The Four Obsessions of an Extraordinary Executive
Описание книги
The ideal on-the-job reference guide for project managers who use Microsoft Project 2010 This must-have guide to using Microsoft Project 2010 is written from a real project manager's perspective and is packed with information you can use on the job. The book explores using Project 2010 during phases of project management, reveals best practices, and walks you through project flow from planning through tracking to closure. This valuable book follows the processes defined in the PMBOK® Guide, Fourth Edition, and also provides exam prep for Microsoft's MCTS: Project 2010 certification. Explains Microsoft Project 2010, the leading software tool for project managers Shows working project managers practical ways to use Project 2010 on the job Delves into project planning, tracking, reporting, and project closure, and explores best practices for all phases of planning Reveals new software features, including tools that show what factors are affecting the schedule, a "what-if" scenario builder, and how slippages affect other aspects of the project Follows processes and procedures from The Guide to Project Management Body of Knowledge (PMBOK®), Fourth Edition Covers the skill set required for the MCTS: Microsoft Project 2010, Managing Projects certification, so you can use this book for exam prep This valuable book follows the processes defined in the PMBOK Guide, Fourth Edition, and also provides exam prep for Microsoft's MCTS: Project 2010, Managing Projects certification. Note: CD-ROM/DVD and other supplementary materials are not included as part of eBook file. (PMBOK is a registered mark of the Project Management Institute, Inc.)
Оглавление
Patrick M. Lencioni. The Four Obsessions of an Extraordinary Executive
THE FOUR OBSESSIONS OF AN EXTRAORDINARY EXECUTIVE
INTRODUCTION
PART ONE. Green’s Pain
THE RIVAL
RECONNAISSANCE
PART TWO. The History
TWO CEOS
DESPERATE EPIPHANY
WHAT IS THE ONE THING I DO THAT REALLY MATTERS TO THE FIRM?
PRACTICE
THE GATEKEEPER
ASLEEP AT THE GATE
MISORIENTATION
HESITATION
CONFRONTATION
THE VIRUS
MENDING FENCES
OFF-SITES
MEADOWOOD
THE DAY OF RECKONING
360° FEEDBACK
UNRAVELING
COLD WATER
MOMENT OF TRUTH
PART THREE. Green’s Opportunity
REACQUAINTANCE
CONTACT
DISCIPLINE ONE
DISCIPLINE TWO
DISCIPLINE ONE: BUILD AND MAINTAIN A COHESIVE LEADERSHIP TEAM
DISCIPLINE TWO: CREATE ORGANIZATIONAL CLARITY
IDENTITY, VALUES, MISSION, MAJOR GOALS, OBJECTIVES, ROLES AND RESPONSIBILITIES
DISCIPLINE THREE
DISCIPLINE THREE: OVER-COMMUNICATE ORGANIZATIONAL CLARITY
DISCIPLINE FOUR
DISCIPLINE FOUR: REINFORCE ORGANIZATIONAL CLARITY THROUGH HUMAN SYSTEMS
THE REALIZATION
PART FOUR. The Resolution
THE DECISION
WHITE FLAG
AFTERWORD
Organizational Health. The Model
PUTTING THE DISCIPLINES INTO PRACTICE: A Summary and Self-Assessment
DISCIPLINE ONE: BUILD AND MAINTAIN A COHESIVE LEADERSHIP TEAM
DISCIPLINE TWO: CREATE ORGANIZATIONAL CLARITY
DISCIPLINE THREE: OVER-COMMUNICATE ORGANIZATIONAL CLARITY
DISCIPLINE FOUR: REINFORCE ORGANIZATIONAL CLARITY THROUGH HUMAN SYSTEMS
CONCLUSION
ACKNOWLEDGMENTS
ABOUT THE AUTHOR
WILEY END USER LICENSE AGREEMENT
Отрывок из книги
Rich O’Connor’s detractors said he was lucky. Others believed he had a natural gift for management and leadership.
Little did they know.
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Why does this happen? Because organizational health is relatively hard to measure, and even harder to achieve. It feels soft to executives who prefer more quantitative and reliable methods of steering their companies. It also entails a longer lead time to implementation than does a technical or marketing strategy, which yields more immediate results and gratification.
But perhaps most important of all, organizational health is often neglected because it involves facing realities of human behavior that even the most committed executive is tempted to avoid. It requires levels of discipline and courage that only a truly extraordinary executive is willing to embrace.
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