Overview
Method and process are important in project management, but knowing how to use them is even more so. Project managers can increase effectiveness most by developing soft skills. You will find that these skills are transferable across project types and industry sectors. This book illustrates the application of NLP to develop competencies - better equipping you to communicate across cultures, reframe problems, manage stakeholder groups, resolve conflicts, motivate teams and become an even better leader.
Full Product Details
Author: Peter Parkes
Publisher: BCS Learning & Development Limited
Imprint: BCS, The Chartered Institute for IT
Dimensions:
Width: 17.70cm
, Height: 1.40cm
, Length: 24.40cm
Weight: 0.393kg
ISBN: 9781906124687
ISBN 10: 190612468
Pages: 240
Publication Date: 14 March 2011
Audience:
Professional and scholarly
,
Professional & Vocational
Format: Paperback
Publisher's Status: Active
Availability: In Print
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Reviews
To be effective, project managers must learn the language of the boardroom. Peter and this book will help you to do that. Neville Bain, Chairman of the Institute of Directors -- Neville Bain 20110204 If all books placed as much importance on soft skills as this one then perhaps we might start to see a sea change in the way projects are managed. Chris Field PMP MBCS CITP, President PMI UK Chapter -- Chris Field PMP MBCS CITP 20110204 I recommend every Project Manager reads this book (in addition to PRINCE2!) Andy Murray CDir Lead author PRINCE2 2009 refresh; Director, Outperform -- Andy Murray CDir 20110204 This is one of the first books to apply soft skills to the normally precise and potentially stressful world of project management. As such it meets a great challenge because project managers more than most workers relate to a large number of different people for a pre-determined duration; these relationships then end, and a fresh set of relationships then needs to be built at the start of the next project. Gordon Harris Fellow of the Chartered Management Institute
To be effective, project managers must learn the language of the boardroom. Peter and this book will help you to do that. Neville Bain, Chairman of the Institute of Directors -- Neville Bain 20110204 If all books placed as much importance on soft skills as this one then perhaps we might start to see a sea change in the way projects are managed. Chris Field PMP MBCS CITP, President PMI UK Chapter -- Chris Field PMP MBCS CITP 20110204 I recommend every Project Manager reads this book (in addition to PRINCE2!) Andy Murray CDir Lead author PRINCE2 2009 refresh Director, Outperform -- Andy Murray CDir 20110204
To be effective, project managers must learn the language of the boardroom. Peter and this book will help you to do that. Neville Bain, Chairman of the Institute of Directors -- Neville Bain 20110204 If all books placed as much importance on soft skills as this one then perhaps we might start to see a sea change in the way projects are managed. Chris Field PMP MBCS CITP, President PMI UK Chapter -- Chris Field PMP MBCS CITP 20110204 I recommend every Project Manager reads this book (in addition to PRINCE2!) Andy Murray CDir Lead author PRINCE2 2009 refresh; Director, Outperform -- Andy Murray CDir 20110204
To be effective, project managers must learn the language of the boardroom. Peter and this book will help you to do that. Neville Bain, Chairman of the Institute of Directors -- Neville Bain 20110204 If all books placed as much importance on soft skills as this one then perhaps we might start to see a sea change in the way projects are managed. Chris Field PMP MBCS CITP, President PMI UK Chapter -- Chris Field PMP MBCS CITP 20110204 I recommend every Project Manager reads this book (in addition to PRINCE2!) Andy Murray CDir Lead author PRINCE2 2009 refresh; Director, Outperform -- Andy Murray CDir 20110204 This is one of the first books to apply soft skills to the normally precise and potentially stressful world of project management. As such it meets a great challenge because project managers more than most workers relate to a large number of different people for a pre-determined duration; these relationships then end, and a fresh set of relationships then needs to be built at the start of the next project. Gordon Harris Fellow of the Chartered Management Institute
Author Information
Dr Peter Parkes has held programme director roles in the private and public sectors, public private partnerships (PPPs) and 'Big 4' consultancy practices. He is a Fellow of the Association for Project Management (APM), BCS, The Chartered Institute for IT and the Chartered Management Institute. With the APM he is a Trustee and Board Champion for best practice groups and a regular speaker on aspects of project management. He is a professional member of the Association for NLP and an NLP Master Practitioner.
