project Scheduling -- Chapter 5: Managing Project Risk -- Chapters 6-8: Fundamentals of Project Leadership -- Chapter 6: Developing Project Teams -- Chapter 7: The Project Team's Environment -- Chapter 8: Leading Project Teams -- Chapter 9: Writing Project Reports -- Summary -- Endnotes -- Key Terms -- Introduction -- The Baltimore Project -- Chapter Overview -- The Project's Mission Statement -- What Is a Project Mission Statement and What Role Does It Play? -- Provides Project Direction -- Establishes Common Ground -- Stakeholders in the Project's Mission -- The Client -- The Host Organization -- The Project Team -- End Users -- Suppliers -- Dealing With Stakeholders -- The Baltimore Project -- The Project's Objectives and Deliverables -- What Are Project Objectives and Deliverables? -- Roles Played by Project's Objectives and Deliverables -- Helping Clients Define Their Goals -- Providing Team Direction -- Securing Stakeholder Agreement -- The Baltimore Project -- Project Parameters: Project Scope, Costs, and Timeline -- Project Scope -- Costs -- Timeline -- The Project Charter -- The Project Plan -- Summary -- Review Questions -- Exercise -- Endnotes -- Key Terms -- Figure 2.1: Talking Points for the Meeting With Ms. Byrnes -- Table 2.1: Illustration of John's Mission Statement, a Project Objective, and Its Deliverables -- Table 2.2: Initiation Check-Off List -- Introduction -- The Compliance Project -- Chapter Overview -- The Work Breakdown Structure and Its Project Role -- Roles Played by a WBS -- Lays Out the Scope of Project Work -- Provides the Foundation of All Project Estimates -- Helps to Provide the Organizational Structure of the Project -- Producing a WBS -- Core Tasks -- Support Tasks -- Project Planning -- Project Administration -- Using the WBS -- Resource, Time, and Cost Estimates -- Estimating Resources -- Estimating Time Requirements -- Estimating Costs -- Developing a Project Structure -- Summary -- Review Questions -- Exercise -- Endnotes -- Key Terms -- Figure 3.1: Illustration of a Work Breakdown Structure for Golden Years Compliance Project -- Table 3.1: Project Costs: Illustration of One Task Cost Estimate -- Table 3.2: Work Breakdown Structure Check-Off List -- Introduction -- Dr. Howard's Bio-Informatics Project -- Chapter Overview -- Project Schedules: Types and Components -- Types of Project Schedules -- The Gantt or Bar Chart -- The Critical Path Method (CPM) -- The Program Evaluation and Review Technique (PERT) -- Components of Project Schedules -- Activities or Project Tasks -- Dependencies -- Lag and Lead Times -- Milestones -- The Project Network -- The Critical Path -- Slack or Float -- How to Develop a Project Schedule: Focus, Gantt Charts -- Create a Work Breakdown Structure in Outline Form -- Review Time Estimates -- Determine Task Dependencies -- Construct the Network of Project Activities -- Determine the Critical Path -- Using the Output of a Project Schedule -- Visualizing the Project as a Whole -- Project Phases -- Project Dependencies -- Communication to Stakeholders -- Revision of Planning Assumptions and Estimates for the Project Plan -- Making Adjustments to the Plan Throughout the Project -- Command and Control -- Summary -- Review Questions -- Exercise -- Endnotes -- Key Terms -- Figure 4.1: A Simple Bar Chart, Ordering Supplies in Dr. Howard's Bio-Informatics Project -- Figure 4.2: A Gantt Chart Illustrating Dr. Howard's Bio-Informatics Project -- Figure 4.3: A Simple Project Network Diagram Dr. Howard's Study -- Table 4.1: Schedule Check-Off List -- Introduction -- The Crime Tracking Project -- Chapter Overview -- Good Risk Management -- Sources of Risk -- Risks From Project Management -- Project Planning -- Project Execution -- Risks From the Host Organization -- Organizational Support -- Funding and Other Resource Support -- Organizational Politics -- Deliverable Risks -- Technical Problems -- Other Problems -- External Risks -- Clients and End Users -- Vendors and Other Suppliers -- Regulatory Problems -- Market Dynamics -- The Physical Environment -- Looking for Risk -- Risk Assessment -- Qualitative Assessments of Risk -- Quantitative Assessments of Risk -- Risk Responses -- Accept the Risk -- Avoid the Risk -- Reduce the Risk -- Transfer the Risk -- Establishing a Risk Response Plan -- Dealing With Risk in Project Execution -- Monitor and Respond to Risk -- Review Risk Performance -- Summary -- Review Questions -- Exercises -- Endnotes -- Key Terms -- Figure 5.1: Overview of the Risk Management Process -- Table 5.1: Risk Management Check-Off List -- Introduction -- The Achievement Project -- Chapter Overview -- What Is a Team? -- What Is a Successful Team? -- Successful Teams Deliver the Goods -- Successful Teams Get Better -- Successful Teams Are Satisfied and Committed -- Fundamentals of Team Structure -- Team Size -- Team Composition -- Team Governance -- Team Identity -- Team Interactions -- A Common Team Mindset -- Norms -- Roles -- Goals -- Team Development -- Forming -- Storming -- Norming -- Performing -- Adjourning -- Summary -- Review Questions -- Exercises -- Endnotes -- Key Terms -- Table 6.1: Comparison Issues for Best and Worst Teams -- Introduction -- The Achievement Project -- Overview of Chapter -- Stakeholders -- Project Clients -- Host Organization Management -- The Project Team -- External Suppliers -- Internal Suppliers -- Regulators -- End Users and Implementers -- Political Players -- Developing and Using Project Networks -- The Nature of Social Capital -- Developing Social Capital -- Summary -- Review Questions -- Exercises -- Endnotes -- Key Terms -- Figure 7.1: The Social Network of Leanne Phillips's Principal Project Team -- Figure 7.2: The Social Network of the Achievement Project Organization -- Figure 7.3: The Social Network of the Achievement Project Organization and Its Larger Stakeholder Network -- Introduction -- John's Promotion -- Chapter Overview -- The Roles of a Project Leader -- External Role Requirements -- Figurehead and Spokesperson -- Liaison and Monitor -- Champion and Negotiator -- Controller -- Internal Role Requirements -- Planner and Resource Allocator -- Coordinator -- Problem Solver -- Team Leader -- Clarifying the Leadership Role -- Project Leadership and the Project's Life Cycle -- The Early Stages: Initiation and Planning -- Project Launch -- Project Execution -- The Project Team -- External Stakeholders -- Project Closing -- Project Leadership and Individual Project Members -- Summary -- Review Questions -- Exercises -- Endnotes -- Key Terms -- Sidebar: Conducting Project Meetings -- Introduction -- The China Report -- Chapter Overview -- Know Your Readers and What They Want -- What Any Reader Wants -- What Decision Makers Want -- What Expert Advisors Want -- What Implementers Want -- The Project Report -- The Front End -- The Cover Page -- The Letter of Transmittal -- The Table of Contents -- Lists of Tables and Illustrations -- The Executive Summary -- The Body -- The Introduction -- Major Sections and Subsections of the Report -- Conclusions and Recommendations -- References -- The Back End: Supporting Appendices -- Summary -- Review Questions -- Exercises -- Endnotes -- Key Terms -- Table 9.1: Project Report Check-Off List.