Index
[A] [B] [C] [D] [E] [F] [G] [H] [I] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] [Z]
P N t Indexcory
[A] [B] [C] [D] [E] [F] [G] [H] [I] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] [Z] accuracy, precision vs.
activity charts
ad hominum attacks 2nd
add/cut discussions in scheduling
adjustments to requirements and designs
adversities, overcoming
common bad situations
list of
recognizing
conflict resolution and negotiation
damage control
emotional toolkit
w开头的英文名feelings about feelings
hero complex
pressure
handling difficult situations
roles and clear authority
taking responsibility
training and practice
trust as insurance against
affinity diagrams
aggressive code pipelining
agile methods (software development)
agreed communication
ambiguity
of PM role
toleration of
annoying others, avoiding
creating and rolling out process
effects of good process
email
assuming others have read it
avoid play-by-play accounts
example of bad
example of good
limit FYIs
principles of good writing
prioritizing
telephone instead
formula for good process
managing process from below
meetings
facilitation 2nd
pointers on
recurring
types of meetings
sources of annoyance
antipatterns catalog
argument, using in conflict resolution
artificial pressure
asking others for their best work
assumptions
causing communication problems
clarifying with role definitions
underlying a project
attitudes
best work attitude
forcing change in
of project managers
authority
decision-making
delegation of
earned
required for project planning
requirements and design
autocrat/delegator traits, project managers
autocratic behavior (when necessary)
P N t P N t
aotmanIndex
[A] [B] [C] [D] [E] [F] [G] [H] [I] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] [Z]
bad approaches to project planning, catalog of
balance of power in organizations
beginner's mind (shoshin)
behavior
forcing change in
inconsistent, losing trust through
behind schedule
believer, project manager as
best alternative to negotiated agreement (BATNA)
best work, getting from others
asking for best work
challenging/making demands
clearing roadblocks
follow advice
helping others do their best
inspiring
reminding of project goals
reminding of respective roles
teaching
big staff team projects
blame (communication problem)
bottom-up schedules
brainstorming card deck (ThinkPak)
breaking work into manageable chunks 2nd
work breakdown structure (WBS)
briefing the teamnaivety
budget authority for projects
bug fix pipeline
bugs
activity chart
difficult, leaving till last
end of end-game
evaluating trends
management of
triage
uful measurements of
business perspective on projects 2nd
marketing
business requirements, integrating with technology requirements
P N t P N t
Index
[A] [B] [C] [D] [E] [F] [G] [H] [I] [K] [L] [M] [N] [O] [P] [Q] [R] [S] [T] [U] [V] [W] [Z]
celebrating the project end
chain of command
challenging others to do their best
championing simplicity
consulatechange
dealing with mystery management
exploring impact of change
potential reach of change
绯闻女孩第一季土豆managing
cheap shots (personal attacks)
checking your sanity
checklists, confusing with goals
checkpoints
design phas
for add/cut discussions
chess games
clarity
lacking in communications
making things happen
clearing roadblocks to elicit best work
coding pipeline
aggressive and conrvative
becoming bug fix pipeline
controlling mid-cour adjustments
preparing for change
tracking progress
coercion (power)
commitments
breaking
building trust through
newspaper
formalizing with a schedule communication 2nd
basic model
agreed communication
conversion to uful action
received communication
tramsmitted communication
understood communication
best work attitude
best work, getting
asking for best work
challenging or demanding
clearing roadblocks
follow advice
inspiring others
reminding of project goals
reminding team of respective roles
teaching
common problems
came
assumptions
dictating
lack of clarity
not listening
2013mbc演技大赏personal attacks
problem mismatch
helping others do their best
management through conversation
relationships
project dependence on relationships
defining roles
relationships and
comparative evaluation 2nd
ask tough questions
consider hybrid choices
disnting opinions
examine assumptions or claims
include "do nothing" option
include relevant perspectives
refine pros/cons list until stable
start on paper or whiteboard competition, covering in vision documents complexity, acknowledging
conflict among team members
conflict resolution 2nd
be strong but supple
know the alternatives
mutual interest, looking for
personality conflicts
persuasion and argument, using
point of unification finding
confusion, minimizing
conrvative code pipelining
consolidated quality of vision documents
consolidating ideas
constraints
political and power
修改病句练习及答案
role in problem-solving and creative thinking
contract team (small), project completed by
controlling projects
review meeting
triage
war team
conversations
about power
directing as meeting facilitator
management through
relationships communication
conversion of communications to uful action
cost-benefit analysis for process
courage
project manager traits
to make decisions
decisions with no winning choices
good decisions with bad results
CR (change request)
creative questions
creative thinking, books on
creative work,
momentum of
crisis management
critical path
criticism
fear of
crossover points in milestones
exit criteria, defining
crunch effort to meet deadlines
crunch effort/recovery time ratio
customer experience as starting point of design
customer perspective on projects
experts who understand customers and design for them
problem statements
questions arising from
requests and rearch on requests
customer rearch and its abus
rearch methods
customers, information about (vision documents)
P N t
