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By Robert T. Moran, Ph.D., Robert Moran, Ph.D., is a Professor of Global Management, Emeritus at Thunderbird School of Global Management in Arizona, USA.
He has designed and conducted executive seminars for Saudi Aramco, General Motors, Toyota, Intel, Motorola, Honeywell, Novartis, Bayer
and Singapore Airlines among many others. He has also been a faculty member in executive education programs at Babson, ESSEC (in Paris
), Emory, Penn State, SMU, Stanford, MIT and Wharton. William Youngdahl, William Youngdahl, Ph.D., PMP, serves on the faculty of the Thunderbird School of Global Management. He has designed and delivered executive
seminars for Novartis, American Express, ExxonMobil, and other organizations. He also helps develop project leaders' capabilities through
360-degree assessments and serves in various corporate advisory roles. He can be reached at billyoungdahl@mac.com.
Description This book is a must-read for anyone responsible for projects and initiatives that span functional and geographical divides. Authors Moran
and Youngdahl bring extensive experience and learning from industry practice to present a clear and straightforward treatment of the
leadership skills and knowledge required to lead projects that are global in nature. They have written the first book of its kind to
address the three essential skills of global project leaders - strategic project management, project leadership, and cross-cultural leadership.
The authors argue that global project leadership is an essential skill in our project-based world and that we are all either intentional
or accidental project leaders. Intentional project leaders pursue formal project management education and even certification whereas
accidental project leaders find themselves leading global project and initiatives as a result of a special assignment or promotion.
Moran and Youndahl have found that the vast majority of global projects leaders fall into the accidental category and have written the
book to be accessible to those who have not necessarily pursued formal project management education. Experienced intentional project
managers can skip the single chapter on project management fundamentals to move to the more advanced chapters addressing topics such
as influencing without formal authority across functional and geographical boundaries and leading global projects at the edge of crisis.
– The only book that combines themes of strategic project management, project leadership and cross-cultural leadership
– Rich with
examples and stories to illustrate key skills and knowledge required to lead global projects
Audience
Primary audience: Professionals who are charged with leading large, complex, projects that cross cultures and nations; for use in executive education programs worldwide.
Contents 1 Leading Global Projects – Accidental Project Managers – Global Project Leadership Imperative – Getting Strategic About Global Projects
– The Cultural Context of Project Leadership – What is ?Culture? – A ?Cultural? Mistake – Denial – Two Typical Leaders of Global
Projects – Culture is Learned – Culture is Complex – Understanding and Communication – The ?Hard? Soft Skills of Project Leadership –
Global Project Leadership Realities
2 What Every Project Leader Needs to Know About Project Management – Fundamentals – The Strategy
Connection – Financial Value – Customer Value – Tactical Value – Organizational Value – Compliance Value – Strategic Value – Competing
for Scarce Resources in a Multi-Project World – Get the Assumptions and Constraints on the Table – The Project Plan – Scope Management
– Risk Management – Project Time Management – Estimating How Long Something Will Take – The Critical Path – Managing the Project Budget
– Project Management Fundamentals
3 The Project Story – Aspiration and Facts – The What?Why Dance – Project Value Elevator Speech –
Visions from on High – Creating the Project Vision Statement – Rapid Project Visioning Exercise – The Project Snapshot – The Project
Exit Story – Learning from Project Stories – The Power of Stories – Project Story Imperatives
4 Cross-Cultural and Cross-Functional
Project Leadership Skills – A Newspaper Column – Cultural Filters – Stereotypes – Global Leaders as Learners – Mini-Cases – A Framework
– A Great Project Leadership Story – Framing the Problem – Leaders Handling Two Swords at the Same Time – The English Language as
the Language of Business – Examples of Humor
5 Influencing and Negotiating – Seeking Alignment Through Influence – Developing an
Influencing Strategy – Influencing Exercise – Reading Nonverbal Signals – Negotiating in Global Projects – A Framework for Global
Negotiations – Influencing Without Authority and Turning Conflicts into Cooperation – What is Conflict? – Influencing Imperatives
6 What Project Team Members Need from Us – The Case of the Brazilian Caddie – Global Project Teams: A Primer – Stages of Team Development
– Research on Project Synergy – Leading Global Projects Quiz – A Framework for Identifying What Blocks Motivation and Performance
– Dealing with ?Interesting? People – Persistence and Optimism – What Virtual Project Team Members Need – What Team Members Need
from Us – Imperatives
7 Leading Projects at the Edge of Chaos – Understanding Chaos – Complexity and Uncertainty – Early Warning
Signs – Expressed Confusion About the Strategy That the Project is Fulfilling – Real or Perceived Confusion About the Project Scope
– Project Team Members Focusing on Work Unrelated to the Project – Isolated Virtual Team Members – Stuck in the Glue of a Fuzzy Front
End – The Perfect Storm – Clarity-Seeking Project Leadership – Identify and Communicate Project Scope and the Link Between Scope and
Strategy – Carve Long-Duration Projects and Tasks into Value-Producing Chunks – Ask the Critical Three Questions Frequently, Daily if
Possible – Simplify – Leverage Diversity to Achieve Project Breakthroughs – Perform Project Team Tune-Ups on a Regular Basis – Engage
in Lateral Thinking to Minimize Assumptions and Explore Butterfly Effects – Structure Your Project by Project Type – Edge of Chaos
Realities
8 Shaking Up the Project Team – The Change Process – Change Implementation Insights – Change Imperatives
9 Leadership/Culture/Project
Management: Capturing the Learnings – Methods of Learning – Action Learning – Learning Logs – Capturing the Learning Imperatives
10 Mindstretching Question, Summary, and Epilogue
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