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The Photoshop CS2 Speed Clinic: Automating Photoshop to Get Twice the Work Done in Half the Time

ISBN: 193215910X
EAN: 2147483647

Year: 2003
Pages: 169

Authors: Matt Kloskowski

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• 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
• Understanding People Pays Off
• Using Different Models and Theories
• Dealing with Difficult People
• Meaning
• Horse Sense
• Case Study: Motivate
• References
• Chapter 9: Team
• Making Teamwork
• Indicators of Poor Teaming
• Reasons for Poor Project Teams
• Characteristics of Good Project Teams
• Building the Project Team
• Hard as Steel
• Case Study: Team
• References
• Chapter 10: Trust
• Key Interrelationship
• Ethics
• Integrity
• Trust
• Bottom Line: Trust is Everything
• Case Study: Trust
• References
• Chapter 11: Communicate
• Basics of Communication
• Ways to Hurt Communication
• Ways to Overcome Challenges
• Never Forget
• Case Study: Communicate
• References
• Chapter 12: Respond
• Self-Destructive Behavior
• Realities of Change
• Acting on Change
• Project ManagerRisk Taker
• Case Study: Respond
• References
• Chapter 13: Final Thoughts
• The Unknown
• Patterns of Leadership
• Bibliography
• ARTICLES, SEMINARS, AND PRESENTATIONS
• Author Index
• Index_B
• Index_C
• Index_D
• Index_E
• Index_F
• Index_G
• Index_H
• Index_J
• Index_K
• Index_L
• Index_M
• Index_N
• Index_O
• Index_P
• Index_R
• Index_S
• Index_T
• Index_U
• Index_V
• Index_W
• Index
• Index_B
• Index_C
• Index_D
• Index_E
• Index_F
• Index_G
• Index_H
• Index_I
• Index_J
• Index_K
• Index_L
• Index_M
• Index_N
• Index_O
• Index_P
• Index_Q
• Index_R
• Index_S
• Index_T
• Index_U
• Index_V
• Index_W
• Index_Y
• List of Figures