Project and Program Excellence: Motivational Leadership for Breakthrough Results

Cover
Half Title
Title Page
Copyright Page
Dedication
Table of Contents
List of Illustrations
List of Tables
Preface
Acknowledgments
About the Author
Chapter One Program Performance Breakthrough
	1.1 Paradox Observed—Being “On-Step”
	1.2 Current Success Level
		1.2.1 Struggle to Be Better
		1.2.2 Why Let the Best Go?
		1.2.3 Program Use History
	1.3 Past Successful Program Elements
		1.3.1 Program Success Elements
		1.3.2 Elements When On-Step
	1.4 Chapter Highlights
Chapter Two Why Motivation-Based Leadership
	2.1 The “Secret Sauce”?
	2.2 Applies “Pull,” not “Push”
	2.3 Frees Creativity
	2.4 Distributes Vigilance
	2.5 Improves Known On-Step Elements
	2.6 Identifies and Guides Team-Member Development
	2.7 Accelerates Learning What You Do Best
	2.8 Respects Personal Esteem
	2.9 Provides a Fair, Positive, and Fulfilling Environment
	2.10 Increases Customer Satisfaction
		2.10.1 Satisfaction of Current Customer for Future Work
		2.10.2 Providing Traits Customers Want
	2.11 Chapter Highlights
Chapter Three Motivation Model to Be First Place
	3.1 Connecting Human Motivations with First-Place Performance
	3.2 Prehistoric Humans
	3.3 Modern Theories
		3.3.1 Herzberg Factor
		3.3.2 Hawthorne Effect
		3.3.3 Expectancy
		3.3.4 Three-Dimensional Attribution
		3.3.5 “X” and “Y” Type Leadership
		3.3.6 Self-Determination
		3.3.7 Maslow’s Human Motivation
	3.4 Motivations in Modern Teams
	3.5 Chapter Highlights
Chapter Four Changes in Program Leadership Indicated
	4.1 Traditional versus On-Step
	4.2 Old versus Modern Leadership
	4.3 Lessons for New Leaders
	4.4 Business Culture Realignment
	4.5 Evaluate and Engage with Added Human Factors
	4.6 Leaders Must Constantly Adjust
	4.7 Chapter Highlights
Chapter Five The Impact of Motivation-Based Leadership
	5.1 Improves Existing On-Step Elements
	5.2 Guides Team Mix
	5.3 Introduces Two-Step Execution
	5.4 Suggests Inverted Pyramid Organization Function
	5.5 Updates Leadership Roles
	5.6 Provides Leadership Selection Guidance
	5.7 Provides Guidance for Team-Member Development
	5.8 Chapter Highlights
Chapter Six Motivation Management Details
	6.1 Benefits of Maslow Paradigm
		6.1.1 Applies Common Sense
		6.1.2 Conforms to Real Human Examples
		6.1.3 Guides Problem-Oriented/Solution-Oriented Classification
		6.1.4 Lessons
	6.2 More About Self-Actualization
		6.2.1 A Paradox
		6.2.2 Source of High Fulfillment
	6.3 Guidance for Identifying Team-Member Motivation
		6.3.1 Identifying Motivation Level
		6.3.2 When Is Self-Actualization Found?
		6.3.3 Making Team Assignments
		6.3.4 Traditional Leadership Misses Out
		6.3.5 New Tools Review
	6.4 Chapter Highlights
Chapter Seven More on the Two Steps to Success
	7.1 Details Introduction
	7.2 Step 1: Organize, Educate, Buy In
	7.3 Step 2: Facilitate, Remove Barriers, Lead
	7.4 Two Steps Through Program Life
	7.5 Fulfilling Motivation Needs for Success
	7.6 Past Successful Leadership Elements—The Natural Consequence
	7.7 Chapter Highlights
Chapter Eight Step 1 (Setup, Buy In): How to Do It
	8.1 Starting a Program
	8.2 Finding a Great Program Manager
	8.3 Creating a Highly Effective Organization
		8.3.1 One Lead Per Task Team
		8.3.2 Leading the Task Leads
		8.3.3 Complete Task-Team Participation
		8.3.4 Well-Partitioned Task Teams
		8.3.5 General Operation
	8.4 Organize for Managing Suppliers
	8.5 Selecting Excellent Task Leads
	8.6 Interviewing Prospective Team Members
	8.7 Determining Best Team Mix
	8.8 Guidelines for the Work Environment
		8.8.1 In-Person Communication
		8.8.2 Colocated Facilities
	8.9 Additional Appeals to Motivation Needs
		8.9.1 Milestone Commitments, Not Just Goals
		8.9.2 Clarification of Roles
		8.9.3 Planning and Tracking Progress Successfully: The Program Plan
		8.9.4 Find Faults/Failures Early
		8.9.5 Savings with Reuse
		8.9.6 Understand All Contracts
		8.9.7 Successful Software Development
		8.9.8 Valuable Planning and Tracking
		8.9.9 Consider a Scheduler
		8.9.10 Applying Multiple Books
		8.9.11 All Motivated to Clearly Plan
	8.10 Chapter Highlights
Chapter Nine Step 2 (Execution): How to Do It
	9.1 Essential Fulfillment of Motivation Needs During Execution
		9.1.1 The Application of In-Person Communication in Program Execution
		9.1.2 Strict Adherence to Program Plan
		9.1.3 Leadership Removes Barriers
		9.1.4 Plan Changes Only via Procedure
		9.1.5 Using Metrics Effectively
		9.1.6 Conducting Valuable Meetings
		9.1.7 Three Traditional Solution Levels
		9.1.8 Innovation—Gold at the Door
		9.1.9 Incorporating Team Rhythm
		9.1.10 Watch the Flank!
		9.1.11 Creating Valuable Documents
		9.1.12 Insist on Root Cause
		9.1.13 Mistakes to Avoid When Controlling Configuration
		9.1.14 Code of Conduct Increases Business Success
	9.2 Motivating High Tempo
		9.2.1 They Are Special
		9.2.2 Share Early Successes
		9.2.3 Growing Dedication and Providing Guidance
	9.3 Chapter Highlights
Chapter Ten Program Closure
	10.1 Criteria
	10.2 Is It Enough?
	10.3 Forward Plan for Team Members
	10.4 Chapter Highlights
Chapter Eleven Building the Sponsor’s Reputation
	11.1 Establishes a First-Place Portfolio
	11.2 Gives Enterprise Teams Feeling of Being First Place
	11.3 Identifies Future Leadership
	11.4 Provides Improvements and Innovations for Future
	11.5 Increases Morale and Allegiance
	11.6 Demonstrates High Capability of the Brand
	11.7 Chapter Highlights
Glossary
Index