The Superior Project Manager : Global Competency Standards and Best Practices /: Global Competency Standards and Best Practices. (2001)

• Record Type: Book
• Further Information: Note: Frank Toney.
• Authors: Toney, Frank
• Contents: Cover; Half Title; CENTER FOR BUSINESS PRACTICES; Title; Copyright; Series Introduction; Preface; Acknowledgments; Contents; Introduction; Chapter 1 Global Competency Standards:An Overview; 1.1. FACTORS IMPACTING PROJECT GOALACHIEVEMENT; 1.1.1. The Superior Project Manager; 1.1.2. The Project Office Organization; 1.1.3. The Host Organization; 1.1.4. The External Environment; 1.2. PROJECT MANAGEMENT CORESUCCESS FACTORS; 1.2.1. Professional Project Manager; 1.2.2. Multifunctional Teams; 1.2.3. Senior Level Support; 1.2.4. Competitive Product or Service; 1.2.5. Strong Economic Demand 1.2.6. Structured Project Approach1.3. MEASUREMENT OF COMPETENCIES AND BESTPRACTICES; Chapter 2 The Project Manager: Global Competency Standards; 2.1. An Overview of Superior Project Manager Competency Standards; 2.1.1. Character, Background, and Traits; 2.1.2. Leadership and Management Skills; 2.1.3. Project Skills; 2.2. Project Manager Core Competencies; 2.3. Measurement of Project Manager Competencies; Chapter 3. Standards for Project Manager Character, Background, and Traits; 3.1. Character and Truthfulness; 3.1.1. Definition of Honesty and Truthfulness 3.1.2. Truth Is a Core Competency3.1.3. Truth and Project Leadership; 3.1.4. A Caveat; 3.1.5. Benefits of Truthfulness and Trust; 3.1.6. Dangers of Being Too Trustful; 3.1.7. Dishonesty and Unethical Behavior on Projects; 3.1.8. The Motives Behind Dishonesty; 3.1.9. Building Trust on the Project Team; 3.2. Project Manager Background; 3.2.1. Educational Background; 3.2.2. Project Leadership and Management Experience; 3.2.3. Functional Training in the Project's Subject Area; 3.2.4. Has Learned from Failure; 3.2.5. Backgrounds: Nonvalidated Competencies; 3.3. Project Manager Traits 3.3.1. Self Confidence and Faith in a Positive Outcome3.3.2. Competency: Ambition; 3.3.3. Above Average Intelligence; 3.3.4. Competency: Emotional Stability; 3.3.5. Non validated Competency-Related Traits: Not All Leadership Traits Can Be Directly Linked to Goal Achievement; 3.4. Conclusion and Measurement of Project Manager Character, Background, and Traits; Chapter 4. Project Manager Professionalism: Standards and Best Practices; 4.1. Goal-Achieving Practices; 4.1.1. Leadership and Management Skills and Actions; 4.1.2. Project-Specific Technical Skills 4.1.3. Entrepreneurial CEO Skills4.1.4. Global Leadership Issues; 4.2. Manage for Goal Achieving Speed, Efficiency, and Effectiveness; 4.2.1. Speed; 4.2.2. Efficiency; 4.2.3. Effectiveness; 4.2.4. Speed-, Efficiency-, and Effectiveness- Related Best Practices; 4.3. People Skills; 4.3.1. People Management for Speed, Efficiency, and Effectiveness; 4.3.2. General Leadership Skills; 4.4. Critical and Analytical Analysis of Alternatives and Opportunities; 4.4.1. Flawed Decision Making; 4.2.2. Analytical Decision-Making Techniques; 4.5. Environmental Awareness
• Publisher Details: Boca Raton, FL : CRC Press
• Publication Date: 2001
• Extent: 1 online resource
• Subjects: 658.4/04; Engineering -- Management; Managerial economics; Engineering -- Management; Managerial economics; Electronic books
• Languages: English
• ISBNs: 9781482271034; 1482271036
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.