G
Gantt charts, 220–21
Generalists, project managers as,
39
Goals. SeeObjectives
Group communications, 207
H
Handwritten notes, 209
Hard skills. SeeProcess skills
Hidden agendas, 21
Hierarchies, dealing with, 24–25
High-threat potential problems,
16, 149–51
Honesty, 39, 95
I
Identification step, 143, 144–47
Impact, of potential problems,
148, 149
Implied authority, 200
Impromptu communication, 207
Inaction risk, 55
Incentives, to solve problems,
181
Incremental milestones method,
176
Indirect costs, 134
Inertial pride, 229
Influence, 200
Informal communication, 25,
93–94, 167, 206
Informal leadership, 93–94
Informal visits, 209
Information gathering, 164–69
Initiation phase
documents for, 67–69, 216–19
elements of, 12
project plan for, 100
Intangibles, 56
Integrity, 39–40
Interfaces. SeeProject interfaces
Internal consulting, 79
Internal customers, 188-89
Internal rate of return (IRR) calcu-
lations, 60, 62
Internal stakeholders, 188–92
Interpersonal skills
developing, 40, 45–46
as functional competencies, 42
overview of, 37
Interviewing approach, 182
Introspection, 45–46
J
Justification for projects, 57
K
Key assumptions, 56
Kickoff meetings, 74, 85
L
Labor costs, 134
Launching projects, 50–51, 71–74
Leadership
adjusting style, 86–88
at close-out, 231
effectiveness in, 4–5, 18–21
functional competencies for, 42
one-on-one, 92–95
responsibility to team members,
83–85
team skills, 88–92
Lessons learned studies, 17, 226,
233, 235–39
Letters, 209
Life cycle of projects, 11–17,
216–26
Logic diagrams. SeeNetwork dia-
grams
M
Maintenance manuals, 226
Make-or-buy analyses, 71
Management
communicating with, 31,
187–88, 196–97, 223
expectations about projects,
23, 199244 Index