The Photoshop CS2 Speed Clinic: Automating Photoshop to Get Twice the Work Done in Half the Time - page 1
- Table of Contents
- Table of Contents
- BackCover
- Leading High-Performance Projects
- Preface
- Chapter 1: Different Perspectives of Leadership
- Trait Theory of Leadership
- Management versus Leadership
- Situational Leadership
- Behavioral Leadership
- Leader s Actions
- Project Leadership
- Traits of Project Managers
- Situational Project Management
- Project Leader Actions
- Some Universal Agreement?
- References
- Chapter 2: The Patterns of Project Leadership
- Action 1: Shift
- Action 2: Visualize
- Action 3: Integrate
- Action 4: Understand
- Action 5: Decide
- Action 6: Motivate
- Action 7: Team
- Action 8: Trust
- Action 9: Communicate
- Action 10: Respond
- Case Study: Background
- Chapter 3: Shift
- The Role of a Paradigm
- Project Management at the Crossroads
- Characteristics and Consequences of the Prevailing Paradigm
- Characteristics and Consequences of the New Paradigm
- New Implications
- Balance
- Case Study: Shift
- References
- Chapter 4: Visualize
- Right Start
- Reasons for Failure
- Shared Vision
- Eternal Vision
- Project Vision Making
- Start with the Project Manager
- Case Study: Visualize
- References
- Chapter 5: Integrate
- Benefits
- Different Categories
- What is a System?
- Implications
- Goal-Directed Behavior
- Relationships Key
- Constraints
- Inputs and Outputs
- Project as System
- Simple Steps
- Serious Leadership Considerations
- Systems PerspectiveLeadership
- Case Study: Integrate
- References
- Chapter 6: Understand
- Positive Consequences
- Major Difficulties
- The Meaning of Contextual Understanding
- Caveats
- Actions Needed
- Important Role
- Case Study: Understand
- References
- Chapter 7: Decide
- Characteristics of Poor Decisions
- Characteristics of Good Decisions
- Caveats
- Decision-Making Steps
- Leading Demands Decisions
- Case Study: Decide
- References
- Chapter 8: Motivate
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