Team-Based Project Management
By James P. Lewis
2004/04 - Beard Books 
1587982293 - Paperback - Reprint - 238 pp.

A handy guide on what it takes to be a successful project manager and team leader. A true classic in the field!

Publisher Comments

Category: Banking & Finance

This title is part of the Smart Management list.

In step-by-step detail, this book shows you how to apply a team-based approach to project management and how to use it effectively. It provides a one-chapter overview of the fundamentals of project management and then goes on to the specifics of how to get the best performance from your team (and insure that the project is completed on time and on budget).

From Doug DeCarlo, Project Management Consultant and Coach, ICS Group:

This book provides the missing link in project management. From a huge body of knowledge, combined with his in-the-trenches experience, James Lewis has distilled the essence of what it takes today to be a successful project manager and team leader. Destined to be a classic.

From Michael C. Thomas, Ph.D., co-author, Getting Commitment at Work:

At last! A kit of principles, tips, and learnable tools for busy managers to use before, during, and after a project with a team of people on it. Keep this one near you.

James P. Lewis is President of Lewis Institute, Inc., a training and consulting company specializing in project management, which he founded in 1981. An experienced project manager, he teaches seminars on the subject throughout the U.S., England, and the Far East. He is a member of the Project Management Institute. He holds a B.S. in Electrical Engineering and a Ph.D. in Psychology from North Carolina State University in Raleigh. Lewis lives with his wife, Lea Ann, in Vinton, Virginia.

Other Beard Books by James P. Lewis:

Working Together: 12 Principles for Achieving Excellence in Managing Projects, Teams, and Organizations

Preface ix
Acknowledgments xi
Section One:  Project Management Concepts 1
Chapter 1 Introduction to Team-Based Project Management 3
Chapter 2 A Brief Review of Some Project Management Concepts 8
Chapter 3 The Role of the Project Manager 19
Section Two:  Teams and Behavior in Organizations 29
Chapter 4 Behavior in Organizations 31
Chapter 5 Chaos, Fractals, and Project Teams 47
Chapter 6 Teams, Herds, and Gaggles of Nerds 60
Section Three:  Team Development 69
Chapter 7 Turning a Group Into a True Team 71
Chapter 8 Leading the Project Team 86
Chapter 9 Managing Team Development 98
Section Four:  Project Teams and Teamwork Issues 109
Chapter 10 Managing Decision Making in a Project Team 111
Chapter 11 Promoting Innovation in the Team 121
Chapter 12 Taking Your Meetings Out of the Doldrums 132
Section Five: Improving Yourself and Your Team 141
Chapter 13 How to Improve Team Performance 143
Chapter 14 Improving Your Communication Skills 162
Chapter 15 Dealing With a Team Member Whose Performance Is Unsatisfactory 172
Chapter 16 Managing Conflict in Project Teams 193
Chapter 17 Managing Team Capacity Issues 199
Appendixes 207
Appendix A: Answers to Chapter Questions 209
Appendix B: Resources for Project Managers 211
References: Books and Articles for Further Reading 213
Index 217
About the Author 227

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