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The Dynamic Workplace

Know Thy Workplace

The Rational Side of Organization Life

The Irrational Side of Organizational Life

The Spiritual Side of Organizational Life

The Intrapersonal Realm

The Interpersonal Realm

The Group Realm

The Organizational Realm

The Societal Realm

Placing Things into Perspective

Sorting Out Organizational Experience

Start with Theory and Apply to the Workplace

Start with the Workplace and Build the Theory

Dynamic Workplace Theory

The Making of a Better Mouse Trap

Chaotic Group Experience

Bureaucratic Group Experience

Charismatic Group Experience

Balanced Group Experience

THE DYNAMIC NATURE OF THE THEORY

Constant Dynamic Tension

Change Dynamics

Sentence Groups

Balanced Experience and Stability

The Elemental Forces of Dynamic Workplace Theory

A WORD ON WORKPLACE PSYCHODYNAMICS

CHAOTIC WORK EXPERIENCE

The Underlying Order of Chaos—Bounded Instability

The Psychodynamics of Chaotic Work Experience

BUREAUCRATIC WORK EXPERIENCE

The Role of Human Nature in Defeating Logical Organization

The Psychodynamics of Bureaucratic Work Experience

Customer Management

The Scope of a CMAT Assessment

How a CMAT Assessment is Carried Out

The Benefits of CMAT Assessment

Customer Management Performance is Disappointing

Creating and destroying customer value % Scores

Why the Scores Have Declined

Why Companies are Performing so Poorly, Despite the Investment

Too much thinking, too little doing

Functional and departmental silos

Great is small!

CM is 'champion' based

More education is required

There remains a belief that IT is a panacea

Poor implementation of customer management projects

It's Not all Doom and Gloom

Characteristics most closely associated with high scores Analysis and Planning

Customer Management Around the World

CMAT-R scores of Canadian and US retail banks Canadian banks

Developing Asia Pacific

Japanese results Average

Where Companies Can Create and Destroy Value

Focusing on Customer Value

How value can be created Analysis and planning: creating value through insight, knowledge and effective planning

Analysis and Planning

Characteristics of the Highest-Performing Companies

High technology intermediary: market portfolio direction and competitive positioning

Quantitative Methods

Business Value is the Motivator for Projects

The Balanced Scorecard

The Treacy-Wiersema Model

A Framework for Value, Risk, and Capability: The Project Balance Sheet

Financial Accounting

Debits and Credits

The Project Balance Sheet

Project Balance Sheet Details

Integrating the Project Balance Sheet and Business Value Models

Introduction to Probability and Statistics for Projects

Probability ... What Do We Mean by It?

Calculating Probability

Relative Frequency Definitions

AND and OR with Overlap or Collisions

Conditional Probabilities

The (1-p) Space

Subjective Probability

Random Variables and Their Functions in Projects

Probability Functions

Discrete Random Variables

Continuous Random Variables

Cumulative Probability Functions

Probability Distributions for Project Managers

Uniform Distribution

Triangular Distribution

The BETA Distribution

The Normal Distribution

Other Distributions

Key Statistics Used in Projects

Construction Industry

Reasons for Selecting a Particular Consulting Firm

The Power of Working Together

The Challenge of Consulting Projects

The Client-Consultant Relationship

Meeting Client Expectations

What Sets Excellent Consulting Apart?

Project, time and cost management

Specialist experience

Skills transfer

Projects That Exceed Client Expectations

The Best of the Best

Change and Scale

Public and Private Faces of Change Management Consulting

Making short, sharp interventions

Human Resources

Change Management

Thinking on your feet

Going to the people, not expecting them to come to you

Helping people to help themselves

Avoiding fuzzy thinking

Advising Versus Doing

Operational Performance

The Five Pillars of Operational Consulting

Seeing the wood for the trees

Still seeing the trees

Know-how - and knowing how to implement it

Passing the baton from consultant to client

Providing incentives to change

Business Strategy

Knowledge Management

The Boeing Company, Rocketdyne Division

Defining Innovation and Knowledge

Millennium Pharmaceuticals

Knowledge-enabled Learning and Innovation

NASA Jet Propulsion Laboratories

The Role Of Knowledge In Innovation

Knowledge Management In Scientific and Technical Settings

The Nature of the Knowledge and Innovation Being Managed

The Nature of the Professionals Doing the Work

A Model Of Knowledge-Enabled Learning and Innovation

The Structural and Cultural Context for Knowledge and Innovation

Structural and Cultural Challenges

Addressing Structural Barriers

Cultural Barriers

Crossing Boundaries To Share Knowledge

Face-To-Face Opportunities

Orchestrated Serendipity

Aligning Messages, Rewards, and Recognition

Aligning the Message 3M

Boeing Rocketdyne

Aligning Rewards and Recognition 3M

To Pay or Not to Pay?

Boeing Rocketdyne

Time For Reflection and Creativity

International Project Management

Guidelines For Communications And Networking

Guidelines For Communications And Networking

Guidelines For Software Tools

Project Management Software

Collaborative Tools

Use The Internet And Web

How Technology Creates Benefits And Problems

Manage the International Team and the Work

Carry Out Proactive Resource Allocation

Update The Plan

Track Project Work

Review Milestones

Determine The State Of The Project

Employ A Project Score Card

Carry Out Change Management

Deal with Scope Creep

Alter Project Direction

Measure Project Results

The General Steps In Outsourcing

Outsourcing From The Vendor’s Perspective

Determine Objectives And What Is To Be Outsourced

Identify Vendor Requirements

Prepare For Outsourcing

Select The Right Vendors For International Projects

Establish Working Relationships

Monitor And Direct Vendor Work

Manage Multiple Vendors

Cope With Some Common Outsourcing Issues

Sustain Effective Communications

Informal And Formal Communications

Selling The Project Concept

Interviews And Data Collection

Risk Management

Intercultural Management

Academic Discussion

Academic Discussion

Conventional Organizational Structures of Global Organizations

Structural Mechanisms

Restructuring at Shell

Cultural Aspects of Japan, the United States and Europe

Communication and Intercultural Management

Intercultural Communication

Intercultural training

Language training

Culture-specificity versus pan-culturalism

Communication infrastructure

Intercultural Relationships

Effective Corporate Communication

Core Values and Intercultural Management

Skills in Intercultural Management: A Core Value

Core Values as Ties that Bind Across Cultures

Core Values and the Integrationist/Differentiation Perspective on Culture

Strategy and Intercultural Management

Transnational aspects of corporate strategy

Corporate Strategy and Intercultural Management

Transnational Collaborative Arrangements

Pepsi's Global Strategizing Following the Cola Wars

Problems with Global Strategy

Global Strategy and Local Adaptation

Strategic Collaborations in the Airline Industry

Advertising and Corporate Strategy

General Articles

IS THERE A BETTER APPROACH THAN BUY AND HOLD?

WHAT IS MARKET TIMING?

BEAR MARKETS ARE A RECURRING PART OF THE INVESTING CYCLE—YOU MUST BE PREPARED TO DEAL WITH THEM

BEAR MARKET LOSSES ARE REAL NOT ILLUSORY

FORGET ABOUT DOLLAR-COST AVERAGING IN A BEAR MARKET

MOST INVESTORS ARE NOT FACING REALITY

INVESTORS NEED AN ACTION PLAN

STICK WITH THE FACTS

INVESTOR PROFILES AND CONCERNS

50 Percent of All U.S. Households Hold Stocks and Mutual Funds

Survey of Investors Indicates Concern about the Stock Market Decline

STOCK MARKET PERCEPTIONS

Investors Are Too Emotional and Overconfident

Market Seers Are an Embarrassing Lot

Business Week Forecasts

STOCK RETURNS VARY BY DECADE

Stock Market Confounds Most Investors Most of the Time

BULL AND BEAR MARKETS

Stock Market Performance over 102 Years

Bear Market Recoveries

Percent Gain After Bear Market

SECULAR BULL AND BEAR MARKETS

THE BASICS OF BUY-AND-HOLD

eBay

REVIEWING AND IMPLEMENTING THE PLAN; ACHIEVING THE GOAL

The Silver Bullet

Chapter Summary

What, Exactly, Is an eBay Business?

Understanding eBay's Fees

Different Ways to Sell on eBay

The Secret to eBay Business Success: Planning

Why Research Is Important

Searching Closed eBay Auctions

Using Other Research Tools

Determining Your Business Model

Thinking It ThroughBefore You Start

How to Create a Business Plan

The Components of a Winning Business Plan

Writing the Plan

How Much Money Do You Needand Why?

Where to Find Funding

Which Funding Option Is Right for You?

Choosing a Type of Business

Filing and Registering

Dealing with Taxes

Setting Up Your Bank Accounts

Obtaining Insurance

Hiring Professional Help

Why You Need to Keep Good Records

Components of a Bare-Bones Recordkeeping System

Setting Up an Accounting System

Setting Up Your Home Office

Setting Up Your Packing and Shipping Center

Managing Your Physical Inventory

Easing into BusinessBy Selling What You Own

Moving from Pastime to Business

IT Project Management

Gathering Project Information

Identify the Project Needs

Establishing Project Priority

Creating an Approach

Defining the Organizational Structure

Presenting the Project to Management

Defining Management’s Role

Inventing a Project Kickoff

Creating Management Alliances

Determine the Estimate Type

Implementing Bottom-Up Cost Estimates

Using Top-Down Estimating

Budget at Completion

Zero-Based Budgeting

Determining Project Expenses

Tracking Budgetary Expenses

Working with a WBS

Coordinating WBS Components

Obtaining Management Approval

Assessing Internal Skills

Creating a Team

Interviewing Potential Team Members

Managing Team Issues

Using External Resources

Building the Project Plans

Defining the Project Schedule

Deadline-Orientated Projects

Creating a Project Network Diagram

Working with Project Constraints

Successfull Projects

EACH JOB HAS A NAME

PEOPLE'S OTHER COMMITMENTS

MAXIMIZE STRENGTHS

ASSIGNING PEOPLE TO JOBS

MANAGE EXPECTATIONS

A WORD ON COMMITTING

APPLICATION TO SOFTWARE ENGINEERING

PSI CONTRIBUTION

ANALYZING AND PLANNING PROJECTS

STRUCTURED PROJECT MANAGEMENT: THE TEN STEPS

IDENTIFYING THE GOAL

THE REASON FOR THE GOAL

MOTIVATING THE TEAM

MOTIVATING THE TEAM

CHANGES TO THE GOAL AND CHANGE CONTROL

APPLICATION TO SOFTWARE ENGINEERING

PSI CONTRIBUTION

Make a List of Works to be Done

Most Popular

Present The Project Concept

Strategies for Managing Project Generated Knowledge-A New Zealand Case Study

A Company Knowledge Management Problem Identified

Managing Different Knowledge Types

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