Integrated Project Management
Authors: Hall E. Johnson J.
Published year: 2005
Pages: 8-11/190
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Integrated Project Management
By Earl Hall, Juliane Johnson
Table of Contents


About the Authors

This book is based on almost 60 years of project management experience on the part of the senior author, Earl Hall, and more than 15 years experience for the junior author, Juliane Johnson. Both Earl and Juliane have worked on a wide range of projects of all types and sizes.

Dr. Earl Hall has graduate training as an engineer and as a sociologist and economist . Although his engineering career focused mainly on projects—particularly jet engine projects—he also found time to design and develop servomechanism control systems that produced patents in his name , which are assigned to General Electric.

Juliane Johnson is an information systems specialist who has applied her project management skills in a variety of settings where information systems were needed to implement new concepts, including Internet technologies.

In the early 1980s, Earl, with Professor Dan McNamara, developed the first graduate course in project management for the MBA program at the University of St. Thomas, in St. Paul, Minnesota.

Earl and Juliane have taught more than 2,500 senior managers and project managers in intensive seven-week project management workshops hosted by the University of St. Thomas Management Center.


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Integrated Project Management
By Earl Hall, Juliane Johnson
Table of Contents


Chapter 1. The IPM Project Manager

Introduction

Leadership of a Project Team

The Definition of IPM Leadership

Motivation

Communication Skills

Collaborative Leadership

Conflict Resolution and Consensus Decisions

Shared Leadership

Establishment of the Internal Customer Philosophy

Project Managers as Trainers and Teachers

Negotiation Skills

The Ability to Maintain Order and Discipline

The Project Diary

Summary

Discussion Questions

Exercises


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Team-Fly    

Integrated Project Management
By Earl Hall, Juliane Johnson
Table of Contents
Chapter 1.  The IPM Project Manager


Introduction

To manage a project well is demanding and challenging, yet a widespread belief exists that just about anyone can do it. This belief alone accounts for many project failures. The skills needed to manage a project and lead a team are described in this chapter. These skills are not very different from those of any other managerial role, however, they are significant in that the objective is to win the support of project team members who often must be treated as if they were volunteers. Armed with these particular leadership skills and an understanding of the Integrated Project Management (IPM) step-by-step method, a project manager will be able to consistently complete projects to specifications and finish on time and within budget.


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Integrated Project Management
By Earl Hall, Juliane Johnson
Table of Contents
Chapter 1.  The IPM Project Manager


Leadership of a Project Team

A project manager with limited technical skills who is somewhat awkward in interpersonal relationships can still successfully lead a project. A project manager who possesses outstanding technical skills and plans and organizes well, can blow a project.

The success of a project depends not on the project manager's technical expertise or know-how, but on the project manager instilling in the team the fact that they are the lifeblood of the project: That their input, expertise, and collaborative efforts are critical in every phase of the project from planning through execution. This is the job the IPM project manager is charged with doing!

As noted earlier, the authors have managed many projects. We have received praise, promotions, and rewards for what fellow workers and managers have described as good leadership abilities . Although not experts on the subject, we do know something about leadership as it applies to projects. In this chapter, we emphasize the points we believe are important and invite you, the reader, to think about them, fit them to your personality, and tuck them away for future reference.


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Integrated Project Management
Authors: Hall E. Johnson J.
Published year: 2005
Pages: 8-11/190
Buy this book on amazon.com >>

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