Discussion Questions
by Robert K. Wysocki
Effective Project Management: Traditional, Agile, Extreme, Sixth Edition
- Cover Page
- Title Page
- Copyright
- About the Author
- About the Technical Editor
- Credits
- Acknowledgments
- Contents at a Glance
- Contents
- Preface
- Introduction
- The Contemporary Project Environment
- Challenges to Effective Project Management
- Why I Wrote This Book
- How This Book Is Organized
- The Rationale for Using This Book Organization
- How to Use This Book
- Who Should Use This Book
- Introducing the Case Study: Pizza Delivered Quickly (PDQ)
- What's on the Website
- Putting It All Together
- Part I: Defining and Using Project Management Process Groups
- CHAPTER 1: What Is a Project?
- CHAPTER 2: What Is Project Management?
- CHAPTER 3: Understanding the Project Management Process Groups
- CHAPTER 4: How to Scope a TPM Project
- CHAPTER 5: How to Plan a TPM Project
- Using Tools, Templates, and Processes to Plan a Project
- The Importance of Planning
- Using Application Software Packages to Plan a Project
- Planning and Conducting Joint Project Planning Sessions
- Building the WBS
- Estimating
- Constructing the Project Network Diagram
- Writing an Effective Project Proposal
- Gaining Approval to Launch the Project
- Putting It All Together
- Discussion Questions
- CHAPTER 6: How to Launch a TPM Project
- Using Tools, Templates, and Processes to Launch a Project
- Recruiting the Project Team
- Conducting the Project Kick-Off Meeting
- Establishing Team Operating Rules
- Managing Scope Changes
- Managing Team Communications
- Assigning Resources
- Resource-Leveling Strategies
- Finalizing the Project Schedule
- Writing Work Packages
- Putting It All Together
- Discussion Questions
- CHAPTER 7: How to Monitor and Control a TPM Project
- Using Tools, Templates, and Processes to Monitor and Control a Project
- Establishing Your Progress Reporting System
- Applying Graphical Reporting Tools
- Managing the Scope Bank
- Building and Maintaining the Issues Log
- Managing Project Status Meetings
- Defining a Problem Escalation Strategy
- Gaining Approval to Close the Project
- Putting It All Together
- Discussion Questions
- CHAPTER 8: How to Close a TPM Project
- Using Tools, Templates, and Processes to Close a Project
- Writing and Maintaining Client Acceptance Procedures
- Closing a Project
- Getting Client Acceptance
- Installing Project Deliverables
- Documenting the Project
- Conducting the Post-Implementation Audit
- Writing the Final Report
- Celebrating Success
- Putting It All Together
- Discussion Questions
- Part II: Establishing Project Management Life Cycles and Strategies
- Part III: Building an Effective Project Management Infrastructure
- CHAPTER 13: Establishing and Maturing a Project Support Office
- Background of the Project Support Office
- Defining a Project Support Office
- Naming the Project Support Office
- Establishing Your PSO's Mission
- Framing PSO Objectives
- Exploring PSO Support Functions
- Selecting PSO Organizational Structures
- Understanding the Organizational Placement of the PSO
- Determining When You Need a Project Support Office
- Establishing a PSO
- Facing the Challenges of Implementing a PSO
- The PSO of the Future
- Putting It All Together
- Discussion Questions
- CHAPTER 14: Establishing and Managing a Project Portfolio Management Process
- Introduction to Project Portfolio Management
- The Project Portfolio Management Life Cycle
- Roles and Responsibilities of the PSO in Portfolio Management
- Preparing Your Project for Submission to the Portfolio Management Process
- Agile Project Portfolio Management
- Putting It All Together
- Discussion Questions
- CHAPTER 15: Establishing and Managing a Continuous Process Improvement Program
- Understanding Project Management Processes and Practices
- Defining Process and Practice Maturity
- Measuring Project Management Process and Practice Maturity
- Using the Continuous Process Improvement Model
- Defining Roles and Responsibilities of the PSO
- Realizing the Benefits of Implementing a CPIM
- Applying CPIM to Business Processes
- Using Process Improvement Tools, Templates, and Processes
- Putting It All Together
- Discussion Questions
- CHAPTER 13: Establishing and Maturing a Project Support Office
- Part IV: Managing the Realities of Projects
- CHAPTER 16: Prevention and Intervention Strategies for Distressed Projects
- CHAPTER 17: Organizing Multiple Team Projects
- CHAPTER 18: Managing the Professional Development of Project Teams
- What Career and Professional Development Situation Is Being Addressed?
- What Do You Need To Do?
- What Will You Do?
- How Will You Do It?
- How Will You Know You Did It?
- How Well Did You Do?
- Where Do You Go from Here? – A New Idea to Consider
- An Even Newer Idea to Consider
- Putting It All Together
- Discussion Questions
- APPENDIX A: Glossary of Acronyms
- APPENDIX B: What's on the Website?
- APPENDIX C: Bibliography
- Index
Discussion Questions
,- Define the metrics you would put in place as early warning signs that an Adaptive Project Framework (APF) project is heading for a distressed condition. Create at least one metric for each of the five phases of an APF project. Be specific and include your trigger values.
CASE STUDY — PIZZA DELIVERED QUICKLY (PDQ)
2. For the Order Entry subsystem, define an early-warning SPI tracking metric with trigger values and a supporting graphic display.
3. Despite the team's heroic efforts to keep the Order Entry subsystem on schedule, it has fallen behind and used the management reserve. You are now expected to be two days late. The Logistics subsystem can no longer start on schedule, and the contractors are booked to start. What are you going to do?
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