Interpersonal Skills for Portfolio, Program, and Project Managers
Interpersonal Skills for Portfolio, Program, and Project Managers

Author: Ginger Levin

Publisher: Berrett-Koehler Publishers

Published: 2010-08

Total Pages: 253

ISBN-13: 1523097353

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Improve Your Interpersonal Skills to Achieve Greater Management Success! Any formula for management success must include a high level of interpersonal skills. The growing complexity of organizational portfolios, programs, and projects, as well as the increasing number and geographic dispersion of stakeholders and employees, makes a manager's interpersonal skills critical. The frequency and variety of interpersonal interactions and the pressure to perform multiple leadership roles successfully while ensuring customer satisfaction have never been greater.Interpersonal Skills for Portfolio, Program, and Project Managers offers practical and proven tools and methods you can use to develop your interpersonal skills and meet the challenges of today's competitive professional environment. Develop the interpersonal skills you need to: • Build effective, high-performing teams • Work efficiently with virtual teams • Develop approaches to build and maintain relationships with stakeholders at all levels • Handle stress and deal with unexpected critical incidents • Motivate your team Whatever your level of experience, you will find these practical and proven methods to be the best formula for improving your interpersonal skills-and enhancing your management success. The chapters include discussion questions, making this a perfect text for use in academic or workshop settings.

Interpersonal Skills for Portfolio, Program, and Project Managers
Interpersonal Skills for Portfolio, Program, and Project Managers

Author: Ginger Levin

Publisher:

Published: 2018-04-25

Total Pages: 512

ISBN-13: 9781525276729

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Improve Your Interpersonal Skills to Achieve Greater Management Success! Any formula for management success must include a high level of interpersonal skills. The growing complexity of organizational portfolios, programs, and projects, as well as the increasing number and geographic dispersion of stakeholders and employees, makes a manager's interpersonal skills critical. The frequency and variety of interpersonal interactions and the pressure to perform multiple leadership roles successfully while ensuring customer satisfaction have never been greater. Interpersonal Skills for Portfolio, Program, and Project Managers offers practical and proven tools and methods you can use to develop your interpersonal skills and meet the challenges of today's competitive professional environment. Develop the interpersonal skills you need to: - Build effective, high-performing teams - Work efficiently with virtual teams - Develop approaches to build and maintain relationships with stakeholders at all levels - Handle stress and deal with unexpected critical incidents - Motivate your team Whatever your level of experience, you will find these practical and proven methods to be the best formula for improving your interpersonal skills-and enhancing your management success. The chapters include discussion questions, making this a perfect text for use in academic or workshop settings.

Take the Lead
Take the Lead

Author: David Boddy

Publisher: Financial Times/Prentice Hall

Published: 1992

Total Pages: 200

ISBN-13:

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A more volatile and competitive business environment means that organizations are introducing more changes, more frequently. Legislative changes affecting public sector organizations are also bringing radical change there. Someone has to make the broad policy into a practical reality, namely the project manager. This book looks at the job of managing change from the point of view of the project manager - the demands they face, the skills they need and ways they can use them.

Moving Up
Moving Up

Author: Ginger Levin

Publisher:

Published: 2014

Total Pages: 17

ISBN-13:

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Our focus has changed from doing programs and projects the right way to selecting the right programs and projects to pursue. As we move up the career ladder, the natural progression is to that of the portfolio manager. However, the portfolio manager requires different interpersonal knowledge, skills, and competencies than that of a program or project manager. To move into this role, change is viewed differently, the focus continually is on strategic alignment, the communication requirements are more varied, and the need for stakeholder engagement is more prevalent. Additionally, establishing a formal portfolio management process and determining a portfolio management model to use consistently is a major project in itself if an organization lacks such a process and model or has one but for whatever reason is not using it. The portfolio manager then must have the ability to demonstrate the benefits of portfolio management not solely to the executives but to everyone throughout the organization, recognizing both the strategic and tactical aspects of portfolio management. This paper emphasizes the seven interpersonal skills one needs for success as a portfolio manager.

The Power of Interpersonal Skills in Project Management
The Power of Interpersonal Skills in Project Management

Author: Deborah Huntzinger Herting

Publisher: Infinity Publishing

Published: 2011-06-28

Total Pages: 84

ISBN-13: 0741493861

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Project manager practitioners face increasingly complex challenges. To successfully deliver projects within scope, on time, and within budget there needs to be a social awareness that interpersonal skills are a valuable key driver. Deborah Herting writes

Portfolio Management
Portfolio Management

Author: Ginger Levin, PMP, PgMP

Publisher: CRC Press

Published: 2014-10-15

Total Pages: 372

ISBN-13: 1482251043

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Recognizing the importance of selecting and pursuing programs, projects, and operational work that add sustainable business value that benefits end users, the Project Management Institute (PMI®) issued its first Standard on Portfolio Management in 2006. In 2014, it launched the Portfolio Management Professional (PfMP®) credential—which several of the experts who contributed to this book earned—to recognize the advanced expertise required of practitioners in the field. Presenting information that is current with The Standard for Portfolio Management, Third Edition (2013); Portfolio Management: A Strategic Approach supplies in-depth treatment of the five domains and identifies best practices to ensure the organization has a balanced portfolio management that is critical to success. Following PMI’s standard, the book is organized according to its five domains: strategic alignment, governance, portfolio performance management, portfolio risk management, and portfolio communications management. Each chapter presents the insight of different thought leaders in academia and business. Contributors from around the world, including the Americas, Europe, the Middle East, Africa, and Australia, supply a global perspective as to why portfolio management is essential for all types of organizations. They provide guidelines, examples, and models to consider, along with discussion and analysis of relevant literature in the field. Most chapters reference PMI standards, complement their concepts, and expand on the concepts and issues that the standards mention in passing or not at all. Overall, this is a must-have resource for anyone pursuing the PfMP® credential from PMI. For executives and practitioners in the field, it provides the concepts you will need to address the ever-changing complexities that impact your work. This book is also suitable as a textbook for universities offering courses on portfolio management.

The Virtual Project Management Office
The Virtual Project Management Office

Author: Robert L. Gordon

Publisher: Berrett-Koehler Publishers

Published: 2011-06

Total Pages: 200

ISBN-13: 1523096713

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Successfully Launch and Operate a Virtual Project Management Office New technology and global businesses and organizations are making virtual project management offices (VPMOs) more important and more prevalent than ever. Successfully operating a VPMO requires project managers to employ additional skills and address different challenges from those necessary to operate a traditional PMO. For example, the virtual project manager must have effective soft skills to build trust among a dispersed team and to select the best forms of communication. He or she must also ensure compliance with the unique policies, procedures, and laws relevant to maintaining a VPMO. This book offers best practices for successful virtual projects and the most effective ways to create and implement a PMO in a virtual environment. It's a valuable resource for companies considering a VPMO and those already operating one. You'll find: - Proven implementation plans - Guidance for building a business case - Laws and ethics governing VPMOs - Tips and advice from experts Plus! Dozens of practical tools to use in launching a VPMO or improving an existing project management office.

The Project Management Coaching Workbook
The Project Management Coaching Workbook

Author: Susanne Madsen

Publisher: Berrett-Koehler Publishers

Published: 2012-02

Total Pages: 228

ISBN-13: 1523097035

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Take These Six Steps to Reach Your Project Management and Leadership Goals! Starting with an insightful self-assessment, The Project Management Coaching Workbook: Six Steps to Unleashing Your Potential offers tools, questions, reviews, guiding practices, and exercises that will help you build your roadmap to project management and leadership success. Based on her experience as a coach and mentor, Susanne Madsen offers a proven six-step method designed to help you understand and articulate what you want to achieve—and then assist you in achieving those goals. This workbook will help project managers at any level overcome some of the most common challenges they face by: • Effectively managing a demanding workload • Leading and motivating a team • Building effective relationships with senior stakeholders • Managing risks, issues, and changes to scope • Delegating effectively

Implementing Program Management
Implementing Program Management

Author: Ginger Levin

Publisher: CRC Press

Published: 2009-10-05

Total Pages: 345

ISBN-13: 1439857199

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In early 2007, the Project Management Institute (PMI®) piloted the now highly sought after Program Management Professional (PgMP®) credential, reflecting the growing trend for organizations to coordinate the work done on numerous stand-alone projects into a cohesive program-type structure. Written by two successful PgMPs, Implementing Program Management: Templates and Forms Aligned with the Standard for Program Management Second Edition–(2008) is a complete guide that presents a step-by-step methodology, suitable for the novice to the seasoned professional, enabling managers to seamlessly move their programs from theory to practice. Providing a detailed protocol for managing a program from initiation to closure, this volume parallels PMI’s Standard for Program Management–Second Edition (2008). Filling the void in the program management literature, the book goes beyond the best practices listed in the PMI’s Standard to provide detailed guidance for these practices, enabling program managers in any organization to successfully coordinate any program. Recognizing that each organization has unique requirements, the templates described in the text can be customized and tailored as required through a CD-ROM that is included with this book. This unique package of ready-to-use documents, tools, forms, templates, and reports empowers program managers to bring their programs to a successful finish and deliver its intended benefits to stakeholders.

The Complete Project Manager
The Complete Project Manager

Author: Randall Englund

Publisher: Berrett-Koehler Publishers

Published: 2012-04

Total Pages: 291

ISBN-13: 1523097051

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The Complete Project Manager: Integrating People, Organizational, and Technical Skills is the practical guide that addresses the “soft” project management skills that are so essential to successful project, program, and portfolio management. Through a storytelling approach, the authors explain the necessary skills—and how to use them—to create an environment that supports project success. They demonstrate both the “why” and the “how” of creatively applying soft project management skills in the areas of leadership, conflict resolution, negotiations, change management, and more. This guide has an accompanying workbook, The Complete Project Manager's Toolkit , sold separately.