Team-Based Project Management by James P. Lewis

By James P. Lewis

The main meticulously scheduled and arranged venture might be disrupted by way of one point: humans! so much undertaking administration actions (whether developing a brand new development or launching a brand new product) are run via office groups -- and groups can get out of hand. This booklet supplies venture managers the talents they should create high-performing undertaking groups, together with the right way to: ** comprehend the fundamentals of human habit and motivation ** flip a "group of individuals" right into a functioning undertaking "team" ** lead the workforce successfully and support deal with choice making ** strengthen the team's point of class and talents -- and always increase either ** advertise innovation and creativity (and preserve conferences enjoyable) ** care for challenge workforce individuals and unravel conflicts The e-book exhibits find out how to get groups excited, dedicated, and acting at their top. that is a profitable venture!

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This book is a response to all those people who have agonized over such questions. However, a word of caution is in order: In the same way that a race car driver has to learn the principles of racing in order to succeed, so too must you learn the principles of dealing with people. " I wish there were, but there aren't. " If the mechanic does not understand the principles behind how an engine works, I don't think he will be very good. The same is true for people and teams. " The best we can do is offer principles that explain how people and teams function and give you some examples of how these are applied.

This is simply not true in many cases. Dr. W Edwards Deming, Russell Ackoff, and recently Peter Senge have cautioned against such suboptimization. We have all seen examples in which one department was optimized, with dire consequences for other groups. To illustrate why this is so, Russell Ackoff likes to say that if we were to go around the world collecting the best components of all the world's cars, then assembled them to make a new car, we probably wouldn't have a very good car. The reason: The parts have not been jointly optimized, which is necessary to make the whole entity perform well.

Jim Luginbuhl, at North Carolina State University. Those were some of the most enjoyable college classes I ever took. " To them I owe a debt of thanks for putting up with my experimentation. Since I became a consultant in 1981, I have worked with thousands of people who have attended my seminars, or who have been members of my client companies. Any instructor or consultant who doesn't learn as much from his clients and students as he teaches them probably isn't paying attention. Just the questions and challenges alone are invaluable, since they force you to think about and clarify your understanding of your subject.

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