Take the Lead: Interpersonal Skills for Project Managers
A more volatile and competitive business environment means that organizations are introducing more changes, more frequently. Legislative changes affecting public sector organizations are also bringing radical change there. Someone has to make the broad policy into a practical reality, namely the project manager. This book looks at the job of managing change from the point of view of the project manager - the demands they face, the skills they need and ways they can use them.
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Each project is different
The job of the project manager
Who has an interest?
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able acceptance achieve activities affect approach areas aspects attitudes audio-diarists become benefits bitumen change projects chapter clear commitment communication content agenda Controlling novel create DAVID BUCHANAN departments difficulties director engineering ensure established example expected experience external Formal systems functions goals going handled ideas identify implementation implies influence interests interpersonal skills introduced involved issues major change manager's managing change meetings methods move negotiating Notepad novel objectives operating organization organizational Personal checkpoints personal computer phases planning political pressure priorities problems procedures programme progress project manager needs project team proposed refinery relevant responsibility role senior management sense of ownership situation skills for project solutions staff stage stakeholder analysis stakeholders steering group structure success targets task team members team-building technical things top management uncertain uncertainty users wider