IT Project Management: A Geek's Guide to Leadership (Best Practices and Advances in Program Management)

This book’s author, Byron Love, admits proudly to being an IT geek. However, he had found that being an IT geek was limiting his career path and his effectiveness. During a career of more than 31 years, he has made the transition from geek to geek leader. He hopes this book helps other geeks do the same.

This book addresses leadership issues in the IT industry to help IT practitioners lead from the lowest level. Unlike other leadership books that provide a one-size-fits-all approach to leadership, this book focuses on the unique challenges that IT practitioners face.

IT project managers may manage processes and technologies, but people must be led. The IT industry attracts people who think in logical ways―analytical types who have a propensity to place more emphasis on tasks and technology than on people. This has led to leadership challenges such as poor communication, poor relationship management, and poor stakeholder engagement. Critical IT projects and programs have failed because IT leaders neglect the people component of "people, process, and technology."

Communications skills are key to leadership. This book features an in-depth discussion of the communications cycle and emotional intelligence, providing geek leaders with tools to improve their understanding of others and to help others understand them. To transform a geek into a geek leader, this book also discusses:

• Self-leadership skills so geek leaders know how to lead others by leading themselves first
• Followership and how to cultivate it among team members
• How a geek leader’s ability to navigate disparate social styles leads to greater credibility and influence
• Integrating leadership into project management processes

The book concludes with a case study to show how to put leadership principles and practices into action and how an IT geek can transform into an effective IT geek leader.

這本書的作者Byron Love自豪地承認自己是一個IT迷。然而，他發現成為一個IT迷限制了他的職業道路和效能。在超過31年的職業生涯中，他已經從迷變成了迷領導者。他希望這本書能幫助其他迷做到同樣的事情。

這本書探討了IT行業的領導問題，以幫助IT從業人員從最低層次開始領導。與其他提供一刀切領導方法的領導書籍不同，這本書專注於IT從業人員面臨的獨特挑戰。

IT專案經理可能管理流程和技術，但人們必須被領導。IT行業吸引了那些以邏輯方式思考的人-分析型人才，他們更傾向於將重點放在任務和技術上，而不是人。這導致了領導挑戰，如溝通不良、關係管理不善和利益相關者參與不足。重要的IT專案和計劃因為IT領導者忽視了“人、流程和技術”的人的組成部分而失敗。

溝通技巧是領導的關鍵。這本書深入討論了溝通循環和情商，為迷領導者提供了改善對他人的理解並幫助他人理解自己的工具。為了將迷變成迷領導者，這本書還討論了以下內容：

- 自我領導技巧，讓迷領導者知道如何通過先領導自己來領導他人
- 追隨者和如何在團隊成員中培養追隨者
- 迷領導者通過適應不同的社交風格來增加可信度和影響力
- 將領導融入專案管理流程

書籍以一個案例研究作為結尾，展示了如何將領導原則和實踐付諸行動，以及一個IT迷如何轉變為一個有效的IT迷領導者。