Leading Global Projects Book

1 Leading Global Projects
• Accidental Project Managers
• Global Project Leadership Imperative
• Getting Strategic About Global Projects
• The Cultural Context of Project Leadership
• What is “Culture”
• A “Cultural” Mistake
• Denial
• Two Typical Leaders of Global Projects
• Culture is Learned
• Culture is Complex
• Understanding and Communication
• The “Hard” Soft Skills of Project Leadership
• Global Project Leadership Realities
2 What Every Project Leader Needs to Know About Project Management
• Fundamentals
• The Strategy Connection
• Financial Value
• Customer Value
• Tactical Value
• Organizational Value
• Compliance Value
• Strategic Value
• Competing for Scarce Resources in a Multi-Project World
• Get the Assumptions and Constraints on the Table
• The Project Plan
• Scope Management
• Risk Management
• Project Time Management
• Estimating How Long Something Will Take
• The Critical Path
• Managing the Project Budget
• Project Management Fundamentals
3 The Project Story
• Aspiration and Facts
• The What–Why Dance
• Project Value Elevator Speech
• Visions from on High
• Creating the Project Vision Statement
• Rapid Project Visioning Exercise
• The Project Snapshot
• The Project Exit Story
• Learning from Project Stories
• The Power of Stories
• Project Story Imperatives
4 Cross-Cultural and Cross-Functional Project Leadership Skills
• A Newspaper Column
• Cultural Filters
• Stereotypes
• Global Leaders as Learners
• Mini-Cases
• A Framework
• A Great Project Leadership Story
• Framing the Problem
• Leaders Handling Two Swords at the Same Time
• The English Language as the Language of Business
• Examples of Humor
5 Influencing and Negotiating
• Seeking Alignment Through Influence
• Developing an Influencing Strategy
• Influencing Exercise
• Reading Nonverbal Signals
• Negotiating in Global Projects
• A Framework for Global Negotiations
• Influencing Without Authority and Turning Conflicts into Cooperation
• What is Conflict?
• Influencing Imperatives
6 What Project Team Members Need from Us
• The Case of the Brazilian Caddie
• Global Project Teams: A Primer
• Stages of Team Development
• Research on Project Synergy
• Leading Global Projects Quiz
• A Framework for Identifying What Blocks Motivation and Performance
• Dealing with “Interesting” People
• Persistence and Optimism
• What Virtual Project Team Members Need
• What Team Members Need from Us – Imperatives
7 Leading Projects at the Edge of Chaos
• Understanding Chaos
• Complexity and Uncertainty
• Early Warning Signs
• Expressed Confusion About the Strategy That the Project is Fulfilling
• Real or Perceived Confusion About the Project Scope
• Project Team Members Focusing on Work Unrelated to the Project
• Isolated Virtual Team Members
• Stuck in the Glue of a Fuzzy Front End
• The Perfect Storm
• Clarity-Seeking Project Leadership
• Identify and Communicate Project Scope and the Link Between Scope and Strategy
• Carve Long-Duration Projects and Tasks into Value-Producing Chunks
• Ask the Critical Three Questions Frequently, Daily if Possible
• Simplify
• Leverage Diversity to Achieve Project Breakthroughs
• Perform Project Team Tune-Ups on a Regular Basis
• Engage in Lateral Thinking to Minimize Assumptions and Explore Butterfly Effects
• Structure Your Project by Project Type
• Edge of Chaos Realities
8 Shaking Up the Project Team
• The Change Process
• Change Implementation Insights
• Change Imperatives
9 Leadership/Culture/Project Management: Capturing the Learnings
• Methods of Learning
• Action Learning
• Learning Logs
• Capturing the Learning Imperatives
10 Mindstretching Question, Summary, and Epilogue