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Book Details
Abstract
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.
Method and process are important in project management, but knowing how to use them is even more so. As a project manager you can increase your effectiveness most by developing your soft skills, recognising that finesse can be more effective than force. Once developed, you will find that these skills are transferable across project types and whole 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.
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
Mission accomplished.
Philip Smelt RPP MAPM
Dr Peter Parkes has held programme director roles in the private and public sectors, public private partnerships and ‘Big 4’ consultancy practices. He is a Fellow of BCS, The Chartered Institute for IT, the Association for Project Management and the Chartered Management Institute. With the APM he is a Trustee and Board Champion for best practice groups and regular speaker on aspects of project management. He is a professional member of the Association for NLP and an NLP Master Practitioner.
If like me you're one of those project managers that likes to keep abreast of new techniques but perhaps are slightly sceptical of the less than 'hard' skills that seem to come and go as fads, then Peter Parkes' latest book is for you.
Philip Smelt RPP MAPM
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
I recommend every project manager reads this book (in addition to PRINCE2!).
Andy Murray CDir
To be effective, project managers must learn the language of the boardroom. Peter and this book will help you to do that.
Neville Bain
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Copyright | vi | ||
| NLP for Project Managers | iii | ||
| BCS, The Chartered Institute for IT | iv | ||
| NLP for Project Managers | v | ||
| Contents | ix | ||
| Figures | xi | ||
| Author | xiii | ||
| Foreword by Mike Nichols | xiv | ||
| Foreword by Bob Assirati | xv | ||
| Acknowledgements | xvi | ||
| Preface | xvii | ||
| Introduction | 1 | ||
| Structure of this book | 1 | ||
| The world of project management | 2 | ||
| The world of NLP | 3 | ||
| World-views – the complete project manager | 3 | ||
| Part 1: The world of project management | 5 | ||
| 1.1 Introduction | 5 | ||
| 1.2 What is project management? | 6 | ||
| 1.3 What is project success and why do projects fail? | 23 | ||
| 1.4 Organisational culture and the maturity of the project organisation | 24 | ||
| 1.5 People skills through the project management life cycle | 27 | ||
| 1.6 People aspects in project management processes | 29 | ||
| 1.7 Skills and characteristics of effective project managers | 37 | ||
| 1.8 Summary of Part 1 | 49 | ||
| Part 2: The world of NLP | 51 | ||
| 2.1 Introduction | 51 | ||
| 2.2 About NLP | 52 | ||
| 2.3 The four pillars of NLP | 55 | ||
| 2.4 Presuppositions of NLP | 57 | ||
| 2.5 World-views and filters | 58 | ||
| 2.6 The unconscious mind – who is in charge? | 60 | ||
| 2.7 Beliefs, values and identity | 63 | ||
| 2.8 Meta-programs and behaviours | 67 | ||
| 2.9 Frames and reframing | 68 | ||
| 2.10 Representational systems and our primary senses | 69 | ||
| 2.11 Sensory acuity, body language and mind reading | 74 | ||
| 2.12 Sub-modalities – the coding of our memories | 75 | ||
| 2.13 Anchoring of state | 78 | ||
| 2.14 Rapport – the doorway to better communication | 81 | ||
| 2.15 Surface and deep structure of language using the meta-model | 83 | ||
| 2.16 Timelines | 86 | ||
| 2.17 Modelling of excellence | 87 | ||
| 2.18 Summary of Part 2 | 88 | ||
| Part 3: Bringing the two worlds together – putting NLP into practice for project management | 89 | ||
| 3.1 Introduction | 89 | ||
| 3.2 Ethics and well formed outcomes | 92 | ||
| 3.3 Why these skills? | 94 | ||
| 3.4 Adopting an attitude of continuous development | 95 | ||
| 3.5 Know thyself – developing self awareness | 101 | ||
| 3.6 Be your own coach | 107 | ||
| 3.7 State management | 112 | ||
| 3.8 Handling stress | 117 | ||
| 3.9 Presenting yourself | 123 | ||
| 3.10 Being assertive while avoiding conflict | 125 | ||
| 3.11 Developing flexibility in approach and style | 129 | ||
| 3.12 Setting your own goals and achieving well-formed outcomes | 135 | ||
| 3.13 Time – managing it and living in it | 139 | ||
| 3.14 Seeing the bigger picture while managing the detail | 143 | ||
| 3.15 Building rapport with stakeholders | 147 | ||
| 3.16 Listening skills – hearing what’s not being said | 158 | ||
| 3.17 Reframing difficult situations and delivering bad news well | 160 | ||
| 3.18 Bridging the divide – negotiation, persuasion and managing difficult people | 164 | ||
| 3.19 Motivating the project team | 172 | ||
| 3.20 Giving and receiving feedback | 182 | ||
| 3.21 Modelling excellence | 186 | ||
| 3.22 Summary of Part 3 | 190 | ||
| Appencies | 193 | ||
| Appendix 1: Taking things further | 195 | ||
| Appendix 2: A Virtual week in the life of an effective project manager | 197 | ||
| Appendix 3: Changing beliefs that limited professional development | 202 | ||
| Notes | 204 | ||
| Glossary of NLP terms | 214 | ||
| Index | 219 | ||
| Back Cover | 222 |