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List of Tables and Figures | |
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Acknowledgments | |
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Introduction | |
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Understanding Yourself | |
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DISC Profile | |
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Fostering Communication | |
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Responding to Types | |
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Working Through Weakness | |
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Communicating on All Levels | |
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Determining Sponsor Styles | |
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Delivering Information | |
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Crafting the Message | |
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Team DISC Profiles | |
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Adjusting the Message | |
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Proper Communications Management | |
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Communications Documents | |
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Be Trustworthy | |
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Coping with Questions | |
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Qualifying the Question | |
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Don't Lie! | |
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Dealing with Fear | |
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Admitting You Are Wrong | |
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How to Fix Things If you Haven't Told the Truth | |
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Sometimes It Can't Be Fixed | |
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Turning Around Failing Projects | |
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How to Spot a Project That Is on Its Way Down | |
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Someone Isn't Being Heard | |
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Watch the Ego | |
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When It's Wrong, It's Wrong | |
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Stopping a Project Before It Starts | |
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"It Is What It Is" | |
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How to Assess the Current Situation and Create an Action Plan That Works | |
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Defining the Word Done | |
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Definition of Done in Project Management | |
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Team Building with the Word Done | |
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How Done Can Set Proper Expectations | |
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Lack of Historical Information | |
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Creating Lessons Learned | |
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Application of the Iron Triangle (Triple Constraint) | |
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What Is the Iron Triangle? | |
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Why the Triangle Works | |
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How to Implement the Triangle | |
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Use the Triangle for Discovery and Scoping | |
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Why the Triangle Shouldn't Be Used for Project Success | |
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PERT Methodology in Project Planning | |
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What Is PERT? | |
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PERT for Time Estimation | |
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How to Factor Risk into the Equation | |
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Create a Work Breakdown Structure for PERT | |
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Examples of PERT in Action | |
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Customer Focus Starts with Great Requirements | |
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Characteristics of Good Requirements | |
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Functional Requirements Versus Technical Requirements | |
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Who Is the Real Customer? | |
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Work Breakdown Structure Dictionary | |
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Do Not Sacrifice Your Team at Any Cost! | |
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The Importance of the Team Relationship | |
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How to Build an Effective Team Relationship | |
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Internal Team Satisfaction | |
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Team Building and Conflict Resolution | |
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100 Percent/10 Percent Rule | |
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How a Team Can Become Overburdened | |
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Interacting with Requestors to Avoid Overburdening | |
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Dealing with Mandated Dates | |
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Myths About Status Meetings | |
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Understanding the Purpose of Meetings | |
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Should There Be a Meeting? | |
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Are Your Meetings Effective? | |
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Setting Up a Successful Meeting | |
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Important Rules for Meetings | |
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How to Get a Meeting Back on Track | |
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A Big Meeting Faux Pas and Myth | |
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The Team Morale Killer | |
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How to Close a Meeting Successfully | |
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Patriots and Scuds | |
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Dealing with Patriots and Scuds | |
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Understand Your Own Missiles | |
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Understanding Missiles | |
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Using Patriots | |
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Using Scuds | |
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Missiles in Public | |
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Missiles in Corporate Culture | |
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Always Have an Escape Strategy | |
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A Real Risk Assessment | |
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Why Risk Is Important | |
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The Risk Process | |
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Why People Are Opposed to Risk Management | |
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Dynamic Risk Assessment | |
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The Beginning of the Transformation | |
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The Evolution of the Risk Assessment | |
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The Final Product | |
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Involving the Team | |
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How to Put Risk in a Project Plan | |
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Thirteenth Floor Principle | |
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Parkinson's Law | |
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Murphy's Law | |
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Putting Risk in a Project Plan | |
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Presenting Risk to the Sponsor | |
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Presenting Risk to the Team | |
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Using Risk | |
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Data Rules All! | |
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Collecting Data | |
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Mining Data from Lessons Learned | |
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Making Emotional Conversations Unemotional | |
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"Drop Everything" Does Not Mean Drop Everything! | |
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Using Data in Conflict Situations | |
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Countering Data That Is Harmful to the Project | |
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Project Manager: The Strategic Resource | |
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Needing the Data | |
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Strategic Positioning of Project Management | |
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What CIOs Need to Know | |
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What PMs Need to Provide | |
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Software Assistance with Governance | |
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The Proactive Approach | |
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Making Positive Change to Your Corporate Culture | |
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How Corporate Culture Affects Project Management | |
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Understanding and Analyzing Corporate Culture | |
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What to Do When You Can't Change or Affect Corporate Culture | |
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How to Obtain Executive Sponsorship | |
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What to Do When Executive Sponsorship Is Not as You Hoped | |
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How to Get Your Sponsor Motivated and Interested in Your Project | |
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Conclusion | |
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Glossary | |
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Index | |
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About the Authors | |