How to Save a Failing Project: Chaos to Control | by Ralph R. Young, Steven M. Brady and Dennis C. Nagle | 2009 | ISBN: 9781567262391. Project Management Books. How To Minimize The Risk Of Project Failure.

November 22, 2009 by kutenk · Leave a Comment
Filed under: Computer Books

How to Save a Failing Project: Chaos to Control

by Ralph R. Young, Steven M. Brady and Dennis C. Nagle
2009 (262 pages)
ISBN:9781567262391

Giving you the knowledge, insight and tools you need to recognize that a project is in trouble, this book helps you determine what to do about it, transform a failing project into a successful one, and keep from getting into difficulty on future projects.

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How to Save a Failing Project—Chaos to Control

Foreword
Preface
Introduction
Overview
Which Processes and Practices Are Critical?
In Brief
Suggested Reading and Resources

Part I – Project Awareness—How To Recognize A Failing Project
Chapter 1 – Why Projects Fail
Overview
Key Factors Leading to Failure
The End Results of a Failed Project
In Brief
Suggested Reading and Resources

Chapter 2 – Is Your Project Out of Control?
Overview
Missed Milestones or Deliverables
Lack of Product Quality
Different Opinions of the Project’s Purpose
Failure to Estimate Costs and Schedule in Advance
Dependence on Heroes
Customer Disapproval
Employee Frustration
Other Subtle Signs of Trouble
Regaining Control
In Brief
Suggested Reading and Resources

Part II – Project Planning—How To Recover A Failing Project
Chapter 3 – Analyzing Your Project
Assessing Why Your Project Is Failing
Defining the Business Objectives the Project Should Meet
Defining the Functional Goals the Project Should Satisfy
Deciding Whether To Move Forward
Encouraging Management’s Positive Involvement
Performing Process and Procedure Development
Changing the Culture of a Project
In Brief
Suggested Reading and Resources

Chapter 4 – Why Create a Plan?
Overview
Creating a Single Vision
The Plan Components
The Plan Development Process
Fact-based Management
Controlling Change
In Brief
Suggested Reading and Resources

Chapter 5 – Creating the Plan
Overview
Defining the Plan Requirements
Defining the Plan Elements
Project Activity Types
Applicability of Planning Activities
How to Write a Section of a Plan
Planning Using Inch Stones
Monitoring and Communicating Plan Development Status
In Brief
Suggested Reading and Resources

Chapter 6 – Building a Team
Overview
Defining the Team Composition
Creating the Team Vision
Setting the Team’s Expectations
Communicating with Stakeholders
In Brief
Suggested Reading and Resources

Chapter 7 – Identifying the Products
The Purpose of the PBS
Preparing to Build the PBS
Developing the PBS and Defining the Products
Estimating Product Size
Defining Quality Objectives
In Brief
Suggested Reading and Resources

Chapter 8 – Identifying the Work
Overview
The Purpose of the WBS
Preparing to Build the WBS
Developing the WBS and Defining the Work
Estimating Effort
In Brief
Suggested Reading and Resources

Chapter 9 – Establishing a Schedule
The Purpose of the Schedule
Transitioning from the WBS
Reviewing the Schedule
Communicating with Stakeholders
In Brief
Suggested Reading and Resources

Part III – Project Execution—How To Minimize The Risk Of Future Failure
Chapter 10 – Executing the Plan
Overview
Creating Mini-Schedules
Documenting Processes
Frequent Replanning
Keeping the Right Team
In Brief
Suggested Reading and Resources

Chapter 11 – Managing External and Internal Expectations
Where Expectations Come From
Expectations of Different Stakeholders
Communicating and Managing Expectations
Meeting Minutes
In Brief
Suggested Reading and Resources

Chapter 12 – Managing Scope
Overview
Defining the Requirements
Evolving the Real Requirements
Prioritizing Requirements
Tracing Requirements
Managing Requirements
In Brief
Suggested Reading and Resources

Chapter 13 – Managing Quality
What Is Quality?
Planning for Quality: Quality Control Audits
Peer Reviews and Inspections
Defect Prevention
Quantitative Management
Improving Quality by Improving Performance
In Brief
Suggested Reading and Resources

Chapter 14 – Optimizing the Plan
Overview
Techniques
Defect Prevention Using Statistical Methods
Defect Prevention Using Nonstatistical Techniques
Return on Investment
In Brief
Suggested Reading and Resources

Final Thoughts
A Recommended Approach for Project Success

Key Processes and Guidelines
Characteristics of the Project Approach We Recommend
Suggested Reading and Resources

Acronyms
Glossary
References

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Making a Difference by Being Yourself: Using Your Personality Type at Work and in Relationships | by Gregory E. Huszczo | 2008 | ISBN: 9780891062233. MBTI Personality Type. Stabilizers (STs). Harmonizers (SFs). Catalysts (NFs). Visionaries (NTs)

November 22, 2009 by kutenk · Leave a Comment
Filed under: Business Books

Making a Difference by Being Yourself: Using Your Personality Type at Work and in Relationships

by Gregory E. Huszczo
2008 (264 pages)
ISBN:9780891062233

Building on the powerful fundamentals of the Myers-Briggs Type Indicator assessment, this book offers a simplified framework that identifies four key personality types and shows how to put into practice the strengths of our own personalities.

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Making a Difference by Being Yourself—Using Your Personality Type at Work and in Relationships

Preface
Acknowledgments
Part 1 – Making a Difference and Discovering Who You Are
Chapter 1 – Why Is Making a Difference So Important?
How Important Is Making a Difference In Today’s World?
Why Is Making a Difference So Important To Us?
Making a Difference As an Alternative To Perfectionism
Making a Difference As an Alternative To the “Blame Game”

Chapter 2 – How Do You Make a Difference?

Overview
Making a Difference At Work
Making a Difference In Relationships
Why is Making a Difference Important to You?
Does Making a Difference Mean the Same to Everyone?

Chapter 3 – Who Are You? Putting Your Personality to Use
Overview
The Answer to “Just Be Yourself”
Finding the “Whos” Behind Your “Whats”
Describing Your Personality Type
Discovering Your Personality Type
The Four Core Personality Types
Putting Your Personality to Use

Part 2 – Making a Difference with Your Personality
Chapter 4 – How “Stabilizers” (STs) Can Make a Difference
Overview
A More Detailed Look at Stabilizers
How Stabilizers(STs) Tend to Differ
Stabilizers(STs ) Making a Difference at Work
Stabilizers(STs) Making a Difference in Relationships
Comparing Stabilizers(STs) to Other Core Personality Types
Exercises for Stabilizers

Chapter 5 – How “Harmonizers”(SFs) Can Make a Difference
Overview
A More Detailed Look at Harmonizers
How Harmonizers(SFs) Tend to Differ
Harmonizers(SFs) Making a Difference At Work
Harmonizers(SFs) Making A Difference In Relationships
Comparing Harmonizers(SFs) to Other Core Personality Types
Exercises for Harmonizers

Chapter 6 – How “Catalysts” (NFs) Can Make a Difference
Overview
A More Detailed Look At Catalysts
How Catalysts (NFs) Tend To Differ
Catalysts (NFs) Making a Difference At Work
Catalysts (NFs) Making a Difference In Relationships
Comparing Catalysts (NFs) To Other Core Personality Types
Exercises for Catalysts

Chapter 7 – How “Visionaries” (NTs) Can Make a Difference
Overview
A More Detailed Look at Visionaries
How Visionaries (NTs) Tend to Differ
Visionaries(NTs) Making a Difference at Work
Visionaries(NTs) Making a Difference in Relationships
Comparing Visionaries(NTs) to Other Core Personality Types
Exercises for Visionaries

Chapter 8 – Planning to Make a Difference
Determining Your Capability for Making a Difference
Making a Difference In the Short Term
Lessons Learned
Making a Difference Over the Long Term
Summary

Appendix A – Verifying Your MBTI Personality Type
Appendix B – Your Core Personality Type At Work
Appendix C – “Making a Difference” Themes By Personality Type
Reference

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Tags: Catalysts (NFs), Discovering Who You Are, Harmonizers(SFs), How Do You Make a Difference?, How to Make a Difference, Making a Difference At Work, Making a Difference In Relationships, MBTI Personality Type, Personality Type, Self Management Books, Stabilizers(STs), The Four Core Personality Types, Visionaries (NTs)

The Leadership Scorecard | ROI For Leaders | by Jack J. Phillips and Lynn Schmidt | 2004 | ISBN: 9780750677646. Leadership Development Books. Leadership Program. Cheap Leadersip Books.

November 22, 2009 by kutenk · Leave a Comment
Filed under: Business Books

The Leadership Scorecard

by Jack J. Phillips and Lynn Schmidt
2004 (341 pages)
ISBN:9780750677646

Presenting the scorecard model in a step-by-step process, this book combines an explanation and discussion on best practice leadership development methods and incorporates ROI measurement and evaluation methodology.

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The Leadership Scorecard

Preface
Leadership Development Accountability
Needed: A Leadership Scorecard
Why This Book at This Time?
Target Audience
Structure of the Book
Chapter Descriptions

Part I – Leadership Scorecard Foundation
Chapter 1 – Developing Leaders
The Leadership Development Imperative
Leadership Development Challenges
Leadership Development Methods
Feedback
Challenging Experiences
Formal Developmental Relationships
Leadership Training
Reflection
Leadership Development Accountability
Final Thoughts
References

Chapter 2 – Creating the Leadership Scorecard
Overview
Leadership Scorecard Pre-Work
The Leadership Scorecard Foundation
An Evaluation Framework
The ROI Model
Operating Standards and Philosophy
Implementation Issues
Application and Practice
Leadership Scorecard Benefits
Final Thoughts
Introduction to Case Study
Case Study—Part A International Car Rental
References
Discussion Questions

Part II – Leadership Scorecard Methodology
Chapter 3 – Measuring Indicators, Satisfaction, and Learning
Overview
Measuring Indicators
Measuring Satisfaction
Questionnaires and Surveys
Using Satisfaction Data
Measuring Learning
Testing
Administrative Issues
Final Thoughts
Case Study—Part B International Car Rental
Discussion Questions
References

Chapter 4 – Measuring Application and Business Impact
Questionnaires
Interviews
Focus Groups
Observations
Business Performance Monitoring
Action Planning and Follow-Up Assignments
Performance Contracts
Selecting the Appropriate Method
Data Tabulation Issues
Shortcut Ways to Measure Application and Business Impact
Final Thoughts
Case Study—Part C International Car Rental
Discussion Questions
References

Chapter 5 – Isolating the Effects of a Leadership Development Program
Preliminary Issues
Use of Control Groups
Trend Line Analysis
Forecasting Methods
Participant Estimate of Leadership Development’s Impact
Management Estimate of Leadership Development’s Impact
Subordinate Input on Leadership Development’s Impact
Calculating the Impact of Other Factors
Using the Techniques
Final Thoughts
Case Study—Part D International Car Rental
References
Discussion Questions

Chapter 6 – Converting Business Measures to Monetary Values
Preliminary Issues
Techniques for Converting Data to Monetary Values
Converting Output Data to Contribution
Calculating the Cost of Quality
Converting Employee Time
Using Historical Costs
Using Internal and External Experts’ Input
Using Values from External Databases
Using Estimates from Participants
Using Estimates from Immediate Managers
Linking with Other Measures
Using Leadership Development Staff Estimates
Selecting the Appropriate Measures
Accuracy and Credibility of Data
Final Thoughts
Converting Business Measures to Monetary Values
References
Discussion Questions

Chapter 7 – Tabulating Leadership Development Program Costs
Cost Strategies
Cost Tracking Issues
Major Cost Categories
Cost Reporting
Cost Accumulation and Estimation
Final Thoughts
Case Study—Part F International Car Rental
Discussion Questions
References

Chapter 8 – Calculating the Return on Investment
Basic ROI Issues
ROI Interpretation
Final Thoughts
Case Study—Part G International Car Rental
Discussion Questions
References

Chapter 9 – Identifying the Intangible Benefits
Key Issues
Typical Intangible Measures
Final Thoughts
Case Study—Part H International Car Rental
References
Discussion Questions

Part III – Leadership Scorecard Implementation Considerations
Chapter 10 – Communicating Results and Overcoming Resistance
The Importance of Communication
Principles of Communicating Results
Analyzing Communication Needs
Planning the Communication
Developing the Information: The Formal Evaluation Report
Communicating the Information
Analyzing Reactions to Communication
Overcoming Resistance to a Leadership Measurement
Planning the Implementation
Cost-Savings Approaches
Final Thoughts
Case Study—Part I International Car Rental
References
Discussion Questions

Chapter 11 – Forecasting an ROI
Why Forecast an ROI?
The Trade-Offs of Forecasting
Preprogram ROI Forecasting
Forecasting with a Pilot Program
Forecasting ROI with Reaction Data
Forecasting ROI with Learning Data
Forecasting ROI with Skills and Competencies
Forecasting Guidelines
Final Thoughts
Case Study—Part J International Car Rental
References

Part IV – Leadership Scorecard Case Studies
Chapter 12 – Developing Leaders at Imperial National Bank*
Background
Data Collection Plan
Reaction and Learning
Business Impact
Program Costs
ROI Analysis
Intangible Benefits
Results
The Author
Discussion Questions

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Tags: Calculating the Return on Investment, Developing Leaders, Identifying the Intangible Benefits, Leadership Development Accountability, Leadership Development Challenges, Leadership Development Methods, Leadership Development Program, Leadership Scorecard Methodology, Measuring Satisfaction, Questionnaires and Surveys