Index
A
Abraham, Todd, 62
Accidental project managers (APMs): aptitude for project managing, 178–181
engineer’s disease, 181
environment for successful projects, 176
management talent, 180–181
training for, 40
training importance, 179
Accountability, in projects, 38
Achievement cluster, 185
Action orientation, 183
Activity-based costing, 50
Adams, Scott, 205
Adaptive learning, 203, 207–208
Alternate career ladders, 181–182
Ambiguity, in work environment, 183
Analytic hierarchy process (AHP), 53–54, 288–291, 289t, 290f 291f
Anxiety in managers: communication processes, 220
control issues, 91
lack of information as cause, 152, 153–156, 160, 164–165
missed deadlines, 86
push for results, 78
reduction of, 32, 46, 239, 298
Aptitude for managing projects, 178, 180, 182, 193, 252
Arbitrary change in schedule, 89
Arena, Jim, xiii
As-needed approach, 105
Assessments and action planning, 295–302, 300f, 303–305
Assessments in senior management support, 259–261
AT&T case study, 20–21, 22–23, 25–27, 96, 142–143
Audits of project-based organizations, 219
Authenticity by managers, 4–5, 272–273
Automatic compliance response, 88
Autonomous structure of projects, 147
B
Back-end efforts, 78
Baker, B., 178
Becton-Dickinson Company, 16, 132
Behavior/behavioral change: differences in, 146
patterns in organizations, 225
in project management curriculum, 195, 268
in project management information system, 156–158
project success and, 2
rewards as counterproductive, 12
Belbin, R. N., 115, 123–124, 186
Belluzzo, Rick, 7, 60, 121–122, 149, 275
Bias for action, 90
Big thinker, defined, 187
Billable hours, 112
Birchall and Lyons II 1995, 166
Blackburn, Darrell, 267
Black Elk, 231
Block, P., 86
The Blue Cat of Castle Town (Coblentz), 231
Boeing 777 airliner project, 16
Book-cooking schemes, 58
Borrowed resources, 140
Bosch Telecom, 143
Boss-pleasing decisions, 75–76
Bounded instability, 90
Bowen, Clark, Halloway, Wheelwright 1994, 109
Brainstorming sessions, 48, 81, 123
British Columbia Ferry Corporation of Canada, 53
Brooks’s Law, 90
Bucero, Alfonso, 26, 111, 189, 301
Budgets: cost reduction, 82
creativity and, 114
departmental turf wars over, 38
of failed projects, 66
initiative offerings and, 249
performance measures and, 17
in project management information system, 166
strategic balancing of, 55
time constraints and, 147
Bureaucracy weakness, 13
Burkhard, R., 76
Business fundamentals, 39, 180, 195, 268
Business orientation, 185, 189
C
Campbell, Joseph, 98
Career ladders, 110, 176, 181–182, 256
Carleton, Glenn A., xii
Carlisle, A. E., 117
Category promotion, 58
Central strategy, 66
Challenger space shuttle disaster, 25
Champy, J., 185–186
Change agents, 5, 19, 28–29, 244, 252, 280–286
Change phenomenon, 280
Chevron Project Development and Execution Process (CPDEP), 6, 257, 260, 264–265
Chief executive officer (CEO), 141f, 234, 248, 259
Chief information officer (CIO), 8, 200, 249
Chief operating officer (COO), 140, 232, 255
Chief project officer (CPO), 56, 130, 140–143, 285
Chrysler, 11
Cialdini, R. B., 87–88
Client-customer orientation, 189
Climate setting practices, 95
Coalition-building criteria, 189, 195
Cold War, 80
“Collective incompetence and the military mind” view of misfortune, 24
Collective know-how, 49
Commercial evaluation stage, 49
Communication: information systems and, 261
intellectual cohesion in, 121
lateral communication, 132, 145, 146
leadership in project-based organizations, 284
metrics for, 263
poor communication, 136, 157, 267
project management information system and, 165
in revitalization model, 25–26
technology and, 166
Communicator, defined, 187
Company goals/purpose, 63
Compaq, 250
Competitive advantage, 7, 47, 49, 76, 144, 207, 240, 245, 295, 301
“Complete Project Manager” simulation, 266
The Complete Project Manager’s Toolkit (Englund, Bucero), 195, 209
Complete upper manager, 33–34, 68, 128, 150, 201, 228, 253, 266, 275–276
Complexity: environmental, 147
in modern organizations, 157
project reviews and, 220–221
science of, 225
simplification of, 265
switching costs and, 73
time cost increases and, 72
ComputerWorld, 270
Concept-to-customer, 104, 108, 212, 311
Consulting engagements, 10, 15, 226
Continuous learning, 200, 201, 227, 298
Control of information is power, 153–154
Cooke-Davies, Terry, 262–263
Cooper, R. G., 48
Cooperrider, David, 148–149
Core competencies, 8, 47, 49, 78, 144, 218, 234, 251, 264
Core team process: benefits of, 106–110, 107f
creativity building, 109–110, 113–114
derivation in, 104
development of, 105–106, 119–120
environment to support teamwork, 115
evaluation processes, 118
implementation of, 6
importance of concept, 111–112
international and cross-organizational teams, 120–124
net present value in, 124–128, 127t
new rewards, 118–119
organizational design problems, 109
problem solving, 124–125
project plans, development, 108–109
project plans, execution, 110, 182
for projects, 31–32
psychological safety, 115–116
pulling people from projects, 112–113, 113f
quality increases, 108
reducing cycle time, 106–107, 107f
upper management functions, 110–115
Council of managers, 45–46
Creating an Environment workshop, 199–200
Creating the Project Office (Englund, Graham, Dinsmore), 67, 141
Creative tension, 212
Creativity building, 109–110, 113–114
Creeping elegance, 220
Criteria promotion, 58
Critical success factors, 262, 293
Cross-departmental projects, 32, 41, 111, 138
Cross-functional view of projects, 10, 264
Cross-organizational projects, 106, 148, 158, 173–174, 179, 195, 250, 268
Cross-organizational teams, 100, 120–124, 128
Crowd wisdom, 225–226
Cultural distortion, 19–20, 22, 23–28, 41–42, 257, 259
Customer issues curriculum, 195–196, 268
Customer-oriented project team, 15–17
Customer projects, 147–148, 205, 243
Customized sales, 22
Cycle time, 106–117, 107f, 132
D
Data collection, 50–51, 50f, 169, 205
Deadline-setting process, 66, 89
Dec, Irene, 96–97
Decentralization in project management, 130, 132–134, 225–226
Decision-making: by accidental project managers, 179
boss-pleasing decisions, 75–76
go/no-go decision, 50, 66, 158, 264
level-of-control decision, 134
net present value in, 124–128, 127t
with new projects, 3
De Geus, Arie, 207
DeMarco, Tom, 60
Departmental organization, 59
Departmental turf wars, 38
Dinsmore, P. C., 49
Donnellon, A., 116
Double-loop model, 216
Draw loops, 218
Dual ladders, 181–182
Due-date concerns, 3, 72, 236, 238
E
E-commerce field, 270
Economic downturns, 120
Edgett, S. J., 48
Electronic meeting rooms, 123, 165
Electronic post office (EPO), 165
Ellis, Rick, 136
Emotional quotient (EQ), 195, 310f
Employees, hiring and approving, 2–3
End user input, 260
Engineering Management Program, 240
Engineering manager, 139–140, 234, 245
Engineer’s disease, 181
Enterprise project management, 251, 274–275
Enthusiasm criteria, 113, 122, 178–179, 182, 188, 198
Environment Assessment Survey Instrument (EASI), 13, 261, 295–302, 300f 303–305
Environment for successful projects: allocation process and, 50
alternate career ladders, 181–182
complexity of projects, 147
creation of, 8–9
project management information system, 173–174
project manager competency criteria, 188–189
project manager selection criteria, 182–188, 188f
Evaluation processes, 118
Evans, J., 72
Evans, R., 89
Every person situational leadership role, 280
Exiting a firm, 22
Explicit knowledge, 211
External control systems, 20
F
Field of Dreams movie, 149
Financial manager, 126
Fisher, D., 178
Force Field analysis exercises, 301
Franco-Prussian War, 134
Fully projectized organization, 137–138, 137f
Functional delivery, 55
Functional organization, 11, 32, 134f, 135–137, 135f, 145
Funnel concept, 50
G
Gadeken, O. C., 184
Gandhi, Mahatma, 272
Gardiner, Al, 199
General consulting, 238
Generative learning, 203, 208–212
Gerstner, Lou, 132
GlobalPM methodology, 265
Goal statement, signed, 65
Goleman, Daniel, 218
Go/no-go decision, 50, 66, 158, 264
Graham, Robert J., ix–x
Graham’s second law, 77
Guide to the Project Management Body of Knowledge (Project Management Institute), 170, 242
H
Hamel, G., 78
Hammer, M., 185–186
Hardin, Garrett, 44
Harris, John, 55
Hecksher, C., 116
Hero A/Hero B analogy, 97–98, 97f
Hewlett, Bill, 246
Hewlett-Packard (HP), 38, 64, 94, 109, 182, 204, 210
Hewlett-Packard (HP) Management Initiative. See Project Management Initiative
Highly effective people, 14
Highly effective processes, 190
Hirschman, A., 22
Honeywell Information Systems, 8
House, Chuck, 214–215
Human Systems network, 262–263
Humpty Dumpty challenge, 4
I
Independent team members, 18
Indian Project Management Journal, 279
Individual stress increases, 21–23
Industrial Revolution, 104
Industrial Society of America, 103
Influence cluster, 185
Information and anxiety, 155–156
Information resources, 236, 241–242, 253
Information technology (IT), 8, 65, 225, 239, 250
Information Technology Project Management, 8
Infrastructure team (IST), 144–145
Ingersoll-Rand, 102–103
Initiative consultant, 237, 238, 249
Innovative organizations, 29
Innovator, defined, 187
In-plan status, 52
Input/output (I/O) architecture, 44
“Institutional failure” view of misfortune, 24
Integrity by managers, 4–5, 272–273
Intellectual cohesion, 121
Interdepartmental teams, 107, 261–263
Interdependence importance, 114–115
Internal control systems, 20
Internal markets, 2, 14f, 17, 52, 144, 247
Internal project management, 17, 84, 98, 195, 204, 268
International relations, 79–81
International teams, 120–124
Interpersonal ad hoc agreements, 183
Interpersonal assessment, 183
Interproject cooperation, 43
Inventory report, 161
Israeli Aircraft Industries, 76
Jain, Adesh, 279
James R. Snyder Center for Project Management Knowledge and Wisdom, 170–171
Just-in-time concept, 91
K
Katzenbach and Smith 1995, 113
Keane Consultants, 185
Kendrick, Tom, 65–66
Kerzner, H., 260
Kim, Daniel H., 227
Kleinschmidt, E. J., 189
Knowledge and Wisdom Center, 170
Knowledge creation cycle, 33, 227–228, 227f
Kostner, Jaclyn, 120–121
Kueh, Judith, x
Kumar, V., 49
L
LaGassey, Gary, 79–81
Lateral communication, 132, 145, 146
Leaders/leadership: change process, 214, 279–282, 281f
communication and, 284
continuum approach to, 282–283, 283f
creative tension, 212
as designers, 212–213
guiding coalition of, 283
in learning organizations, 212–214
as maverick, 214–215
organizational culture, 282–283, 286
potential in project managers, 186
sense of urgency with, 283
as steward and motivator, 214
as teachers, 213–214
Learning and Sharing (L&S) sessions, 199–200
Learning curve management, 88–93, 88f, 91f, 92f
Learning organizations: adaptive learning, 203, 207–208
continuous learning, 227
examples of, 204–206
generative learning, 203, 208–212
importance of, 33
leadership in, 212–214
principles of, 206–212
project leadership skills, 215–219, 217f
reliable data and, 205–206
Leonard-Barton, D., 213
Level-of-control decision, 134
Longman, Evelyn Beatrice, 96
Low-tech approach to information, 168
Lucent Technologies, 142–143, 219, 259, 260, 268
M
MacDonald Dettwiler and Associates (MDA), 139
Management talent, 180–181, 265
Managerial identity cluster, 185
Managing action, 243
Maneuver tactics, 58
“Man on the couch” view of misfortune, 24, 41
“Man on the dock” approach, 257
Marketing curriculum, 195–196, 268
Marketing-customer orientation, 108
Market readers, 16
Martin, J., 257
Matrix diamond structure, 140–143, 141f 142t
Matrix organizations, 11–13, 11f, 138–143, 138f, 139f, 141f, 142t
McKay, Jonathan, 55
McKinsey study, 107
Meddling in projects, 67, 148, 247, 267
Mental models, 90, 212, 213–214, 216–218
Mentors, 13, 53, 65, 118, 194, 196–197
Merit-based pay, 116
Metrics for information vs. data, 263
Meyer, D., 72
Midproject reviews, 222
Military misfortunes, 23–24
Miller, Lawrence, 214
Mindshare, 108
Misfortune, causes of, 23–24
Mission of organizations, 15–17, 25, 135, 171, 183–184, 218, 236–238, 267
Moore, Geoffrey, 211
Moskowitz, R., 122–123
Motivation impact, 94–98, 97f, 113
Moutsatsos, Peter, 143
Multiple project management, 36, 38, 59–65, 93, 154, 186, 262, 269
Munns, A. K., 86
Murphy, D., 178
Napier, Robert, 249–250
National Aeronautics and Space Administration (NASA), 25, 157–159, 171, 211
NCR Professional Services, 26, 260, 265–266, 269–270
Need seekers, 16
Net present value, 124–128, 127t
New code, 25–26
New rewards, 118–119
No manager zone, 94
“No muckety-muck” rule, 94
Noncustomized mass sales, 22
O
Objective statements, 77
O’Brochta, Michael, xi
Ono, D., 96
“On the Folly of Rewarding A, While
Hoping for B” (Kerr), 12–13
Organic organizations, 13–14, 14f, 143
Organizational boundaries, 18, 38, 111, 121, 262
Organizational charts, 132, 143, 146–147
Organizational culture, 19, 21, 191, 225, 252, 254, 282–283, 286
Organizational design, 6, 109, 145, 212
Organizational disciplines, 73
Organizational inconsistencies, 23
Organizational issues, 38, 195, 221, 262, 268
Organizational learning, 7, 152, 158, 165–166, 208, 219, 225–227, 233
Organizational perversity, 12, 13, 78, 92, 205, 209, 271
Organizational pressures, 18, 233
Organizational project management, 132, 262, 273–274, 285
Organizational strategy, 15, 36, 41–48, 55, 65–66, 118, 173, 264–265
Organizational suboptimization, 45
Organizational support, 56, 261
O’Toole, J., 271–272
Outcome questions, 161–162
Over-the-wall problem, 102f, 105
Ownership perspective, 45, 94, 122, 183–185, 267
P
Packard, David, 182, 214–215, 246
Pairwise comparison process, 54, 289, 289t, 291, 291f
Patented technology, 3
PECO Energy, 11
Peer evaluation, 15
Perceived rewards matrix, 92, 92f91
Performance appraisals, 95, 118, 196
Pillsbury Project Management Portfolio process, 264
Pipeline loading, 55
Pipeline management, 54–55, 56
Plan of record (POR), 52, 162, 163f
Platform classifications for products, 47–48
Plato, 19
PMI Talent Triangle, 187–188, 188f
PM Network, 282
Political awareness/process, 54, 183–184
Poor communication, 136, 157, 267
Poor man’s hierarchy, 54
Porras, J. I., 189
Positivity/positive affirmations, 149
Postbureaucratic organization, 15, 101, 116
Post-Bureaucratic Organization, The (Heckscher, Donnellon), 14
Power imbalances, 138
Prahalad, C. K., 78
Primal Leadership (Goleman, Boyatzis, McKee), 218
Prioritization process in project-strategy link, 46–53, 46f, 57
Problem-solving cluster, 185
Processor architecture, 44
Process quality consultant, 110
Product and cycle-time excellence process, 37
Production manager, 126
Product processes organization (PPO), 144, 233, 233f
Profit-sharing, 63
Project-based organizations: attempts at, 11–15, 11f, 12f, 14f
audits of, 219
environmental components for success, 4–9, 5f
example scenario, 2–4
introduction to, 1–2
knowledge creation cycle, 227–228, 227f
lead change to, 5
leadership of, 214
need for project management, 9–11
organizational perversity, 13
project reviews, 219–224
revitalization model, 18–34
structure of, 15–18
Project creep, 40
Project environment assessment tool (PEAT), 259, 261
Project management: accountability for, 38
as career position, 269–270
certification in, 200
crowd wisdom, 225–226
customer projects, 147–148
decentralization in, 130, 132–134
decreasing number of projects, 60–61
forums for, 199–200
fully projectized organization, 137–138, 137f
functional organization, 11, 32, 134f, 135–137, 135f, 145
important function of, 131–132
improvements to, 22
international relations and, 79–81
matrix organizations, 138–143, 138f, 139f, 141f, 142t
multiple project management, 36, 38, 59–65, 93, 154, 186, 262, 269
need for, 9–11
organic approach to, 143, 224–225
organizing projects, 6, 132, 134–135, 134f, 145–146
priority process, 41
structure determinations, 146–148
superfunction units, 143–145
support for, 32
upper management role, 200–201
Project Management Center of Excellence, 260
Project Management Competency Model, 185
Project Management Council, 234, 237
Project management information system (PMIS): anxiety over lack of, 153–156
availability of, 164
behavioral issues, 156–158
communication and, 165
contents of, 158–159
ease of understanding, 164–165
environment for successful projects, 173–174
importance of, 152
organizational learning, 165–166
outcome questions, 161–162
progress measures, 172–173, 172f
questions over, 159–165
resource requirements, 164
schedule questions, 162–163, 162f, 163f
software and, 166–167
value of, 168
Project Management Initiative: components of, 235–247, 235f
conferences by, 242–247
consulting services, 237–238
experiences with, 247–248
information resources, 241–242
introduction to, 8, 29, 64, 230–232
project office, 251–253
results of, 248–250
team goals, 236–237
training resources, 239–241
WebShops, 244
Project Management Institute (PMI), 10, 96–97, 170, 185, 187, 195, 197, 242, 263, 269–270
Project Management Organization (PMO), 251–252
Project management process: career position needs, 269–270
development program for project managers, 267–269
execution support, 261
implementation of, 256–273, 256f
introduction to, 255
learning organization development, 271–273
project selection process, 264–265
senior management support, 256–261
team development, 261
Project Management Professional (PMP), 8, 44, 199, 242, 265
Project Manager Competency Model, 184–185
Project Manager in a Minute exercise, 191
Project managers (PMs). See also Accidental project managers:
aptitude for managing projects, 178, 180, 182, 193, 252
case study, 197–199
competency analysis to define, 184
competency criteria, 188–189
cross-organizational projects, 106, 148
development process, 7, 193–197, 194f, 267–269
differing styles of, 73
as heroes, 98–99
network of elements, 197
overview of, 1–2
power imbalances, 138
as professional, 148
scope of work, 11
selection criteria, 7, 182–188, 188f
selection process, 189–191
skill development courses, 195–196
talent of, 180–181
transition to, 191–193
Project office of one (POO), 251–253
Project plans/planning, 65, 110, 260
Project Portfolio Management (PPM), 39, 55, 292–294
Project reviews, 219–224, 311–313
Project selection process, 49, 57–59, 124, 139, 254–256, 264–265, 284–286
Project sponsor, 59, 64–68, 109, 115, 154, 181, 199, 220, 257
Project Sponsorship (Englund, Bucero), 67
Project-strategy link: analytic hierarchy process, 53–54
completion of, 52–53
identifying leadership, 47–50, 48f
introduction to, 5–6
multiple project management, 59–64
organizational strategy, 42–46
pipeline management, 54–55
rationality and groups, 39
resource allocation, 51–52
selection and prioritization process, 46–53, 46f
selection process problems, 57–59
sponsor programs, 64–68
with strategy, 37–38
suboptimization problems, 43–44
system utilization formulas, 62
tragedy of the commons, 44
upper management importance, 55–57
Project techniques curriculum, 195, 268
Psychological safety, 115–116
Pulse of the Profession report, 187
Q
Quakers, 282
R
Rapid Engagement through Accelerated Learning (REAL) knowledge model, 171, 171f
Rationality and groups, 39
R&D Productivity Council, 232
Received wisdom, 73–75
Regional Bell operating companies (RBOCs), 27
Relationship development, 183
Republic (Plato), 19
Resonance, defined, 218
Resource allocation, 44, 51–52, 306f
Resource requirements, 17, 51, 55, 147, 152, 164, 264
Revitalization model: change agents, 19, 28–29
cultural distortion, 23–25, 28
environment for success, 29–34
individual stress increases, 21–23
new steady state of, 26–27
steady state of, 20–21
transitioning from old to new, 25–26
Risk analysis, 65–66, 195, 264, 268
Rockwell International Space Systems, 53
Rogers, E., 28
Royal Dutch Shell, 207
Rubinstein, J., 72
Runaway project, 257
Russell, Lou, 224–225
Russell, P., 89
S
Schedules/scheduling: arbitrary change in, 89
project deadlines, 113
questions about, 162–163, 162f, 163f
systems for personnel, 63
Scope of project, 37, 126, 192
Seam teams, 94–95
Selection process problems, 46–53, 46f, 57–59
Self-funding pressures, 241, 247–249
Self-managed teams, 122
Self-motivated team members, 18
Self-organizing teams, 252
SeminarsWorld, 269
Senge, Peter, 208–210, 216–218
Senior management support, 256–261
Series vs. simultaneous projects, 73–76, 75f
Shared visions, 109, 119, 121, 204, 212, 215, 218, 238
Sharing of information is power, 154
Signed goal statement, 65
Simultaneous projects, 71–76, 75f, 251, 274, 280
Sigma gudelines, 108
Skill development courses, 195–196
Smink, Marjorie, 169–170
Software and PMIS, 166–167
Southwestern Bell, 27
Speak truth to power, 22
Speculative projects, 52
Sponsor programs, 64–68
“Squeaky wheel” allocation system, 43
Stacey, R. D., 90–91
Stakeholders, 6, 161, 191, 226
Stand Up for a Dollar exercise, 14
Start-up workshops, 237–238
Steady state of equilibrium, 19, 20–21, 26, 216
Steele, L., 119
Stoy, Robert, 132–133
Strategic advisor, 187
Strategic alignment models, 16
Strategic balancing, 55
Strategic emphasis factor, 5, 31, 36, 37–42, 40f, 71, 145, 260
Strategic identity, 27
Strategic influence, 183–184
Strategic planning, 5, 15, 17, 76, 133, 154
Strategic program office, 275
Structure determinations, 146–148
Suboptimization problems, 43–44, 155
Superfunction units, 130, 143–145
Support in leadership, 280
Support vs. interference, 93–94
Surowiecki, James, 225–226
Symptomatic vs. fundamental solution, 216
The Systems Thinker (Kim, Senge), 227
System utilization formulas, 61, 62
T
Tacit knowledge, 212
Teamwork. See also Core team process:
concept-to-customer teams, 108
environment to support, 115
examples of, 44–46
individual benefits of, 63
interdepartmental teams, 107, 261–263
member time, 17
net present value in, 124–128, 127t
project team development, 261
research on success of, 186
self-managed teams, 122
switching teams, 73
upper management importance, 55–57
Technological entrepreneur, 182–183
Technology Adoption Life Cycle, 211
Technology assisting team, 166
Technology drivers, 16
Technology invention, 154–155
Telecommuting options, 122–123, 143
Telstra company, 143
The Blue Cat of Castle Town (Graham), 231
Thrashing, defined, 60
Time-based interface chart, 59–60
Tolerance for ambiguity criteria, 188
Total Quality Management (TQM), 83, 108
Tragedy of the commons, 44
Training importance, 179
Training resources, 239–241
Transformation revitalization model, 27
Trudel, John D., x
Trust: among team members, 18
building of, 14–15, 86–87, 273
designing for, 27
Turf wars, departmental, 38
U
Uncoordinated projects, 41
Upper management: complete upper manager, 33–34, 68, 128, 150, 201, 228, 253, 266, 275–276
core team process, 110–115
crowd wisdom, 225–226
developing abilities of, 265–267
Hero A/Hero B analogy, 97–98, 97f
interference by, 93–94
international relations and, 79–81
leadership by, 42
learning curve management, 88–93, 88f, 91f, 92f
level of authenticity, 24–25
motivation impact of, 94–98, 97f, 113
planning benefits, 81–85
PMI conferences, 244–247
prioritization of projects, 111
in project-based organization, 10
project reviews, 219–220, 223–224
pulling people from projects, 112–113, 113f
received wisdom, 74
resource allocations, 44
senior management support, 256–261
simultaneous projects, 71–76, 75f
teamwork examples, 44–46
time and organizational pressures, 18
understanding from, 6
U.S. Air Force, 79
U.S. Department of Defense, 79
U.S. Justice Department, 25
U.S. Navy, 53
V
Value-based pricing mechanisms, 17
Versatile manager, 187
Voice with power, 22
Von Hippel, E., 210
W
Wallace, A., 19
Walton, Izaak, x
Weakness of bureaucracy, 13
WebShops, 244
Weighting factors, 49–50
What-if analyses, 158
Wheelwright, S. C., 47–48, 60, 61, 78
Wilson, J. M., 17
The Wisdom of Crowds (Surowiecki), 225–226
Wood, Sharon, 106
Work breakdown structure (WBS), 77, 162, 162f
Workshop surveys, 220
World Congress of Project Management, 183
Z
Zells, L., 85