INDEX
References to figures are in italics.
NUMBERS
A
See also risk management
active listening, 454
activities, 139
See also work breakdown structure (WBS)
activity mode, 215
actual costs (AC), 337
adaptive project management, 456–457
forecasting project completion, 225
inverted Iron Triangle, 367
leading people in adaptive projects, 274–276
See also agile project management
aggressives, 298
agile methodologies, 76–79
agile project management, 21, 457
and budgeting, 192
burndown/burnup charts, 78, 79, 81, 456
closing projects, 434
completing final tasks, 420
daily coordination meetings, 301
dashboards, 78
forecasting project completion, 225
frameworks, 12
having the right technology, 26
information radiators, 78
inverted Iron Triangle, 367
iterative and incremental approaches, 12
Kanban boards, 78
leading people in adaptive projects, 274–276
overview, 10–11
planning the project, 62–63
vs. predictive project management, 35, 79–80
principles, 77–79
project-centric approach, 65
requirements, 137
servant leadership, 77–78
stakeholders, 23
working with agile project teams, 298–299
alternative identification, 54
analogous costs, 452
estimating, 178
artifacts, 62, 80, 148–149, 192
assignable causes, 402
assignment of costs, 168
See also budget
assumptions, 15, 61–62, 138, 149
analysis, 234–235
log, 207
attribute sampling, 399
audits
post-project, 430–431
quality, 398
authority, 294–295
See also risk management
B
BAC, 179–180
backlog. See product backlog
balanced scorecard, 136
benefit measurement methods, 451
benefit-cost analysis, 396
benefit/cost ratio (BCR), 101
bosses
dealing with, 114–116
See also management; project managers (PMs)
bottom-up costs, 452
breakeven point, 101
budget, 67–71
analogous cost estimating, 178
bottom-up cost estimates, 171–177, 192
budget at completion (BAC), 179–180
cost of goods, 182–184
determining project expenses, 181–187
determining the estimate type, 170–171
estimates, 170
estimating work hours, 185–187
outsourcing, 184–185
overview, 168
parametric modeling, 179
phased gate estimating, 169–170
three-point estimates, 175–177, 192
top-down cost estimates, 178–179, 192
tracking expenses, 187–191
variance, 177
zero-based budgeting, 180–181
burndown charts, 78, 79, 81, 456
business analysts (BAs), 28, 80
business continuity, 75
business objectives, 31, 51–52
business partners, 20
business problems, 54
business processes, 357
business risk, 455
See also risk management
business rules analysis, 52
business value, defining, 50–52
C
camaraderie, 263–264
Capability Maturity Model Integration (CMMI), 114
ceremonies, 62, 76–77, 275–276
certifications, 261
change control board (CCB), 113, 356, 359–360
change control process, 245, 357, 372–373
impacts of change, 358
implementing project changes, 365–368
See also plan revision
change control systems (CCSs), 188
establishing, 355–357
change impact statements, 362–363
change logs, 113
chart of accounts, 168
See also budget
charters, 7, 13–18, 35–36, 206
client approval, obtaining, 428–429
project closeout reports, 431–432
coaches. See project managers (PMs)
code of accounts, 141
commitment documents, 335
committed costs, 335
communication channels formula, 454
communicating project progress, 407–408
communicating project status, 333–334
communications management plan, 230–232, 233, 246
gathering requirements through, 134–135
matrix, 231, 232
pull communications, 334
push communications, 334
virtual teams, 301–302
completing projects, 419
final tasks, 420–423
completion date, 32–33
CompTIA exam. See test-taking
configuration management system, 209
See also scope
constrained optimization, 451
date, 218
discretionary, 219
logical, 217–219
organizational, 219
resource, 219
technical, 219
Triple Constraints of project management, 366
See also planning the project
contracts
closing, 243–244
cost-plus, 70
fixed-fee, 70
See also budget
controlling PMOs, 5
See also project management offices (PMOs)
corrective actions, 328
cost baseline, 168
See also budget
See also budget
cost management plan, 226–227, 233
cost of goods, 182–184
cost performance index (CPI), 339
cost variance (CV), 337
reports, 334–335
cost-plus contracts, 70
costs
assignment of, 168
committed costs, 335
methods of estimating, 452
of quality analysis, 397
tracking actual costs, 335–336
types of, 452–453
critical chain method (CCM), 221
See also project network diagrams (PNDs)
cumulative reports, 408
current status reports, 408
customers, 19
D
See also scrums
date constraints, 218
deadlines, 22–23
decision making, 296–297
defects
escaped, 401
repair, 328
Definition of Done (DoD), 21, 139
definitive estimate, 170
delaying a project, 369–372
delegating duties, 106–107
assessing, 424
quality of, 384–388
Delphi Technique, 29, 234, 454
Deming, W. Edwards, 405
dependencies, 452
types of, 216
design of experiments, 396
See also teams
direct costs, 452
directive PMOs, 5
See also project management offices (PMOs)
discounted cash flow, 101–102
discretionary constraints, 219
discretionary dependency, 452
discretionary logic, 217
documents
change impact statements, 362–363
commitment documents, 335
Project Change Request form, 359
project plan documents, 206–208
DoD. See Definition of Done (DoD)
duration, 452
E
earned value management (EVM), 336, 337–339, 343
formulas, 450
effective listening, 454
effort-driven activities, 331
e-mail, 332
emotional intelligence, 421
enhancement, 238
enhancing, 455
See also risk management
enterprise environmental factors, 226, 233
environmental factors, 204
escaped defects, 401
Essay on the Principle of Population, An (Malthus), 425
estimate at completion (EAC), 340
estimate to complete (ETC), 340
estimating
analogous cost estimating, 178
bottom-up cost estimates, 171–177
budget estimate, 170
definitive estimate, 170
determining the estimate type, 170–171
methods, 452
phased gate estimating, 169–170
rough order of magnitude, 170
three-point estimates, 175–177, 192
time and cost estimates, 206
top-down cost estimates, 178–179
work hours, 185–187
See also budget
EVM. See earned value management (EVM)
exam. See test-taking
executing the project, 8–9, 449
executive summaries, 54
expenditures, 335
See also costs
expenses
determining, 181–187
tracking, 187–191
exploitation, 238
exploiting, 455
See also risk management
external dependency, 452
external resources, 277–278
finding an excellent IT vendor, 278–279
interviewing vendors, 279–281
See also teams
F
failure, declaring, 432–433
fallback plans, 363
feasibility studies, 52
organizing, 53–56
sample, 56–58
finances, controlling, 337–339
financial commitment, 23
fishbone diagrams, 453
fixed costs, 452
fixed-duration activities, 331
fixed-fee contracts, 70
flow charts, 396, 397, 403, 453
See also float
fully burdened workload, 173
functional decomposition, 52
functional management, 20
functional organizations, 92, 117
G
gates, scheduling with, 219–220
generalizing specialists, 325
GERT, 221
See also project network diagrams (PNDs)
goals
research, 74–75
SMART, 28
gold plating, 69
goods
cost of, 182–184
procured, 189
quality of, 387–388
governance factors, 205
governance gates, 219–220
government sanctions, 22
grade, 68
vs. quality, 388
Graphical Evaluation and Review Technique. See GERT
H
hard logic, 217
Herzberg’s Theory of Motivation, 105, 307–308, 453
heuristics, 22
histograms, 403
huddles, 301
See also meetings
human resource plan, 229
See also staffing management plan
human resources
assessing internal skills, 258–262
building relationships, 266
camaraderie, 263–264
dealing with personalities, 273–274
dealing with team disagreements, 270–271
disciplining team members, 276–277
phases of team development, 271–272
résumés, 260
theories of, 453–454
See also external resources; teams
I
idealists, 298
implementation tracking, 214
incremental approach, 12
indirect costs, 453
industry sanctions, 22
information radiators, 78, 333
initiating processes, 34–36
initiating the project, 7, 35–36, 100–103, 149, 448
inspection, 398
integrated change control, 210
See also scope
integration phase, and budgeting, 173
internal project trouble, 363–365
interproject dependencies, 66
interviewing
management, 26–28
stakeholders, 28–30
STAR interview methodology, 280–281
vendors, 279–281
investment, vs. value, 68–71
invitation for bid (IFB), 241
Iron Triangle of Project Management, 80–81, 366, 406–407
inverted Iron Triangle, 367
Ishikawa diagrams, 453
issue log, 207
meetings, 368–369
issues, 235–236
IT vendors, 278–281
iterative approach, 12
J
just-in-time ordering, 453
K
Kaizen techniques, 453
Kanban boards, 78
key performance indicators (KPIs), 59
for a balanced scorecard approach, 136
kickoffs. See project kickoffs
knowledge management tools, 334
knowledge work projects, 76
KPIs. See key performance indicators (KPIs)
L
lag, 452
lag time, 217
law of diminishing returns, 425–426
law of variable proportions, 425–426
lead, 452
leadership
leading people in adaptive projects, 274–276
team leadership, 293–294, 302–303
theories of, 309–310
See also servant leadership
legislative approval, 220
life cycle costing, 58
logical constraints, 217–219
M
Malthus, Thomas, 425
management
creating alliances, 111–116
defining management’s role, 98–108
interviewing, 26–28
presenting a project to, 93–98
project kickoffs, 108–111
theories of, 309–310
by walking around, 400
See also organizational structures; project managers (PMs)
management horizon, 101
management reserve, 331–332
management summary reports, 408
management theories, 103–105
mandatory dependency, 452
mandatory logic, 217
Maslow’s Hierarchy of Needs, 104, 308, 453
matrix organizations, 92–93, 117
McClelland, David, 104–105, 309
McClelland’s Theory of Needs, 104–105, 309, 453
McGregor, Douglas, 105, 309–310
McGregor’s Theory X and Theory Y, 105, 309–310, 454
agile daily coordination meetings, 301
frequency, 299
issue management meetings, 368–369
meeting coordinators, 300–301
minutes, 301
project status meetings, 326–328
purpose, 300
sprint planning, 63
virtual team communications, 301–302
WOT (Waste of Time) meetings, 300, 327
mentors. See project managers (PMs)
Microsoft Project, 73–74
milestone lists, 71–74
See also risk management
monitoring and controlling the project, 9–10
Moore, Gordon, 13
Moore’s Law, 13
motivating teams, 306–310
Motivation-Hygiene Theory, 307–308
murder boards, 100
N
net present value (NPV), 103
network diagrams. See project network diagrams (PNDs)
non-collocated teams. See teams; virtual teams
O
operational change control, 354–355, 373
operational transfer plan, 367–368
operations, defined, 2
operations management, 20
organizational change, 357
organizational charts, 72, 73
organizational constraints, 219
organizational governance, 113–114
organizational process assets, 10, 233
organizational structures, 91–92, 450–451
functional organizations, 92, 117
matrix organizations, 92–93, 117
projectized organizations, 93, 117
Ouchi’s Theory Z, 105, 310, 454
outline approach, 72
outside experts, reviews by, 400
See also external resources
ownership, 427
P
pair programming, 399
Parkinson’s Law, 33
payback period, 101
PDM. See precedence diagramming method (PDM)
peer review, 399
penalty power, 263
performance
to-complete performance index (TCPI), 341
cost performance index (CPI), 339
evaluating team members’ performance, 432
measurement baselines, 206
measurement tools, 334
predicting project performance, 340
scheduled performance index (SPI), 340
testing, 401
performing organizations, defined, 2
phased gate estimating, 169–170
See also budget
and budgeting, 173
plan, do, check, act (PDCA) cycle, 405
plan revision
change control process, 357
change control systems (CCSs), 355–357
change impact statements, 362–363
changes from external forces, 366–367
changes from internal forces, 365–366
defining the need for revision, 354–355
delaying a project, 369–372
extension of time for delivery, 368
impacts of change, 358
implementing project changes, 365–368
internal project trouble, 363–365
issue management meetings, 368–369
project change requests, 359–362
rebuilding management support, 370–371
vendor delays, 370
planned value (PV), 337
planning the project, 7–8
in agile projects, 62–63
building the project plans, 204
communications management plan, 230–232
contingency plans, 75–76
cost management plan, 226–227
creating a feasibility study, 52–58
creating an approach, 71–76
defining the business value, 50–52
determining business objectives, 51–52
documents, 206–208
general information, 80–81, 149–150, 192–193, 246–247, 448–449
how to plan, 47–50
managing the planning, 74–75
preparing for managing a project team, 229–230
procurement management plan, 240–244
project factors, 204–205
project priority, 63–71
quality, 227–229
risk management plan, 233–238
schedule management plan, 211–220
security and privacy, 205
stakeholder management plan, 238–240
PNDs. See project network diagrams (PNDs)
portfolio management boards, 100
portfolio review boards, 19
portfolios, 5
positional power, 263
postmortems, 424–427
post-project audit, 430–431
precedence diagramming method (PDM), 215–217
predecessors, 215
predictive project management, 6–7, 21
vs. agile project management, 35, 79–80
and budgeting, 192
exact results, 22
matrix approach, 65
prevention, 398
preventive actions, 328
priority. See project priority
privacy, planning for, 205
process boundaries, 228
process configuration identification, 228
process diagrams, 403
process groups, 7
process improvement plan, 228
process metrics, 229
procured goods, 189
procurement, 192–193, 282, 455
product acceptance criteria, 60–61, 137, 149
creating, 135–136
prioritization, 62
product change, 355–356
product life cycle, defined, 2
product managers, 20
product owners, 20, 99, 275, 456
product roadmaps, 221
productivity tools, 311
Program Evaluation and Review Technique. See PERT estimates
programs, defined, 3–4
progress reports, 407–408
project budget, 168
analogous cost estimating, 178
bottom-up cost estimates, 171–177, 192
budget at completion (BAC), 179–180
cost of goods, 182–184
determining project expenses, 181–187
determining the estimate type, 170–171
estimating work hours, 185–187
outsourcing, 184–185
parametric modeling, 179
phased gate estimating, 169–170
three-point estimates, 175–177, 192
top-down cost estimates, 178–179, 192
tracking expenses, 187–191
variance, 177
zero-based budgeting, 180–181
project calendars, 22
project change, 356
Project Change Request form, 359
creating, 14
elements, 15–16
reasonable expectations, 13–14
sample, 16–17
project closeout reports, 431–432
project coordinators, 266–267
project cost management plan, 226–227
project factors, 204–205
project float, 222–225
project information centers, 391–392
project initiation, 7, 35–36, 100–103, 149, 448
project kickoffs, 108–111, 116
project management framework
characteristics, 3
defining, 2–5
identifying programs and projects, 3–4
project management offices (PMOs), 4–5
respecting the organization portfolio, 5
project management information systems (PMISs), 329, 333, 392
project management life cycle, 6–7
project management offices (PMOs), 4–5, 20, 100
establishing project priority, 64
project management processes, 34–35
executing the project, 8–9, 449
initiating the project, 7, 448
monitoring and controlling the project, 9–10, 449
planning the project, 7–8, 448–449
project managers (PMs), 3, 20, 80
decision making, 296–297
defining powers of, 262–263
delegating duties, 106–107
establishing project authority, 294–295
focusing on the end results, 107–108
focusing on the work, 325
in functional organizations, 92
handling conflict resolution, 272–273
hosting a project status meeting, 326–328
leading teams, 293–294
in matrix organizations, 92–93
meetings, 299–302
possessing multiple personas, 24–25
in projectized organizations, 93
reviewing assignments with the team, 324–325
skills needed, 390–391
working toward the finish, 304–306
working with agile project teams, 298–299
working with team members, 297–298
See also management; project coordinators
project network diagrams (PNDs), 213–215, 323
analyzing, 222–225
building, 220–221
critical chain method, 221
GERT, 221
management reserve, 331–332
project planning, 149–150, 192–193, 246–247
building the project plans, 204
communications management plan, 230–232
cost management plan, 226–227
documents, 206–208
preparing for managing a project team, 229–230
procurement management plan, 240–244
project factors, 204–205
quality, 227–229
risk management plan, 233–238
schedule management plan, 211–220
security and privacy, 205
stakeholder management plan, 238–240
See also planning the project
project poison, 365
project priority
internal competition, 65–67
obtaining budget dollars, 67–71
overview, 63–65
project requirements, 18–23
project roadmap, 74
project schedule management plan, 211–220
project schedulers, 267–270
project scope, 451
baseline, 233
creating, 133–139
management plan, 208–211
verification, 210–211
and work breakdown structures, 144–145
project scope statements, 59–62, 81, 136–139, 149–150, 354
project selection committees, 100
project sponsors, 14, 19, 23, 99
establishing project priority, 64–65
presenting to, 146
project stakeholders, 7, 18–20, 36
and agile project management, 23
interviewing, 28–30
obtaining approval from, 146–148
stakeholder register, 30
project status
communicating, 333–334
creating a reporting process, 329–332
current status reports, 408
meetings, 326–328
status collecting tools, 332–333
tracking progress, 328
See also progress reports
project teams, 20
project transition plans, 427–428, 434
projectized organizations, 93, 117
pure risk, 455
See also risk management
Q
QA. See quality assurance programs
qualitative risk analysis, 236–237
analyzing, 401–404
creating a strategy for, 405–408
defining, 384
of the deliverables, 384–388
vs. grade, 388
planning for, 395–397
of the process, 388–392
requirements, 207
reviewing for, 424, 425
quality analysis, cost of, 397
quality assurance programs, 113, 227–228, 401
traditional quality assurance, 397–398
quality audits, 398
quality control (QC), 9–10, 401
implementing, 399–401
technique, 228
traditional, 398–399
quality gates, 220
quality management, 246, 383, 390–391, 409–410, 453
phases of, 393–394
as a process, 393
total quality management (TQM), 405
quantitative risk analysis, 237
R
RACI charts, 261
random causes, 399
reassigning work units, 332
regression plans, 363
regression testing, 401
relocation, 357
reorganization, 357
reporting process, 329–332
reports
cumulative, 408
current status, 408
management summary, 408
progress, 407–408
project closeout, 431–432
risk, 235
request for information (RFI), 240
request for proposal (RFP), 241
request for quote (RFQ), 240
requirements, 18–23
for agile projects, 137
documentation, 135
gathering requirements through communications, 134–135
identifying resource requirements, 258–259
quality requirements, 207
resource requirements, 206
requirements traceability matrix (RTM), 135
research goals, 74–75
resource calendars, 22
resource constraints, 219
resource contention, 66
See also competing projects
resource control, 214
resource management, 282
See also external resources; human resources; teams
resource requirements, 206
identifying, 258–259
resources, managing with the project scheduler, 269–270
responsibility assignment matrix (RAM), 261
results measurement, 59
résumés, 260
retrospective, 77
risk log, 235
plan, 233–238
risk report, 235
risks, 16
analysis, 236–237
assessment, 59
identification, 234–236
responses, 237–238
roadblocks, 64
roles, 229
roles and responsibilities matrix, 260–261
rough order of magnitude, 170
RTM. See requirements traceability matrix (RTM)
run charts, 403–404
runaway projects, 187–189
S
salespeople, role of, 97–98
sanctions, 22
scatter diagrams, 404
schedule duration compression, 330–331
schedule management, 245–246
schedule variance (SV), 337
scheduled performance index (SPI), 340
scheduling
delaying a project, 369–372
managing resources with the project scheduler, 269–270
project activities, 268
See also project schedulers
scope, 451
creating the project scope, 133–139
creep, 365
management, 451
project scope management plan, 208–211
statement of work (SOW), 451
and work breakdown structures, 144–145
See also project scope statements
scoring models, 100–101
scribes, 301
See also meetings
scrum masters, 63, 274–275, 456
See also project managers (PMs)
security, 247
planning for, 205
servant leadership, 77–78, 294
See also scrum masters
servers, 190
service-level agreements (SLAs), 427
services, quality of, 384–386
See also risk management
shutting down the project, 430
sign-off, obtaining, 427–430
skills
assessing, 258–262
project manager skills, 390–391
slack, 452
See also float
SMART goals, 28
smoke testing, 401
social factors, 205
software, 73–74
licensing, 189
planning for software change control, 355
scheduling, 268
solutions, 392
establishing project priority, 64–65
presenting to, 146
spreadsheets, 333
sprint iteration, 77
meetings, 63
staffing management plan, 230
See also human resource plan; human resources
and agile project management, 23
analysis, 239
classification models, 239–240
engagement, 239
interviewing, 28–30
obtaining approval from, 146–148
stakeholder management plan, 238–240
stakeholder management strategy, 208
STAR interview methodology, 280–281
statement of work (SOW), 455
statistical sampling, 400
status. See project status
status collecting tools, 332–333
Stevenson, Robert Louis, 97
stress testing, 401
subteams, 264, 265
successors, 215
supporting details, 208
supportive PMOs, 5
See also project management offices (PMOs)
SWOT analysis, 235
T
targets for improvement, 229
teams, 311
after hiring consultants, 281
assessing internal skills, 258–262
building relationships, 266
camaraderie, 263–264
certifications and training, 261–262
conflict resolution, 272–273
creating, 262–266
dealing with disagreements, 270–271
dealing with personalities, 273–274
defining project manager’s powers, 262–263
development teams, 275
disciplining team members, 276–277
establishing project authority, 294–295
evaders, 297–298
evaluating team members’ performance, 432
external resources, 277–281
identifying resource requirements, 258–259
leading, 293–294
leading people in adaptive projects, 274–276
maintaining team leadership, 302–303
meetings, 299–302
motivating, 306–310
needs of team members, 308–309
phases of team development, 271–272
preparing for managing a project team, 229–230
project completion and team members’ growth, 305–306
project status meetings, 326–328
reviewing assignments with, 324–325
roles and responsibilities matrix, 260–261
subteams, 264, 265
using experience to resolve disputes, 276
virtual, 264–265
working toward the finish, 304–306
working with agile project teams, 298–299
working with team members, 297–298
See also external resources; project coordinators; project managers (PMs); project teams; virtual teams
technical constraints, 219
test plans, 400–401
testing cycles, 400–401
testing labs, 276
test-taking
answering every question, 447
day before the exam, 445–446
practicing the testing process, 446
using the process of elimination, 447
Thematic Apperception Test, 309
thinkers, 298
third-party review, 426–427
Three Needs Theory. See McClelland’s Theory of Needs
three-point estimates, 175–177, 192
tiered structures, 367–368
time management, 452
timeboxing, 110
to-complete performance index (TCPI), 341
tolerance, 399
top-down cost estimates, 178–179, 192
See also float
total quality management (TQM), 405
tracking financial obligations, 334–342
tracking progress, 328
creating a reporting process, 329–332
status collecting tools, 332–333
See also risk management
transition dates, 427
trend analysis, 403
triggers, 237
triple constraints of project management, 61
See also constraints
U
Udemy, 262
unit testing, 401
user acceptance testing, 401
users, 19
utility function, 454
See also risk management
utility theory, 454
V
value, vs. investment, 68–71
value-added resellers (VARs), 70
variable costs, 452
variables sampling, 399
variance reports, 334–335, 408
variances, 190
vendors
delays, 370
See also external resources
victory
celebrating, 433–434
declaring, 432
communications, 301–302
See also teams
voice conferencing, 232
Vroom, Victor, 105
Vroom’s Expectancy Theory, 105, 310, 454
W
war rooms, 391–392
warranties, 428
waterfall projects, 6
vs. agile project management, 79–80
vs. agile projects, 35
and budgeting, 192
matrix approach, 65
See also predictive project management
WBS. See work breakdown structure (WBS)
web forms, 333
web solutions, 392
Wiki pages, 232
work authorization systems, 329
work breakdown structure (WBS), 72, 150, 212, 451
coordinating components, 141–142
creating a WBS dictionary, 145–146
defining a top-down or bottom-up approach, 142–143
the mechanics of creating, 143–144
overview, 139
why you need a WBS, 144–145
work hours, 189
estimating, 185–187
work in progress (WIP), 78
workstations, 190
worth, examining, 425–426
WOT (Waste of Time) meetings, 327
Z
zero-based budgeting, 180–181
See also budget