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COMMUNICATING PROJECT MANAGEMENT

A PARTICIPATORY RHETORIC FOR DEVELOPMENT TEAMS

9781138046429 ::  COMMUNICATING PROJECT MANAGEMENT
ISBN:

9781138046429

Colección:ATTW SERIES IN TECHNICAL AND PROFESSIONAL COMMUNICATION
EditorialTAYLOR & FRANCIS GROUP
Edicion:
Páginas:192
Idioma:INGLES
P.V.P.: 35,91 € + 4% IVA = 37,35 €
Dto 5% Ahorras 1,87 €
Importe final iva incl. 35,48 €
PLAZO DE ENTREGA 20 DIAS

<P><EM>COMMUNICATING PROJECT MANAGEMENT</EM> ARGUES THAT THE COMMUNICATION PRACTICES OF PROJECT MANAGERS HAVE NECESSARILY BECOME PARTICIPATORY, MADE UP OF COMPLEX STRATEGIES AND PROCESSES SOLIDLY GROUNDED IN RHETORICAL CONCEPTS. THE BOOK DRAWS ON CASE STUDIES ACROSS ORGANIZATIONAL CONTEXTS AND COMBINES INDIVIDUAL EXPERIENCES TO INVESTIGATE HOW PROJECT MANAGEMENT RELIES ON COMMUNICATION AS TEAMS DEVELOP PRODUCTS, SERVICES, AND INTERNAL PROCESSES. THE CASE STUDIES ALSO PROVIDE EXAMPLES OF HOW PROJECT MANAGERS CAN BE UNDERSTOOD AND STUDIED AS WRITERS, FURTHER ARGUING PROJECT MANAGERS MUST APPROACH COMMUNICATION AS DESIGNED EXPERIENCE THAT MUST BE INTENTIONALLY INCLUSIVE. AUTHOR BENJAMIN LAUREN ILLUSTRATES TO READERS HOW TEAMS WORK TOGETHER TO MANAGE PROJECTS THROUGH COMPLEX COORDINATIVE COMMUNICATION PRACTICES, AND HIGHLIGHTS HOW PROJECT MANAGERS ARE CONSTANTLY LEARNING AND EVOLVING BY ANALYZING WHERE THEY SUCCEED AND FAIL. HE CONCLUDES THAT TECHNICAL AND PROFESSIONAL COMMUNICATORS HAVE A PIVOTAL ROLE IN SUPPORTING AND FACILITATING PARTICIPATIVE APPROACHES TO COMMUNICATING PROJECT MANAGEMENT.</P>

<B><P>ACKNOWLEDGEMENTS</P><P>FOREWARD</P><P>INTRODUCTION</P></B><P>PROJECT MANAGERS AS TECHNICAL COMMUNICATORS</P><P>DISTINGUISHING BETWEEN PARTICIPATION AND COLLABORATION</P><P>A BIT ABOUT SCOPE</P><P>MY BACKGROUND WITH PROJECT MANAGEMENT</P><P>TERMS</P><P>PROJECT</P><P>PROJECT MANAGER</P><P>EFFICIENCY MODELS</P><P>DEVELOPMENT TEAMS</P><P>DECENTRALIZATION</P><P>PARTICIPATION</P><P>PARTICIPATORY COMMUNICATION</P><P>ORGANIZATION</P><P>THE RESEARCH IN THIS BOOK</P><P>WHAT IS TO COME</P><P>CHAPTER CONCLUSION</P><P>REFERENCES</P><B><P>CHAPTER 1: DECENTRALIZATION AND PROJECT MANAGEMENT</P></B><P>DECENTRALIZATION</P><P>DECENTRALIZED DEVELOPMENT TEAMS</P><P>DECENTRALIZATION AND DEVELOPMENT METHODOLOGIES</P><P>AGILE DEVELOPMENT</P><P>LEAN DEVELOPMENT</P><P>SIXSIGMA</P><P>HOW DECENTRALIZATION INFLUENCES THE ROLE OF PROJECT MANAGER</P><P>DECENTRALIZED PROJECT COMMUNICATION*</P><P>CHAPTER CONCLUSION</P><P>REFERENCES</P><B><P>CHAPTER 2: RETHINKING THE PARADIGM OF PROJECT MANAGEMENT: FROM EFFICIENCY TO </B>PARTICIPATIVE</P><P>PROJECT MANAGEMENT IS ROOTED IN AN EFFICIENCY PARADIGM</P><P>EFFICIENCY IN COMMUNICATING PROJECT MANAGEMENT</P><P>CRITICISMS OF EFFICIENCY*</P><P>TENSIONS BETWEEN COMMUNICATING EFFICIENCY AND PARTICIPATION</P><P>PARTICIPATION LEADS TO EFFICIENCY</P><P>A PARADIGM IN TRANSITION</P><P>PARTICIPATION AND PROJECT MANAGEMENT AS METHODOLOGY</P><P>PARTICIPATION INFORMED BY PARTICIPATORY DESIGN</P><P>PARTICIPATION INFORMED BY FEMINIST THINKING*</P><P>PROJECT MANAGEMENT METHODOLOGIES AS A HEURISTIC*</P><P>REACTIVE*</P><P>FUTURE ACTION</P><P>SYSTEMS-BASED*</P><P>CHAPTER CONCLUSION*</P><P>REFERENCES*</P><P>BERKUN, S. (2008). <I>MAKING THINGS HAPPEN: MASTERING PROJECT MANAGEMENT</I>. SEBASTOPOL, CA: O'REILLY MEDIA </P><B><P>CHAPTER 3: COMMUNICATING TO MAKE SPACE FOR PARTICIPATION: LOCATING AGENCY IN </B>PROJECT COMMUNICATION</P><P>THEORIZING MAKING SPACE THROUGH COMMUNICATION</P><P>EXTENSIONS OF SOCIAL SPACE*</P><P>LOCATING AGENCY IN PARTICIPATION*</P><P>BRIEF DESCRIPTION OF THE STUDY</P><P>PARTICIPANTS</P><P>INTERVIEW RESULTS: COMMUNICATION FACTORS AND STRATEGIES</P><P>FACTOR 1: PERSONALITY TYPE*</P><P>STRATEGIES FOR RESPONDING TO PERSONALITY TYPE</P><P>UNDERSTAND COMMUNICATION STYLES AND APPROACHES VARY BY PERSON</P><P>UNDERSTAND THAT ICTS OVERWHELM SOME PERSONALITIES</P><P>BE SELF-AWARE OF THE EFFECTS OF YOUR OWN PERSONALITY TYPE</P><P>LEARN TO TALK LESS</P><P>USE ROLE-PLAY TO DISARM PEOPLE*</P><P>FACTOR TWO: GENDER*</P><P>STRATEGIES RELATED TO GENDER</P><P>FIND COMMON INTERESTS TO BUILD RELATIONSHIPS ACROSS GENDER</P><P>INTENTIONALLY ADOPT A GENDER NEUTRAL ROLE*</P><P>DE-EMPHASIZE GENDER DISPARITIES</P><P>IDENTIFY EFFORTS TO SILENCE WOMEN*</P><P>USE ORGANIZATIONAL NETWORKS AND BACKCHANNELS TO GIVE AND RECEIVE FEEDBACK*</P><P>FACTOR 3: CULTURAL AND LINGUISTIC DIVERSITY*</P><P>STRATEGIES FOR CONSIDERING CULTURAL AND LINGUISTIC DIVERSITY</P><P>FOCUS COMMUNICATION ON PROJECT WORK INSTEAD OF LANGUAGE BARRIERS*</P><P>GIVE MULTILINGUAL PEOPLE TIME TO PREPARE AND RESPOND TO REQUESTS</P><P>UNDERSTAND THE INFLUENCE OF NATIONAL CULTURAL IDENTITY ON MEETING SPACES*</P><P>TRANSLATE CONFUSING LANGUAGE</P><P>USE PLAIN LANGUAGE</P><P>REALIZE A PERSON’S RELATIONSHIP TO THEIR CULTURAL CONTEXT IS UNIQUE</P><P>BE PATIENT AND GIVE THE BENEFIT OF THE DOUBT*</P><P>RECOGNIZE CROSS-CULTURAL DISAGREEMENTS EXIST</P><P>BE INTERESTED IN CULTURAL DIFFERENCE*</P><P>FACTOR 4: BUILDING AND MAINTAINING RELATIONSHIPS</P><P>STRATEGIES FOR BUILDING AND MAINTAINING RELATIONSHIPS*</P><P>EMBRACE UNSCRIPTED MOMENTS*</P><P>LEARN ABOUT PEOPLE’S INTELLECTUAL BACKGROUND*</P><P>USE ORGANIZATIONAL NETWORKS AS A SOUNDING BOARD*</P><P>CHECK ON PEOPLE’S PERCEPTION OF A COMMUNICATION OR MEETING</P><P>CHOOSE ICTS THAT GET THE JOB DONE (NOT ALWAYS THE LATEST TECHNOLOGY) *</P><P>EMBRACE FACE-TO-FACE COMMUNICATION*</P><P>NOTIFY THOSE AFFECTED BY PROJECT CHANGES AHEAD OF TIME</P><P>LEARN WHO IS BEING OVERWORKED AND DO SOMETHING ABOUT IT</P><P>RECOGNIZE GOOD WORK PUBLICLY</P><P>LISTEN ACTIVELY</P><P>BE EMPATHETIC*</P><P>BE AVAILABLE TO MEET/TALK OUTSIDE OF MEETINGS*</P><P>DON’T WASTE PEOPLE’S TIME*</P><P>FACTOR 5: ATTENDING TO PSYCHOLOGICAL SAFETY</P><P>STRATEGIES FOR ATTENDING TO PSYCHOLOGICAL SAFETY*</P><P>BE AVAILABLE AFTER MEETINGS</P><P>MAKE SAFETY WITH STRUCTURE</P><P>CHANGE THE MEETING STRUCTURE TO SUIT THE TEAM</P><P>USE ICTS TO SUPPORT FEEDBACK LOOPS</P><P>CREATE SPACE FOR PEOPLE TO DRAW THEIR OWN CONCLUSIONS</P><P>UNDERSTAND HOW PEOPLE EXPERIENCE SAFETY</P><P>KNOW THAT LEADERSHIP PERSONALITY CAN NEGATIVELY IMPACT SAFETY</P><P>SHARE IN THE RISK OF TRUSTING PEOPLE</P><P>ICTS AS SURVEILLANCE CAN ERODE SAFETY</P><P>USE FEEDBACK LOOPS*</P><P>SEIZE MOMENTS FOR FEEDBACK</P><P>CREATE A DEPENDABLE RHYTHM FOR COMMUNICATION</P><P>USE KICKOFF MEETINGS TO NORMALIZE COMMUNICATION EXPECTATIONS</P><P>FACTOR 6: DEVELOPMENT METHODOLOGIES</P><P>STRATEGIES FOR COMMUNICATING WITHIN DEVELOPMENT METHODOLOGIES</P><P>EFFICIENCY IS LESS IMPORTANT THAN IMPACT</P><P>ADAPT METHODS TO THE TEAM OR ORGANIZATION*</P><P>ADAPT METHODOLOGIES TO THE TEAM OR ORGANIZATION</P><P>USE DEVELOPMENT APPROACHES TO INFLUENCE WORK, BUT DON’T APPLY THEM AS A RULE</P><P>ADDRESS METHODOLOGICAL CONFUSION*</P><P>BE STRATEGICALLY AGNOSTIC (OR APPLY METHODOLOGIES AS A HEURISTIC) </P><P>REMEMBER EACH ORGANIZATION, PROJECT, AND TEAM IS UNIQUE</P><P>FACTOR 7: ORGANIZATIONAL AND TEAM CULTURE*</P><P>STRATEGIES FOR RESPONDING TO ORGANIZATIONAL AND TEAM CULTURE*</P><P>LEARN THE TEAM’S ORIGIN STORY</P><P>CONTEMPLATE ORGANIZATIONAL CONTEXT</P><P>READ HIERARCHIES OF INFLUENCE</P><P>WORK TO DEVELOP A CULTURE OF INCLUSION</P><P>REMOVE SILOS*</P><P>IMPLICATIONS FOR MAKING SPACE</P><P>FURTHER EVIDENCE OF A PARADIGM IN TRANSITION*</P><P>MAKING SPACE IS A BUSINESS INTEREST</P><P>AGENCY AS AN INVITATION</P><P>OUTCOMES FOR PARTICIPATORY COMMUNICATION</P><P>INTENTIONAL AND REACTIVE</P><P>FUTURE ACTION*</P><P>SYSTEMS-BASED</P><P>CHAPTER CONCLUSION*</P><P>REFERENCES*</P><B><P>CHAPTER 4: ON SITE WITH THE GARDENER AND THE CHEF: PROJECT LEADERSHIP AND COMMUNICATION</B>*</P><P>COMMUNICATING LEADERSHIP, POSITIONALITY, AND IDENTITY*</P><P>CAPTURING LEADERSHIP COMMUNICATION WITH EXPERIENCE SAMPLING</P><P>DATA COLLECTION METHODS*</P><P>DATA ANALYSIS METHODS*</P><P>LEADERSHIP VALUES THE GARDENER*</P><P>VALUE 1: TEACH METHODS OF EFFECTIVE COLLABORATION*</P><P>VALUE 2: LEARN ABOUT TEAMS AND ORGANIZATIONS*</P><P>VALUE 3: COMMUNICATE TO INCLUDE*</P><P>VALUE 4: BE RESPONSIBLE TO THE TEAM*</P><P>VALUE 5: EMPATHIZE WITH PEOPLE*</P><P>A MIND MAP OF COMMUNICATING FROM THE GARDENER*</P><P>INTRODUCING THE CHEF*</P><P>LEADERSHIP VALUES OF THE CHEF*</P><P>VALUE 1: KEEP PEOPLE ON TASK*</P><P>VALUE 2: ASSIGN ROLES TO INDIVIDUALS AND TEAMS*</P><P>VALUE 3: COMMUNICATE TO CLARIFY THE GOAL*</P><P>VALUE 4: BE RESPONSIBLE TO THE PROJECT*</P><P>VALUE 5: EMPATHIZE TO MOTIVATE ACTION*</P><P>A MIND MAP OF COMMUNICATING FROM THE CHEF*</P><P>COMPARING COMMUNICATION VALUES OF THE GARDENER AND THE CHEF*</P><P>LEADERSHIP IDENTITY AS RHETORICAL PERFORMANCE*</P><P>CHAPTER CONCLUSION*</P><P>REFERENCES*</P><B><P>CHAPTER 5: MANAGING A REORGANIZATION PROJECT AT CTI: PARTICIPATION AND MAKING SPACE FOR COMMUNICATING CHANGE</B>*</P><P>ORGANIZATIONAL CHANGE AND PROJECT MANAGEMENT*</P><P>ORGANIZATIONAL CHANGE AS AN ACTIVITY*</P><P>METHODS*</P><P>OBSERVATIONS*</P><P>ARTIFACT COLLECTION*</P><P>INTERVIEWS*</P><P>EXPERIENCE SAMPLING REPORTS*</P><P>ANALYZING DATA*</P><P>RESEARCH PARTICIPANT PROFILES*</P><P>PARTICIPANT 1: BOB*</P><P>PARTICIPANT 2: TOM*</P><P>PARTICIPANT 3: DON*</P><P>PARTICIPANT 4: TAMMY*</P><P>PARTICIPANT 5: STEVE*</P><P>PARTICIPANT 6: SHEILA*</P><P>ORGANIZATIONAL CHANGES AT CTI*</P><P>CTI AND PROJECT MANAGEMENT*</P><P>PARTICIPATION AND COMMUNICATION AT CTI*</P><P>DISRUPTIONS DURING SYNCHRONOUS COMMUNICATION*</P><P>DISRUPTION 1: INFRASTRUCTURE AND INFORMATION COMMUNICATION TECHNOLOGIES*</P><P>DISRUPTION 2: VIRTUAL COLLABORATION*</P><P>DISRUPTION 3: SHARING AND RETRIEVING INFORMATION*</P><P>DISRUPTIONS DURING ASYNCHRONOUS COMMUNICATION*</P><P>DISRUPTION 1: LACK OF TRAINING IN THE NEW PROJECT MANAGEMENT SYSTEM*</P><P>DISRUPTION 2: INCONSISTENT ADOPTION OF PROJECT MANAGEMENT SYSTEM ACROSS THE TEAM</P><P>DISRUPTION 3: THE EXISTING ROLE OF EMAIL*</P><P>PARTICIPATION IN THE ACTIVITY SYSTEM*</P><P>PARTICIPATION AS STABLE, NONLINEAR, PRODUCTIVE*</P><P>CHAPTER CONCLUSION*</P><P>REFERENCES</P><P>*</P><P>CHAPTER 6: CONCLUSION: A PARTICIPATORY RHETORIC FOR DEVELOPMENT TEAMS</P><P>REVIEWING THE CHAPTERS AND CASES</P><P>CHARACTERISTICS OF PARTICIPATIVE COMMUNICATION*</P><P>PROJECT MANAGEMENT COMMUNICATION AS DESIGNED EXPERIENCE</P><P>DISTRIBUTING AGENCY, COLLECTIVIZING KAIROS</P><P>TOWARD A THEORY FOR COMMUNICATING PROJECT MANAGEMENT</P><P>FINAL TAKEAWAYS</P><P>FOR RESEARCHERS</P><P>FOR PROJECT MANAGERS</P><P>FOR INSTRUCTORS</P><P>CHAPTER CONCLUSION</P><P>REFERENCES</P>

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