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Medium 9781523096220

Chapter 3. Resource Breakdown Structure

Rad, Parviz F. Berrett-Koehler Publishers ePub

Managers have a long history of dividing anticipated project work into smaller and smaller parcels and graphically presenting the resulting structure. As with the WBS, this “breaking down” of the work facilitates management of the project’s constituent elements in many ways. Similarly, during the very early stages of the project planning process, the project’s in-house resources should be examined in an equally methodical manner in the process of creating the resource breakdown structure (RBS). If internal resources need to be augmented, this RBS must include project-specific resources that the manager needs to obtain from outside the organization. The RBS will greatly facilitate the resource assignments and scheduling in this project and in similar projects that use these resources.

An RBS differs from other human resource or budgeting classification methods because it applies directly to project management and not necessarily to, for example, cost accounting or personnel evaluations. The practice of formalizing the resource pool falls at point of the overlap between general management and project management.

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Medium 9781567262131

Chapter 6 - Customer Relationship Management: Politics and Stakeholders

Lindbergh, Lori Berrett-Koehler Publishers ePub

In This Chapter:

Power and Politics

Stakeholder Identification

Stakeholder Categorization

Best Stakeholder Management Practices for the Business Analyst

In this chapter, contributing author Richard Vander Horst discusses how important it is for the business analyst to understand project stakeholders, analyze their ability to influence the success of the project, and operate effectively in the context of the power and politics that are always present in the organization.

One of the most important responsibilities for a business analyst is to identify key stakeholders—individuals and groups who are involved in or will be impacted by the project—and draw them appropriately into the requirements definition and validation activities. Three primary truths are key to this responsibility:

Politics are real. Whenever groups of people are involved, there are politics manifested in views and opinions that drive behaviors. To suppose that a project will not be affected by politics is unrealistic and will ultimately degrade your ability to deliver quality results.

Humans are fairly predictable and, when left to the influences of evolution and culture, will succumb to the pressures and allure of power and control. That is not to say that best intentions are not always at play, for they usually are; the question comes down to whether the best intentions of participants are aligned with the project goals and objectives.

The challenge for the business analyst and other project leaders is to acknowledge that the project will be affected by politics and power struggles, and to implement strategies to manage the political dynamics by: (1) conducting an analysis to determine those who can influence the project, and whether they feel positively or negatively about the project; (2) identifying the goals of the key influencers; and (3) defining problems, solutions, and action plans to take advantage of positive political influences and to neutralize negative ones.

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Medium 9781523096145

Appendix E OmniClass™ 2004 and 1995 Divisions

Haugan, Gregory T. Berrett-Koehler Publishers ePub

The purpose of this appendix is to provide both the structures of the 1995 version and the 2004 version for comparison.1 These are from Table 22, which addresses the same type of construction breakdown that includes WBS elements. The data in Table 22 are essentially the same as CSI’s MasterFormat™.

The current 2004 edition OmniClass™ Divisions are the following.

Division 00—Procurement and Contracting Requirements

Division 01—General Requirements

Division 02—Existing Conditions

Division 03—Concrete

Division 04—Masonry

Division 05—Metals

Division 06—Wood, Plastics, and Composites

Division 07—Thermal and Moisture Protection

Division 08—Openings

Division 09—Finishes

Division 10—Specialties

Division 11—Equipment

Division 12—Furnishings

Division 13—Special Construction

Division 14—Conveying Equipment



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Medium 9781609947392

Resource B: The Method of Truth

Phelan, Karen Berrett-Koehler Publishers ePub

Although management is not a science, we can still learn from science. In fact, I love science, and I love learning from it. What science can most offer to businesses is not theories but the method in which science is conducted. The purpose of science is to derive the truth. Physics seeks to find the underlying laws governing the physical world, from atomic particles to the origins of the universe. Biology seeks to understand life. Chemistry seeks to understand how molecules interact. Science is not about creating a set of laws; it’s about understanding how things work and changing the laws based on new information. Many people seem to confuse ideologies with scientific theories. Theories change, while ideologies do not. Astrology and creationism are not science. They are static belief systems that don’t seek to find underlying truths. They try to bend theories to conform to the beliefs. Our current state of management “science” also doesn’t seem to be very interested in finding the truth.

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Medium 9781609946449

Chapter 5 Regain Balance

Snyder, Steven Berrett-Koehler Publishers ePub

It is the obvious which is so difficult to see most of
the time. People say ‘It’s as plain as the nose on your
face.’ But how much of the nose on your face can you
see, unless someone holds a mirror up to you?

—Isaac Asimov, I, Robot

JOE DOWLING’S TURBULENT TENURE AT IRELAND’S ABBEY THEATRE is an excellent case study in how struggle can throw a leader off balance. The more that Dowling’s actions ratcheted up tensions, the further off balance he became and the more likely he was to act in ways that increased those tensions. Dowling’s situation was notable because, while he found himself at odds with the board of directors, at least he and the board were sitting at the same table, albeit uncomfortably.

Many leaders do not have the same luxury. An organizational agenda—and the priorities and the goals that support it—is often set by others with whom the leader’s relationship is distant at best. Depending on the culture and the hierarchy, power differentials may interfere with meaningful dialogue. In some cases it may appear that goals are set by a corporate machine that is detached, uncaring, and unaware of the “facts on the ground.”

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Medium 9781523096022

Chapter 21 Customer Survey

Malinoski, Michael F. Berrett-Koehler Publishers ePub

Successful project managers focus on the project management Triple Constraint: Scope, Schedule, and Cost (Figure 21-1). Maintenance managers will also focus on these but will expand their focus to include customer satisfaction as a key metric of the maintenance team’s success. Evaluating customer satisfaction is an important part of maintaining service delivery quality.

Customer satisfaction is not easy to manage. Customer satisfaction can drop in an instant over one issue, but it is not as easy to bring back up. It is more important to manage customer satisfaction when you deliver a service and not a product. Managing customer satisfaction is addressed in Chapter 12, “Customer Care.”

This chapter, “Customer Survey,” focuses on surveying customer satisfaction. We will first present a customer survey form and discuss how to analyze the results. Then we will present an effective way to engage customers in completing the survey, including how to set up the meeting for maximum success.

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Medium 9781567262124

Chapter 4 - The Business Analyst’s Facilitation Toolkit

Zavala, Alice Berrett-Koehler Publishers ePub

In This Chapter:

Group Analysis Skills

Group Communication Skills

Group Process Skills

Brad Spangler specifies the skills required of an effective facilitator:1

Facilitators must have a variety of skills and techniques to be effective. Strong verbal and analytical skills are essential. Facilitators must know what questions to ask, when to ask them, and how questions should be structured to get good answers without defensiveness. Facilitators must know how to probe for more information when the initial answers are not sufficient. They must also know how to rephrase or “reframe” statements to enhance understanding, and to highlight areas of agreement and disagreement as they develop.

Other skills include redirecting questions and comments, giving positive reinforcement, encouraging contrasting views, including quieter members of the group, and dealing with domineering or hostile participants. Nonverbal techniques include things such as eye contact, attentiveness, facial expressions, body language, enthusiasm, and maintaining a positive outlook. A facilitator must also develop the ability to read and analyze group dynamics on the spot in order to guide the group in a productive way.

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Medium 9781605090078


Song, Mike Berrett-Koehler Publishers ePub

“Hey, Iris,” I asked. “Do you find it hard to turn down a meeting invitation?”

“Kind of,” she said.

“What’s the first thing you do when someone sends you an invitation?”

“I check my calendar.”

“Here’s something I’d like you to check before you look at your calendar,” I said, pointing to The Hamster Revolution for Meetings Power Tools card.

“The POSE Meeting Reduction Tool?” asked Iris.

“If you want to meet less, you have to POSE the right questions before agreeing to a meeting. POSE is an acronym that will remind you to ask some important questions:

Iris frowned. “You’re going to have to explain each one.”

“Okay,” I said. “From now on, the first question to POSE when invited to a meeting is Is this meeting a priority?”

“But I do that,” protested Iris.

“Really?” I asked. “What are your top 10 priority goals for this year?”

Iris looked flustered. “Well, uh, I have an overall sales goal and we’re trying to hire three salespeople and, oh yes, Operation Elevation is certainly at the top of the list.”

“List?” I asked. “So you have a document that summarizes your goals? Something you could open in a couple seconds?”

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Medium 9781576751329

5. Overcome the Success Catch-22

Manz, Charles C. Berrett-Koehler Publishers ePub


In the classic American novel Catch-22, a pilot in World War II decides he does not want to continue flying combat missions.11 He realizes the probability of being killed in action is high and feels that he has flown enough missions.

When he talks to the military doctor and requests to be grounded, the doctor explains that he cannot ground him based on his physical health. The pilot then claims to be “crazy” and requests to be grounded for psychological reasons. Despite the pilot’s attempts to persuade him that he is crazy the doctor does not buy it. He also refuses to take the word of other bomber crew members who agree that the pilot is crazy. The doctor explains the crew members are the ones who are crazy because they don’t ask to be grounded.


Ultimately, the doctor explains what he calls Catch-22: The pilot is not crazy because he asks to be grounded (a rational self-preserving wish) while the other crew members are crazy because they don’t ask to be grounded (an irrational life-threatening choice). And the doctor does not ground those who don’t ask to be grounded.

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Medium 9781523095919

Chapter 4: stepping Up Your Game

Jolles, Rob Berrett-Koehler Publishers ePub

The principles behind becoming believable to others are straightforward, yet so many struggle with them. That’s because there is so much more involved than just learning a process. Getting people to believe you requires work. It requires patience, it requires determination, and it requires that you step up your game. The words make up a process, but “this” makes it so much more. What exactly is “this,” you might ask? It’s a great question!

“This” Makes All the Difference

Some time ago I was reminiscing about one of my favorite television commercials; it’s a FedEx ad referred to as “The Stolen Idea” that can be viewed on YouTube. It takes place in a conference room, with a team of executives looking for ideas to cut costs. One guy floats what seems like a good idea. After a pause and no reaction from the group, the boss presents the same exact idea. When the group celebrates the boss’s idea, the frustrated guy who came up with it says: “You just said the same thing I said—only you did this,” and he gestures with his hands.

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Medium 9780982702970

3    Transforming Groups Into High-Performing Teams

Richard DuFour Solution Tree Press ePub

Transforming Groups Into High-Performing Teams

Organizing school staff into meaningful teams and ensuring members have access to one another by addressing the issues of propinquity and time are essential structural issues that principals must address in a PLC. Changing structures, however, is never enough. In order to build and sustain the culture of collaboration focused on learning and results, principals must provide leadership and support to ensure their faculties use the team time wisely.

This chapter will focus on two important steps principals can facilitate to help transform a group of teachers into a high-performing team.

1.  Engage teams in identifying collective commitments to guide collaboration.

2.  Engage teams in working collaboratively to achieve SMART goals.

See “Critical Issues for Team Consideration” for the list of eighteen critical issues teams must address as they engage in the PLC process

See “Why Should We Collaborate?” for a sampling of the research on collaboration. Visit go.solution-tree.com/plcbooks to download these reproducibles.

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Medium 9781609949723

3 How to Develop Positive Energy Networks

Cameron, Kim Berrett-Koehler Publishers ePub

At the heart of positive leadership lies the concept of positive energy. Whereas much popular literature is dominated by discussions about the toll of stress, burnout, depression, tension, anxiety, fatigue, disengagement, and fear, less attention is paid to positive energy, even though it is one of the most powerful and important predictors of organizational and individual success. It is almost impossible to be a positive leader without also being a source of positive energy.

This chapter summarizes evidence that positively energizing leaders create extraordinarily high performance in their organizations and in their people. It provides some tools and practices that have been successfully applied in a variety of settings, such as those associated with recreational work, contributions, and mapping energy networks.

Positive energy is characterized by a feeling of aliveness, arousal, vitality, and zest. It is the life-giving force that allows us to perform, to create, and to persist. It unlocks resources and capacity within us and actually increases our ability to flourish.1 Positive energy is probably the single most important attribute of positive leaders.

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Medium 9781576750452

5. Step 3. Which Nonprofits Qualify—And Which Don’t

Weeden, Curt Berrett-Koehler Publishers ePub

They come in all different sizes and shapes. Some operate on a shoestring and a prayer. Then there are others like the YMCA of the USA, which rakes in $2 billion a year to conduct its activities. There are quite literally hundreds of thousands of them and they are known as the citizens of the nonprofit world, an aggregation of all kinds of organizations that are becoming more and more of an economic powerhouse in America. Gross revenues of service groups, education institutions, community hospitals and certain other nonprofit operations exceed more than a trillion dollars a year according to some estimates, and that doesn’t include what many churches, synagogues, and other religious agencies are collecting.

Finding the most appropriate business-relevant organizations as candidates for support is what Step 2 of the corporate social investing process tells us that we need to do. This is quite a feat given the mammoth size of the options. So where does a corporation begin the sorting process? Believe it or not, the best place to start is by calling upon our friends at the Internal Revenue Service.

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Medium 9781576753514

Chapter 1: Wrong People

Mintzberg, Henry Berrett-Koehler Publishers ePub

It’s never too late to learn, but sometimes too early.

There are no natural surgeons, no natural accountants. These are specialized jobs that require formal training, initially in a classroom. The students must, of course, be able to handle a scalpel or a keyboard, but first they have to be specially educated. Then they can be foisted on a suspecting public, at least for internship or articling, before being allowed to practice on their own.

Leadership is different. There are natural leaders. Indeed, no society can afford anything but natural leaders. Leadership and management are life itself, not some body of technique abstracted from the doing and the being. Education cannot pour life experience into a vessel of native intelligence, not even into a vessel of leadership potential. But it can help shape a vessel already brimming with the experiences of leadership and life.

Put differently, trying to teach management to someone who has never managed is like trying to teach psychology to someone who has never met another human being. Organizations are complex phenomena. Managing them is a difficult, nuanced business, requiring all sorts of tacit understanding that can only be gained in context. Trying to teach it to people who have never practiced is worse than a waste of time—it demeans management.

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Medium 9781523096022

Chapter 19 Risk Management

Malinoski, Michael F. Berrett-Koehler Publishers ePub

Traditional risk management is an effective tool for project management. The PMBOK® Guide defines project risk as “an uncertain event or condition that, if it occurs, has a positive or a negative effect on at least one project objective, such as time, cost, scope, or quality.” The PMBOK® Guide also defines the objectives of Project Risk Management as “to increase the probability and impact of positive events, and decrease the probability and impact of events adverse to the project.”

To encompass maintenance, we define risk simply as events or conditions in the future that could affect your desired outcome. The effect can be positive, although most people focus on the negative. Risk Management is the discipline of thinking how future variables could influence your desired outcome and taking necessary steps to ensure your desired outcome.

Sometimes there is confusion between risks and issues. As a general rule:

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