The Practitioner's Handbook of Project Performance : Agile, Waterfall and Beyond

Cover -- Half Title -- Title Page -- Copyright Page -- Dedication Page -- Contents -- List of figures -- List of tables -- Introduction -- Section I: Individuals and interactions -- Chapter 1: Chasing mercury: The emotional and social pillars of high-performing teams -- Emotional intelligence -- What is EI? -- What EI is not -- Why EI matters in the workplace -- The importance of EI for project resources -- The role of EI in a larger project management competency framework -- Important mediating factors -- Essential project features -- Team-based skills: Emotional management and awareness -- How can team members develop their own EI? -- Chapter 2: Values as the basis for successful teams: A Scrum perspective and primer -- Introduction -- Value -- The project -- Agile methods -- Project performance defined -- Performance indicators -- Measuring and predicting project performance? -- Achieving performance -- Values and practice -- A recipe for project success -- An overview of Scrum -- Pillars in practice -- Sprint Retrospectives -- Self-organizing teams -- Inspecting and adapting - The right way -- Summary of the recipe -- Pitfalls and challenges -- Preventing backsliding -- Benefits -- Is Scrum right for me? -- Odds and ends -- Conclusion -- Chapter 3: The power of empowering others: Coaching as a leadership model for high-performing teams -- Introduction -- Coaching in a project environment -- The impact of coaching on project performance -- The psychology of successful teams -- Diminishers and multipliers -- Coaching as a leadership style -- Mentoring is different from coaching -- A good coach listens and asks open questions -- Identifying opportunities to coach the team -- The GROW model as a framework -- Options - Brainstorm options for moving forward -- Way forward - Establish actions -- How to apply coaching -- Potential pitfalls.