Index

A

A-ASI. See Aspirational Achieving Styles Inventory

A-ASI360°, 162

absenteeism, 68, 184

acceptance meetings, 203

Achieving Style, 92, 140–142, 157–159, 161–172, 222, 224

Achieving Styles Inventory (ASI), 161–163

Achieving Styles Situational Evaluation Technique (ASSET), 162, 180, 208

ACPF. See Adaptive Complex Project Framework

ACPF life cycle, 155

Actano, 148

action strategies, 53

Adaptive Complex Project Framework (ACPF), 140, 155

ad hoc approaches, 101

ad hoc solutions, 31

ad hoc survey, 124, 129, 134, 147, 214

affinity diagramming, 92

agents of change, 5, 7, 89, 223

Agile, 11, 17, 21, 23, 81, 85, 120, 126, 127, 129, 139–145, 147, 148, 153, 155, 165–168, 171, 172, 204, 205, 208, 210, 213, 214

Agile Manifesto, 81, 143, 204

Agile methods, 11, 21, 23, 126, 127, 129, 141–145, 147, 148, 165, 167, 204, 205, 208

Agile Organization Development Manifesto, 143

agilism, 142, 145, 148, 204

agility, 28, 29, 71, 85, 112, 126, 127, 142, 229

Agincourt, 219, 220

Amazon, 110

American Society of Civil Engineers, 20

Analytical Style, 49

Android, 8, 86, 131

Angkor Wat, 74

A-OASI. See Aspirational Organizational Achieving Styles Inventory

APMP. See Association of Proposal Management Professionals

Apple, 8, 85, 86, 102, 131, 132, 136–138

apps, 8, 9, 86

Archibald, Russell, 79

Argyris, Chris, 52, 53, 56, 57

ASI. See Achieving Styles Inventory

ASI360°, 162

Aspirational Achieving Styles Inventory (A-ASI), 161

Aspirational Organizational Achieving Styles Inventory (A-OASI), 161

ASSET. See Achieving Styles Situational Evaluation Technique

Association of Proposal Management Professionals (APMP), 82

assumption, 26, 54, 83, 92, 96, 133, 143, 148, 183, 196, 197

Assumptions register, 173, 195, 197–199

A Team, 16, 45, 46, 54, 72, 105, 108, 109, 121, 125–127, 143, 144, 150, 160, 163, 164, 216

auditing, 41

authorization, 32, 35, 88, 154, 222

availability of resources, 12–14, 37, 125, 151, 198, 210

Axelrod, Robert, 77

B

backward pass calculations, 210

balanced matrix, 47

Band of Brothers, 75, 77, 206

Band of Brothers and Sisters, 75, 77, 206

Bangkok, 115

barchart-network-diagram, 14

baseline, 22, 192

Bay Bridge, 20

Beckstrom, Rod A., 130

Bellegarrigue, Anselme, 204

benefit engineering, 151, 173, 176, 178–182, 191

benefits, 11, 33, 34, 36, 39, 40, 46, 74, 83, 104, 111, 112, 115, 120, 121, 131, 133, 143, 151, 160, 179, 180, 188, 212, 213, 225–227

Berlin Hauptbahnhof, 99, 100

best practice, 3, 26, 30, 31, 49, 55, 82–84, 86–89, 105, 142, 166, 220

bid and proposal management, 82

bid/proposal development, 83

Bloomberg.com, 135

blurred project, 93, 109, 112

book smartness, 90

BOT projects, 38

Brafman, Ori, 129, 130

brand value, 84, 85

breach of contract, 5, 32, 37, 46, 53, 72, 118, 178

British Airport Authorities, 82, 113, 137

British Airways, 82, 113, 116, 117, 137

British Standard, 24

Bronson, Charles, 121

Brownfield project, 17, 81, 93, 99, 101, 102, 165, 167, 227

budget, 7, 11, 20, 28, 33, 37, 38, 44, 45, 48, 50, 52, 54, 55, 72, 76, 80, 99, 106, 107, 112, 114, 123, 126, 149, 151, 179, 182, 193, 198, 200, 217

budget responsibility, 7, 44

burndown chart, 207

burnouts, 68

burst nodes, 210

business case, 33, 34, 39, 58, 76, 93, 104, 122, 129, 131, 132

business development, 11, 51, 82, 83, 120, 177, 197, 208

business focus, 18

business management, 12

business re-engineering, 101

business units, 7, 43, 80, 92, 93, 117, 128, 130, 177, 217

business value, 6, 181

C

California Institute of Technology, 104

candle diagram, 189, 190

Canon, 94

capital project, 38

Cardinale, Claudia, 121

catalogue price, 111

catalogue regime, 110, 111

CCB. See Change Control Board

CCPM. See Critical Chain Project Management

CEO, 50, 51, 138

certification, 1, 4, 21, 22, 75, 91

chains of commands, 41, 109

Change Control Board (CCB), 156, 193

change request, 28, 32, 56, 73, 81, 125–127, 147, 156, 157, 182, 190–194

change request management, 56, 81, 126, 127, 156, 182, 190–193

changing requirements, 3, 7, 123, 126

CHAOS Report, 123, 125

Charybdis, 28

Chevrolet, 94

Chicago, 39, 213

chicken race, 60, 116, 185

chipsets, 85

Civil law, 16, 72, 117, 118

claim, 24, 89, 119, 123

classification, 90, 131, 165

closed-skill, 9, 10, 43, 161, 204, 224

collaboration, 28, 75, 81, 224

Collaborative Style, 160

colocation, 105, 144

command and control, 29, 130, 142, 144

common law, 16, 72, 117

Competitive Style, 159

competitors, 8, 9, 24, 34, 50, 83, 86, 91, 112, 120, 136, 159, 201, 202

complacency, 80, 98

complexity, 7, 15, 17, 49, 71, 73, 80, 89, 91, 95–97, 103, 146, 147, 155, 180, 229

composed project, 94, 129, 130

composite organization, 48

configuration, 18, 220

conflicts, 6, 16, 24, 45, 49, 60, 74, 114, 146, 164, 175, 176, 179, 183, 217, 223, 228

Connective Era, 157, 224, 227

Connective Leadership, 157, 161–164

Connective Leadership Institute, 157, 161–163

Connective Leadership profile, 161, 162

consortium, 48, 63–65, 130

constraints, 7, 70, 89, 114, 179, 182, 190, 194, 198–200, 216

Constraints register, 198, 199

consumer electronics industry, 105

contingency reserves, 80

contractor, 5, 7, 10, 15, 19, 33–35, 37, 38, 46, 51, 59, 63, 64, 72, 73, 98, 102, 104, 105, 109, 118–120, 123, 132, 135, 142, 155, 178, 179, 182, 192, 200, 202, 208, 212

contractual penalties, 118, 149

contributor, 24, 48, 130, 131, 171, 172, 203, 204

Contributory Style, 160, 164

control limit, 215

Conway’s law, 64, 72, 103

Cooperation Theory, 77

cooperative solution, 63

Cooper, James Fenimore, 69

core competency, 42

core team, 201, 203

corporate culture, 36, 44

corporate umbrella, 35

corrective action, 31, 56, 57, 215, 216

cost centers, 5, 33, 36, 38, 117

cost engineering, 45, 173, 178

cost engineers, 43

cost reimbursable, 117

cost-benefit calculations, 11

Covey, Stephen R., 77

CPM. See Critical Path Method

crashing, 56, 149, 173

crisis, 12, 18, 25, 28, 34, 43, 99, 100, 117, 132, 150, 151, 156, 174, 178, 179, 182, 191, 226, 228

critical activities, 14, 15, 147

critical chain, 13, 147, 212

Critical Chain Project Management (CCPM), 13, 147

Critical Incident Technique, 91, 92

critical path, 13, 14, 146, 211

Critical Path Method (CPM), 13, 14, 146, 209, 212

Crowe, Russell, 62

customer, 5, 10, 11, 15, 18, 19, 23, 26, 29, 32–39, 43, 46–49, 51, 57–59, 64, 65, 68–74, 80–83, 85, 93, 94, 98, 101, 111, 117–120, 122, 123, 126–128, 130, 132, 133, 135, 136, 138, 142, 149, 155, 156, 169, 173, 177–179, 181, 182, 192, 197, 200–202, 205, 207, 208, 225, 226

customer projects, 5, 18, 32–39, 46–48, 51, 59, 65, 69, 83, 117–119, 122, 132, 149, 156, 169, 177, 179, 181, 197, 225

D

daily Scrum meeting, 207

damage claims, 10, 11, 16, 66, 101, 149

data security, 29

deadline, 10, 11, 14, 50, 52, 56–59, 110, 134–136, 149, 150, 182, 198–200, 211, 212, 215, 216

decomposed project, 94

Deep Space 2 missions, 104

deliverables, 3, 5–7, 10, 11, 28, 36, 48, 54, 58, 80, 81, 94, 99, 107, 112, 114, 117–119, 121, 125, 128, 131, 133, 143, 144, 146, 147, 152, 155, 175, 179, 193, 197, 198, 201, 202, 225

delivery dates, 54, 58, 59, 181, 182, 192, 199, 206

Deming, W. Edwards, 44, 56

departments, 2, 5, 19, 34, 43–45, 48, 80, 177

dependencies, 41, 54, 120, 121, 146, 184, 209, 212

de-scoping, 56, 57, 149, 173, 200

Desertec, 130, 131

Desertec Foundation, 130

deviations, 53–55, 147, 213

Dilemma of the Concurrent Investments, 71, 73

dilemma situation, 64, 67, 76, 145

diligence, 68, 182, 195, 203

Direct Style, 158, 159

discipline, 4, 5, 8–10, 12, 17, 24–26, 43, 44, 57, 60, 62, 77, 82, 83, 86, 88, 89, 120, 124, 126, 152, 161, 190, 191, 194, 207, 219, 224

discovery, 79, 126

discretionary project, 132

discrimination, 112

diversity, 65, 224

divisions, 43, 72

documentation, 10, 16, 32, 49, 51, 57, 80, 98, 112, 156, 190, 198

double-loop learning, 52, 54, 55, 57

doubt, 21, 26, 61

drivers of change, 7

Drucker, Peter F., 111, 157, 220, 221

Dun Mueang Airport, 115

Du Pont, 146

Dvir, Dov, 96–98

dysfunctional question, 93

E

economics of attention, 49

ecosystem, 85, 132

education, 75, 88, 91, 113, 120, 157, 209

effectiveness, 6, 19, 106, 112

efficiency, 6, 19, 39, 40, 122, 144, 150, 151, 180

Effort-Reward Imbalance (ERI), 68, 164

Egyptian Pyramids, 74

electronics, 91, 96, 105, 111, 142, 204

Emertxe, 140

empathy, 5, 29, 49, 69, 102, 134, 163, 185, 187, 217, 223

engineering, 8, 12, 20, 40, 45, 50, 65, 89, 94, 96, 103, 104, 125–127, 131, 148, 151, 155, 173, 176–182, 191, 204, 229

engineering icon, 20

engineers’ projects, 8, 20, 43, 100, 102, 106, 121, 131, 132, 184, 195, 213, 229

enterprise resource planning (ERP), 67, 110

Entrusting Style, 158, 160

entry point, 192–194

equilibrium, 32, 60, 61, 68, 73, 74, 151, 176

equipment, 12, 13, 22, 23, 41, 42, 49, 56, 61, 65, 66, 71, 80, 125, 137, 149, 156, 215

ERI. See Effort-Reward Imbalance

ERP. See enterprise resource planning

estimates, 32, 33, 147, 173, 174, 183–190, 210, 212, 215, 220

estimating, 183, 184, 186, 187, 190

Euro zone, 123

event horizon, 114, 152, 156

excellence, 26, 31, 83, 98

expectations, 12, 17, 25, 29, 32, 48–50, 53, 63, 81, 93, 120, 121, 148, 160, 177, 216, 223, 228

exploratory journey, 4, 220

exploratory project, 94

external customer, 10, 126, 149, 179

Extreme, 71, 92, 133, 140, 177

F

factoid, 44, 197, 222

failures, 13, 20, 21, 26, 34, 37, 38, 84, 121, 123, 165, 185, 191, 219

fast company, 48

faster, cheaper, better, 106

Fayol, Henri, 41

Fazar, Willard, 146

field expert, 117, 129

financial transparency, 6

fire prevention, 29

fiscal budgets, 7

Five-whys method, 92

fixed price contract, 117

Fleet Ballistic Missiles, 146

focused project, 93

followers, 157, 159, 221–224

Fonda, Henry, 121

Fondahl, John, 127

force-field analysis, 174, 176

forecast, 4, 9, 29, 53, 59, 66, 125, 135, 152, 208, 215, 221

formal style, 49

forward pass calculations, 210

Freebie projects, 39

Fukushima Daiichi, 195, 196

functional deficiencies, 99

functional managers, 44, 45, 213

functional organization, 37, 44, 45, 47, 48, 72, 108, 109, 133, 146, 147

functional question, 93

functional units, 38, 43

G

game theory, 17, 58, 60–63, 77, 228

Gantt chart, 14, 147, 209

Gardeners’ project, 131, 132

Gatwick, 116

GDP, 12

Geopolitical era, 157, 224, 227

globalization, 225

gold-mining, 24

Golden Gate Bridge, 20, 21, 127

good practice, 16, 69, 82, 105, 148

Google, 86, 102, 131, 132, 136

Gotenyama facilities, 105

governance, 13, 23, 37

governing variables, 53

government agencies, 40, 125, 142, 154

granularity, 28, 127, 152, 214

granular planning, 125

grapevine radio, 44

Greenfield project, 99, 101, 102, 167

gross domestic product, 12

H

handover, 10, 11, 80, 115, 131, 133, 134, 201–203, 206

handover meeting, 202

hardware, 58, 102, 113, 136

Harvard Business Review, 48

Heathrow T5, 113–116

heroism, 28, 61, 219, 224, 225

high-impact project, 93

Hitler, Adolf, 222

Hong Kong, 116

human resource plan, 54

I

idle times, 41–43, 66, 209

incentives, 46, 65, 66, 117

independence, 98, 113, 224

information channels, 44

information technology (IT), 1–26, 28–62, 64–70, 72–77, 81–88, 90–93, 95–127, 129–157, 159–161, 164–166, 173–188, 190, 192–205, 207, 208, 210–214, 216, 217, 219–229

innovation speed, 15

Instrumental Styles, 159

intangible investments, 24

integration management, 192

Interbrand, 84

interdependence, 224

internal charge systems, 45

internal contract, 34

internal customer, 32, 34

internal methodologies, 3

internal project, 5, 6, 10, 11, 18, 23, 32–39, 47, 50, 51, 58, 59, 93, 117–120, 122, 128, 132, 133, 141, 149, 169, 170, 177–179, 183, 192, 197

internal requester, 10, 11, 29, 49, 123, 126, 178, 179, 181, 192

International Project Management Association (IPMA), 91

Intrinsic Style, 159

introspection, 10

investor, 23, 38

Invitation for Bid, 11, 51, 135

iPhone, 85, 86, 136–138

IPMA. See International Project Management Association

IT. See information technology

iterative–incremental, 127, 141, 214

J

Jet Propulsion Laboratory (JPL), 104

Jiro, Kawakita, 92

JPL. See Jet Propulsion Laboratory

just-in-time ordering, 85

K

Kelley, James, 146, 148

kickoff meeting, 201

King Lear, 69

KJ analysis, 92

knowledge areas, 156, 191, 192, 208

L

Langwieser Viadukt, 127

law of diminishing marginal utility, 150

law of diminishing returns, 150

law of the minimum, 150

LDs. See liquidated damages

leader, 44, 85, 106, 141, 158–160, 164, 218–223

leadership, 140, 157, 161–164, 166, 217–225, 227–229

leadership behaviors, 140, 161–163

leadership research, 220

leap second, 181

learning curves, 6, 40

learning processes, 52, 145

legacies, 99, 101, 111, 112, 179, 227

legal environments, 16

Leone, Sergio, 121

lessons learned, 10, 92

Lewin, Kurt, 174, 175

LG, 136

Liebig’s law, 150

lifecycle, 4, 7, 11, 25, 51, 89, 92, 132, 139, 140, 142, 161, 164, 174, 177, 206

limit definition, 215

LinkedIn, 86, 124, 147

Linné, 79

Lipman-Blumen Achieving Styles, 92, 157, 161

Lipman-Blumen, Jean, 92, 140, 157, 158, 161, 220, 224, 225

liquidated damages (LDs), 80, 117, 214

litmus test, 34

Lockheed Martin Astronautics, 104

Logistics Company, 39

long-term prediction, 148

Lorenz, Konrad, 222

low-balling, 120

low-impact project, 93

M

Machado, Antonio, 126

magic triangle, 114, 192

management attention, 12, 13, 38, 44, 47–49, 107, 121, 137, 146, 202, 203, 226

management conjectures, 53–55

management strategies, 7, 89, 126

mandatory projects, 6, 132

manual planning, 15, 128

MARCI. See Mars Color Imager

Mark 1 project, 93, 95

market share, 84, 111

market window, 2, 28, 98, 132

Mark n project, 93, 101, 165, 227

Mars Climate Orbiter, 102–104, 106, 121

Mars Color Imager (MARCI), 121

Mars Observer, 121

Mars Polar Lander, 102, 104, 121

Mars Reconnaissance Orbiter, 121

Marx, Karl, 204

matrix, 40, 45–48, 108, 117, 120, 133, 137, 146, 178, 184, 192–194, 199, 203

matrix organization, 45, 48, 117, 120

measuring equipment, 215

MediaTek, 85

meeting experience, 102

Meilenstein-Trendanalyse, 215

merger project, 201

methodology, 13, 37, 83, 119, 120

Metra Potential Method (MPM), 146, 209

metrics, 13, 103, 114, 159, 191, 192, 205

Miami Dolphins, 21

Microsoft, 85, 136

milestone, 14, 199, 210, 215

Milestone Trend Analysis (MTA), 215

Millward Brown Optimor, 84

mission success first, 16, 106, 112

Morgenstern, Oskar, 62

most likely estimate, 186

MPM. See Metra Potential Method

MTA. See Milestone Trend Analysis

multi-players’ games, 65, 71

multiple-deadline projects, 134

multiple deadlines, 10, 11, 135

multiple-handover projects, 133

multiple handovers, 10, 133, 134

multi-shot projects, 135

multi-tier supply network, 15, 71

Münich, 38, 75, 95, 116, 137, 221

N

Naples, 196, 197

Narrative Style, 49

NASA. See National Aeronautics and Space Administration

Nash Equilibrium, 32, 60, 61, 62, 68, 72, 73, 74, 77, 151, 223, 228

National Aeronautics and Space Administration (NASA), 102–104, 106, 121

network diagram, 14, 15, 23, 59, 127, 145–148, 151, 152, 186, 199, 208, 209, 211, 212, 215

no-deadline projects, 134

Nokia, 84–86, 102, 132

Nokia Village, 85, 102

nonproductive work, 10

“No Ranks, No Titles”, 130

novelty, 52, 80, 95–98, 166

Novelty, Technology, Complexity, and Pace (NTCP), 95–98

NTCP. See Novelty, Technology, Complexity, and Pace

NTCP analysis, 95

NTCP diagram, 98

O

OASI. See Organizational Achieving Styles Inventory

Odysseus, 28

off-field expert, 88

on-boarding meeting, 202, 203

one size does not fit all, 4

one size fits all, 79, 90

one-shot project, 137

open-skill, 9, 10, 161, 204

operational disruptions, 9, 37, 73, 101, 203, 213, 225

operations managers, 7, 18, 43

opportunities for improvement, 82, 115, 181

optimistic estimate, 186

optimization, 6, 40, 41, 43, 110, 122, 146

Organizational Achieving Styles Inventory (OASI), 161, 163

original requirements, 123, 124

Osaka, 213

overlapping phases, 154

over-organization, 21

over the fence, 5, 48, 80, 177

P

padding, 70, 184, 199

Pareto optimum, 42

paying customers, 5, 6, 37

PDCA. See Plan-Do-Check-Act

PDCA cycle, 56

PDM. See Precedence Diagramming Method

penalties, 10, 11, 59, 66, 117, 118, 133, 149, 214

Pennebaker, James, 49

performance reviews, 46

performing organization, 5, 7, 32, 34–38, 58, 93, 105, 107, 128, 132, 161, 177, 184, 210, 225

periodic table, 26, 27, 79, 90, 131

Personal Style, 159

PERT. See Program Evaluation and Review Technique

pessimistic estimate, 186, 190

phantom resources, 14, 109

phase exit criteria, 153

phase gate, 135

phase-gate approach, 8

Philosopher’s stone, 86

Physical era, 157, 224

Plan-Do-Check-Act (PDCA), 2, 56, 153

Plan-Do-Study-Act, 56

planning horizon, 99, 127, 145, 152, 166, 209

PMBOK^® Guide, 22, 25, 56

PMI. See Project Management Institute

PMIRR. See Pressure Modulated Infrared Radiometer

PM Network, 23, 26, 145

PMO. See project management office

PMP^® certification. See Project Management Professional^® certification

Polaris, 146

poor practice, 109

portfolio, 13, 37, 47, 50, 65, 68, 69, 111, 121, 141, 149, 151, 152, 155, 193, 202

Portfolio review board, 193

Power Style, 159, 164, 166

practitioners, 9, 12, 18, 25, 26, 31, 40, 51, 83, 84, 87, 95, 123, 129, 165

Precedence Diagramming Method (PDM), 146, 147, 151, 208, 209, 212

predictability, 6, 11, 18, 40, 41, 43, 55, 80, 125, 127, 137, 146–148, 152, 153, 166, 203, 208

predictability and order, 6, 11, 18, 40, 43, 55, 127, 203

predictable project, 94, 125, 139

predictionism, 148

predictions, 94, 109, 125, 127, 146–148, 151, 153, 165, 166, 171, 206–208, 210, 212, 213, 216, 229

predictive, 40, 92, 125–127, 140–142, 144–146, 148, 153, 155, 165, 166, 171, 208, 210, 212–214

prescriptive standards, 21, 22

pressure, 2, 3, 9, 21, 47, 52, 59, 66, 68, 74, 98, 121, 133, 134, 160, 174, 177, 179, 183–185, 187, 188, 190, 196, 201, 217, 225

Pressure Modulated Infrared Radiometer (PMIRR), 121

PRINCE2, 13, 21, 83

principal project, 80, 94, 121–123, 152

prioritization, 13, 37, 48, 50, 133, 150, 216, 217

Prisoner’s dilemma, 62

privity of contracts, 72, 73

procurement, 15, 38, 85, 135, 182, 200

product backlog, 207

product owner, 23, 143, 206, 207

professionalization, 82

profit center, 5, 32, 33, 36–38, 66, 93, 117, 127, 136

profits, 48, 64, 66, 84, 85, 104, 150

Program Evaluation and Review Technique (PERT), 146, 186–190, 209, 210, 212

progressive elaboration, 32, 108, 109, 127, 155, 156, 191, 214

project budget, 7, 37, 107, 217

project charter, 2, 22, 35, 176, 200

project customer, 5

project life cycles, 139

Project Management Institute (PMI), 22, 23, 25, 38, 56, 75, 89, 91, 95–97, 123, 145

project management office (PMO), 37, 50, 71, 91, 141, 142, 155, 204

Project Management Professional (PMP^®) certification, 4, 91

project management team, 8, 24, 32, 38, 65, 128

project/operations overlay, 45

project portfolios, 13

project scope management, 192

project situations, 3–5, 8, 50, 93, 124, 127, 140, 147, 228

project sponsor, 7, 23, 35, 37, 38, 156, 193

project team, 2, 10, 13, 19, 24, 46, 54, 75, 80, 93, 99, 101, 105–108, 121, 126, 128, 133, 143, 144, 149, 151, 173, 177, 178, 202, 208, 217

project time management, 192

project traffic lights, 48

proposal writing, 83

proven best practice, 83

Pulse of the Profession analyses, 123

Q

quality management, 21, 29, 44, 45, 192, 215

quick win, 144

R

ramp-up, 115, 116, 137

rapport, 46, 49, 101, 102, 105, 159, 160

Reed, George, 219

REFA. See Reichsausschuß für Arbeitszeitermittlung

refinement, 156, 191

registers, 194, 195, 200

regulatory requirements, 6

Reichsausschuß für Arbeitszeitermittlung (REFA), 40

Relational Style, 159, 160

Remington Rand Univac, 146

repeatability, 87, 89

repetitive activities, 5, 40

Request for Proposal (RFP), 11, 51

Requirements register, 199, 201, 203

research project, 4, 48, 89, 164

resistance, 9, 12, 19, 24, 49, 70, 92, 101, 174, 176, 180, 187, 192, 208, 217, 225, 226, 228

resource availability, 15, 198, 200, 209

result contract, 118

reviews, 41, 46

rework, 64, 66, 113, 114, 127, 144, 147, 148, 198, 207, 213

RFP. See Request for Proposal

risk management, 2, 37, 71, 114, 117, 123, 137, 197

road construction, 17, 19

Rolling wave, 127, 141, 149, 152–156, 165, 166, 191, 214

Rome, 213

root cause, 48, 92, 103, 107, 114, 116, 129, 181, 195

Roy, Bernard, 146

RPlan, 148

Rugby, 204

S

SAIC. See Stakeholder Attitudes Influence Chart

Samsung, 85

San Francisco, 20

San Francisco-Oakland Bay Bridge, 20

Sarbanes-Oxley Act (SOX), 6, 47, 122

Satariano, Adam, 135, 137

satellite project, 94, 120–123, 152, 170

scaling effects, 6, 40, 85

schadenfreude, 191

Schön, Donald, 52, 53, 56, 57

Schürch, Hermann, 127

Schwaber, Ken, 204

Shenhar, Aaron, 95–98

scheduling, 37, 59, 198, 213

scientific requirements, 124

Scrum, 13, 21, 120, 143, 144, 204–208

Scrummage, 204

Scrum master, 143, 207

Scrum team, 207

Scylla, 28

Self-organization, 144, 145, 204, 206

SEPA. See Single Euro Payments Area

separation of work

Servant of Two Masters, 46, 109

service contract, 118

Seven Wonders of the Modern World, 20

Shakespeare, 69, 75, 219

shelf warmers, 111

side effects, 83, 157

siloed project, 92, 93, 102, 107, 167

siloed teams, 105

single-deadline projects, 134

Single Euro Payments Area (SEPA), 123

single-handover projects, 133

single-loop learning, 52, 54, 55, 57

sink, 210, 220

SitPM. See situational project management

situational approach, 17, 26, 173, 192, 220

situational intelligence, 26, 30, 51, 90, 223

situational project management (SitPM), 4, 77, 82, 84, 90, 91, 139, 173, 198, 214, 217, 223

situational understanding, 88

Skunk Works, 105

slack, 14, 15, 199, 210, 211

smartphone, 85, 86, 102, 135, 136, 138

social competency, 49

Social Style, 160

software, 8, 12, 15, 17, 19, 40, 58, 63, 66, 70–74, 81, 84–86, 88, 98, 99, 101, 103, 104, 106, 107, 110, 112, 113, 118, 122, 123, 126, 128, 131, 133, 134, 136, 140, 143, 147, 148, 152, 153, 155, 173, 179, 183, 184, 194, 195, 198–200, 204, 209, 210, 212, 215

solid project, 93

SoW. See Statement of Work

SOX. See Sarbanes-Oxley Act

span of control, 44, 45

special purpose vehicle (SPV), 48

speed of change, 8

SPM. See Swiss Project Management Association

sprint, 143, 144, 206–208

sprint backlog, 207

sprint durations, 143

sprint planning meeting, 207

sprint review meeting, 207

SPV. See special purpose vehicle

SRD. See staged response diagram

StaFFA. See Stakeholder Force-Field Analysis

staff attrition

staged deliveries, 10, 11, 133, 137

staged response diagram (SRD), 214–216

stage gate

stake, 23, 24, 196, 228

stakeholder, 8, 11–13, 17, 22–26, 57, 89, 93, 102, 126, 148, 156, 174, 176, 192, 197, 216, 217, 227, 228

Stakeholder Attitudes Influence Chart (SAIC), 216, 217

Stakeholder Force-Field Analysis (StaFFA), 174, 175, 176, 180

stakeholder management, 93, 102, 216, 217

stakeholder orientation, 8, 11

stand-alone project, 94, 120, 170

standardization, 21, 22, 75

standard metrics, 192

standards, 7, 21, 22, 37, 89, 103, 136

Standish Group, 123

start of production, 10, 58, 200

Statement of Work (SoW), 135, 200

statistoid, 183, 188

steering committee, 156

Stevenson, Robert Louis, 158

stock exchanges, 6, 47, 122

Stonehenge, 74

story-telling, 49

strategic goal, 34

street price, 111

street smartness, 90

strong matrix, 46, 117, 133, 137

Stuttgart Hauptbahnhof, 99, 100

subcontractor, 15, 16, 18, 59, 71–73, 103, 104, 119, 146, 227

supervisor, 23, 25, 29, 53, 203

supply networks, 15, 16, 71, 72, 103

surrounding environment, 43

Sutherland, Jeff, 204

Suvarnabhumi Airport, 115, 116

swim-lane diagrams, 41

swim lanes, 41

Swiss Project Management Association (SPM), 91

Symbian, 85, 86

system engineering, 103

T

T&M. See time and material

Tailor rule, 190

tangible investments, 22

taxonomy, 79

Taylor, Frederic Winslow, 40

team assignments, 109

team attrition, 129, 164, 223

technology, 6, 31, 86, 91, 95, 97, 102, 104, 106, 129, 224

termination, 25, 119, 193, 203

termination for convenience, 119

terminology, 3, 22, 25–27, 37, 98, 123

the way is made by walking, 94, 126, 141, 171, 208

three-point estimates, 188

throughput numbers, 40

time and material, 117, 118, 120

time & material (T&M) contract, 117

time bomb, 106, 191, 196, 197

time buffers, 147, 212

time zone difference, 46

Tokyo, 195

top-down, 29, 125, 128, 130, 141, 148, 172, 218

Toyota Production System (TPS), 40, 92, 180

TPS. See Toyota Production System

Tragedy of the Commons, 65, 69, 73, 130

training company, 82, 119, 221

Transatlantic Trade and Investment Partnership (TTIP), 12

traps in terminology, 25

triple constraint, 192

troubled projects, 113

trust, 16, 29, 61, 72, 76, 77, 98, 101, 106, 113, 114, 133, 137, 160, 181, 201, 206, 221, 227, 228

TTIP. See Transatlantic Trade and Investment Partnership

two-players’ games, 62, 65

two-point estimates, 188

typification, 90, 139

typology, 5, 33, 77, 79, 90, 91, 93, 96, 127, 131, 164

typology of projects, 77, 79, 93, 127, 164

U

uncertainty, 3, 4, 12, 18, 51–54, 69, 107, 114, 139, 140, 181, 183, 184, 189, 197, 198, 203, 207, 224

uncritical activities, 14

under-organization, 21, 223

uniqueness, 5, 6, 21, 42, 52, 82, 89, 90, 98, 228

Universal World Time (UTC), 181

University of Manchester, 94

unrealistic plans, 14

US National Football League, 21

user experience, 86

UTC. See Universal World Time

V

Valve Corporation, 130

Vesuvius, 196, 197

Vicarious Style, 161

virtual team, 17, 105

Vitruvius, 20, 205

V-Modell, 21

von Gerkan, Meinhard, 191

von Neumann, John, 62

W

Walker, Morgan, 146

Wall Street Journal, 195

warning limit, 215

Waterfall, 141, 142, 145, 148, 153, 165, 166, 168, 170, 171

WBS. See Work Breakdown Structure

weak matrix, 46, 108, 117, 133, 178

Weissach, 105

WL Gore, 130

Work Breakdown Structure (WBS), 81, 128, 144, 145

worker protection, 29

workflow definition, 147

workflow logic, 41

workflows, 23, 114

worst-case scenarios, 29

Wysocki, Robert, 139, 140, 155, 185, 199

Z

Zombie project, 20, 24, 139, 176