Aldag, R. J. and Kuzuhara, L. W. (2015) Creating High Performance Teams: Applied Strategies and Tools for Managers and Team Members. Abingdon: Routledge.
Dalcher, D. (2018) Managing Projects in a World of People, Strategy and Change. Abingdon: Routledge.
Dalcher, D. (2019) Leading the Project Revolution: Reframing the Human Dynamics of Successful Projects. Abingdon: Routledge.
3.2.2
Eikenbeery, K. and Turmel, W. (2018) The Long-Distance Leader: Rules for Remarkable Remote Leadership. Oakland, CA: BerrettKoehler Publishers.
Pullan, P. (2016) Virtual Leadership: Practical Strategies for Getting the Best out of Virtual Work and Virtual Teams. London: Kogan Page.
SettleMurphy, N. (2013) Leading Effective Virtual Teams: Overcoming Time and Distance to Achieve Exceptional Results. Boca Raton, FL: Taylor and Francis Group.
3.2.3
Aldag, R. and Kuzuhara, L. (2015) Creating High Performance Teams: Applied Strategies and Tools for Managers and Team Members. Abingdon: Routledge.
Moon, K. (2018) Team Development: A Practical Guide to Understanding Team Development.
CreateSpace Independent Publishing Platform.
Schmitz, P. (2011) Everyone Leads: Building Leadership from the Community Up. New York: JosseyBass.
3.2.4
Coleman, S. and MacNicol, D. (2015) Project Leadership, 3rd edition. Farnham: Gower Publications.
Madsen, S. (2015) The Power of Project Leadership: 7 Keys to Help You Transform from Project Manager to Project Leader. London: Kogan Page.
Sinek, S. (2017) Leaders Eat Last: Why Some Teams Pull Together and Others Don’t. New York: Penguin Random House.
3.2.5
Handy, C. (2005) Understanding Organisations, 4th edition. London: Penguin Books.
Kegan, R. and Lahey, L. L. (2001) How the Way We Talk Can Change the Way We Work: Seven Languages for Transformation. New York: JosseyBass.
Ekvall, G. (1996) “Organizational climate for creativity and innovation.” European Journal of Work and Organizational Psychology, 5 (1), 10512
French, WL., Bell, CH. (1998) Behavioral Science Interventions for Organization Improvement (6th Edition), Pearson
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APM Body of Knowledge 7th edition
Johnson, G., Scholes, K., Whittington, R. (2011) Exploring Strategy (9th edition), Prentice Hall Schein, E. (2016) Organizational Culture and Leadership, 5th edition. New York: JosseyBass.
3.2.6
Advisory, Conciliation and Arbitration Service (ACAS) (2017) Equality and Discrimination: Understand the Basics. Available at: http://m.acas.org.uk/media/pdf/1/0/Equality_discrim_under stand_basics_
Nov.pdf (accessed 3 November 2018).
Kandola, B. (2009) The Value of Difference: Eliminating Bias in the Workplace. Oxford: Pearn Kanola Publishing.
Trompenaars, F. and HampdenTurner, C. (2016) Riding the Waves of Culture: Understanding Diversity in Global Business, 3rd edition. London: Nicholas Bealey.
3.2.7
Allen, D. (2015) Getting Things Done: The Art of Stress-Free Productivity. London: Penguin Books.
Health and Safety Executive (2007) Managing the Causes of Work-Related Stress: A Step-by-Step Approach Using the Management Standards HSG218, 2nd edition. London: HSE Books. avail able at:
www.hse.gov.uk/pubns/indg424.pdf (accessed 3 November 2018).
Michie, S. (2002) Causes and manage ment of stress at work. Occupational and Environmental Medicine, 59, 67–72.
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APM Body of Knowledge 7th edition
3.3 Working profes sion ally
Beyond the know ledge and skill to be able to influ ence stake hold ers and lead teams there are other aspects of being a project profes sional that span all the topics in the previ ous two sections.
Communication, nego ti ation and time manage ment are basic manage ment skills that apply univer sally, not just in projectbased working – but they have a partic u lar focus in projects, programmes and port fo lios that warrants their inclu sion. The tempor ary and constrained nature of deliv er ing bene fi cial change through projectbased working puts partic u lar pres sures on these core skills. The commu nic a tion of relev ant inform a tion is with people who are not part of the businessasusual team. Negotiation is not only formal, with suppli ers and part ners, but also informal, for example to release scarce resource for projectwork. Time manage ment becomes partic u larly pres sured when one is juggling multiple urgent and import ant prior it ies for differ
ent bosses or clients.
As a chartered profes sion, projectbased working requires high stand ards in terms of ethics, and compli ance with all relev ant laws and regu la tions. Where projects are managed across differ ent legal or ethical contexts, the project profes sional is wise to seek help from special ists who can help them navig ate the terrain.
In a context where popular views are that the major ity of projects and programmes fail to deliver prom ises, the role of continu ing profes sional devel op ment has a major role to play in build ing the profes sion. Continuing profes sional devel op ment is vital for project profes sion als – not only to keep up to date and enhance their own compet ence over time, but also to advance the stand ing of the profes sion and the trust that society puts into the ability for projectbased working to deliver value.
This section, written for anyone involved in projectbased working, addresses the follow ing topics:
3.3.1 Communication: Ensuring the exchange of relev ant inform a tion 3.3.2 Negotiation: Planning, conduct ing and followup on agree ments 3.3.3 Time manage ment: Managing personal time to achieve prior it ies
3.3.4 Regulatory envir on ment: Navigating the legal and regu lat ory envir on ment 3.3.5 Ethics and stand ards: Maintaining a trusted profes sion
3.3.6 Continuing profes sional devel op ment (CPD): Continual devel op ment of compet ence
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