Download Alpha Project Managers: What the Top 2% Know That Everyone by Andy Crowe PDF

By Andy Crowe

Debunking misconceptions surrounding profitable venture managers, this resource builds upon a landmark survey of greater than 800 undertaking managers from worldwide to focus on the qualities that lead them to stand out within the minds in their groups, senior managers, buyers, and stakeholders.

Through in-depth interviews and discussions, the typical attributes of those elite undertaking managers—from personality and ideology to organizational approaches—are exposed and support to provide an explanation for their achievements.

Painstakingly researched, this advisor deals key insights via delivering a number of views at the personality make-up of the world’s such a lot winning venture managers.

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Additional info for Alpha Project Managers: What the Top 2% Know That Everyone Else Does Not

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Each chapter studies what they did differently than the other 842 who participated in the study, and after understanding what was different, the study probed why it was different. Sometimes, the differences in attitude or approach are dramatic, but most often they are subtle. Regardless of what else we may think, it is important to rememeber that their approach works in the eyes of stakeholders. 47 48 ALPHA PROJECT MANAGERS In the next chapter, we will explore how the attitude of these 18 differs from the rest of the group and how that influences project success.

I put a lot of time into selecting my team for a project, and I make sure they are the right ones for the job. I try to avoid turnover and try to keep working on teamstrengthening throughout the project. If you get the right team members in place, over time, the project will run itself. With the wrong people in place, you can work as hard as you like, and you’ll miss your targets. ” MEET THE ALPHAS Name: Jeff Age: 38 Industry: Software Development Jeff works for a commercial software company as a senior project manager in the Northwestern United States.

Of course, the argument could be made that these senior managers were more favorable toward project management because of the way the Alphas were doing their job. After analyzing organizations where project management is a respected discipline and contrasting 55 56 ALPHA PROJECT MANAGERS with organizations where project management is looked at as a necessary evil (at best), it is little surprise that the project managers working in environments where their profession is valued are more likely to be successful.

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