Tham khảo tài liệu 'succeeding in the project management jungle how to manage the people side of projects_2', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | 18 THE PROJECT MANAGEMENT JUNGLE inition of the term presented in his book Emotional Intelligence for Project Managers AMACOM 2007 is helpful Knowing and managing our own emotions and those of others for improved performance. Project leaders who develop high emotional intelligence are better able to simultaneously balance the technical requirements and these key stakeholder expectations in a way that satisfies all involved. Develop is the key word in the preceding sentence turns out there is hope for all of us. This is because unlike IQ which seems to be fairly constant throughout one s lifetime EQ can be learned. Many executive business coaches focus heavily on EQ with their clients often to good effect. Methods to improve your EQ are discussed briefly in Chapter 7. After all successful leaders care about what customers and project team members think so it is natural that project leaders who can incorporate the expectations of these groups into their overall project solution will be valued. Think of the sports world another area of intense pressure where high performance is rewarded and poor performance is visibly punished. Great coaches in the sports world also successfully create winning teams in chaotic dynamic environments with a set of diverse stakeholders they don t control. It makes sense that a leader is better appreciated if the leader can include the often-unstated expectations of these stakeholders in the final approach. Succeeding within the Expectations Pyramid is defined as being able to balance schedule cost and performance goals simultaneously with the expectations of your customer management and team so that all parties are satisfied with the results. Grace a project manager in a well-known technology company was promoted to VP after she was able to master the Expectations Pyramid not that she would describe it that way on a project that was very important to her corporation and to the survival of the design center in which the project was .
