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by Tim J. Rahschulte, James M. Waddell, Russ J. Martinelli
Projects Without Boundaries
Cover
Title Page
Copyright
Preface
Acknowledgments
Part I: Introduction
Chapter 1: Working in a Virtual World
Forces Driving Virtual Transformation
Rise of Virtual Organizations and Projects
Virtual Projects Are Different
Transitioning to the Virtual World
Assessing the Virtual Project Manager
Notes
Part II: Planning the Virtual Project, Building the Virtual Team
Chapter 2: Planning the Virtual Project
Planning a Virtual Project
Establishing Project Alignment
Architecting the Virtual Project
Understanding the Complexity of Virtual Projects
With Complexity Comes Risk
Planning Virtual Communication
Assessing Virtual Project Planning
Notes
Chapter 3: Building a High-Performance Virtual Team
Virtual Project Team Types
Differentiating High-Performance
Building a High-Performance Virtual Project Team
Assessing Virtual Project Team Members
Notes
Part III: Managing Project Execution, Leading the Virtual Team
Chapter 4: Executing the Virtual Project
Managing Assumptions
Hyper-vigilant Governance
Managing Outsourced Project Work
Managing Change
Integrating Distributed Work
People Side of Project Execution
Influencing Virtual Stakeholders
Assessing Virtual Project Execution
Notes
Chapter 5: Leading the Virtual Project Team
Be the Project Compass
Be the Team Conductor
Be the Champion
Recognizing the Virtual Team
Leverage Your Leadership Style
Adding āEā to Leadership
Becoming an Effective Virtual Team Leader
Assessing Virtual Team Performance
Notes
Chapter 6: Empowering the Project Network
Centralize First
Empowering by Decentralizing
Centralized/Decentralized Project Construct
Assessing Virtual Team Collaboration
Notes
Part IV: Organizational Considerations
Chapter 7: Leading a Multicultural Virtual Team
Putting Culture in Context
Cultural Intelligence
Challenges of Multicultural Virtual Project Teams
Cultural Factors
Creating a Cultural Strategy
Converging Company and Country Culture
Assessing Cross-Cultural Awareness
Notes
Chapter 8: Using Technology to Communicate and Collaborate
Role of Technology
Using Technology to Communicate
Using Technology to Collaborate
Technology Options for the Virtual Project
No Shortage of Options
Technology Selection
Increasing Technology Usage
Notes
Chapter 9: Sustaining Virtual Project Success
Changing Organizational and Team Structures
Modifying the Project Execution Model
Changing Behavior by Changing Rewards
Promoting Cultural Awareness
Developing Virtual Project Managers
Virtual Project Management Journey
Notes
Appendix: Virtual Project Readiness Assessment
Index
End User License Agreement
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Appendix: Virtual Project Readiness Assessment
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End User License Agreement
Index
A
Aligning
Business goals
Strategy
Team
Vision
Alignment
Project
Strategic
Team
Assessment
Cross-cultural awareness
Virtual project execution
Virtual project manager
Virtual project planning
Virtual project readiness
Virtual project team members
Virtual team collaboration
Virtual team performance
Assumptions
Asynchronous
Authority
B
Best practices
Boundaries
Physical
Strategic
Business
Benefits
Requirements, development
Strategy, execution, alignment
Value
Business case
Approval
Development
Business decision framework
Business success factors
Business risk
Management
Mitigation
Business strategy alignment
Business success factor
C
Celebrate
Change
Managing
Process
Charter
Project
Team
Checklist
Chemistry
Climate
Collaboration
Collaboration technologies
Communication effectiveness
Communication challenges
Common purpose
Competence
Competency
Business
Customer and market
Model
Project and process management
Team leadership
Virtual management
Complexity
Conferencing technologies
Conflict management
Constraints
Assumptions
Triple
Cross discipline
Cross project
Cross team connection
Culture
D
Dashboard
Decision making
Consensus
Decentralized
Majority rules
Prescriptive
Shared
Decision matrix
Delegating
Deliverables
Design specifications
Distributed task plans
E
Ecosystem
E-Leadership
Emotional intelligence
Empower
Executing
F
Forces
Functional manager
G
Globalization
Economic forces
Political forces
Technology forces
Governance
H
High performance
Hofstede
Individualism versus collectivism
Indulgence versus restraint
Long- and short-term orientation
High- and low-context
Power distance
Uncertainty avoidance
Horizontal collaboration
I
Indicator
Influencing
Information sharing
Integrated project plan
Integrating work
Integrity
Intellectual property
Interdependencies
K
Knowledge
L
Leading
Leadership
Competencies
Situational
Style
Transactional
Transformational
Life cycle
M
Maintenance
Management
approach
Matrix structure
Maturity
Measurement
Messaging tools
Methodology
Metric
Monitoring
Motivating
Multicultural
N
Needs assessment
Network
Norms
Nuance
O
Objectives
Outcome
Outsourced
Ownership
P
Performance measures
Planning
Portfolio management
Project management office (PMO)
Project management
Behaviors
Competency model, core competencies
Empowerment
Importance
Performance assessment
Professional development
Project Manager
Roles/responsibilities
Project planning
Project review
Project Management Institute (PMI)
Q
Quality
R
Resource management
Return on investment (ROI)
Rewards
Risk
Risk analysis
Risk assessment
Risk management
Risk tolerance
Role of Technology
S
Schedule
Scope of work
Skills
Business fundamentals
Core Leadership Skills
Contextual intelligence
Cross-cultural management
Cultural intelligence
Customer commitment
Emotional intelligence
Facilitation
Influencing
Life cycle management
Market knowledge
Networking
Political savviness
Prioritization
Process proficiency
Product/service knowledge
Stakeholder management
Strategic thinking
Symphonic/systems
Virtual communication
World view
Social networking tools
Stakeholders
Storage technologies
Strategic alignment, assessment
Strategic management
Strategic objectives
Strategy
Strategy/execution
Strike zone
Synchronous
Systems thinking
T
Task planning
Team
Characteristics
Chemistry
Development model
Effective meetings
High performing
Norms
Team building
Team charter
Team leadership
Time-to-benefits
Time management
Triple constraints
Trustworthiness
V
Value
Virtual project
Architecting
Complexity.
Defined
Differences
Executing
Management
Planning
Team types
Virtual team
Building
Leadership
Motivate
Recognition
Virtual transformation forces
Economics
Political
Technology
W
Whole solution
Work Breakdown Structure (WBS)
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