Index
A
action formula, leadership, 10
administrative closure, 93–94, 115
administrative principles, 115
agenda, 39–41, 115
align, 24–27, 115
authorize work, 68–69, 115
available to promise document, 70, 115
B
B2B. See business to business
behavioral sciences approach, 3, 115
body language, 53
brainstorm, 30, 115
budget, 45, 55–56, 115
bureaucratic organizations, 3, 115
business analyst, 32, 59, 77, 115
business case, 82, 115
business to business (B2B), 18–21, 115
buy-in, 115
C
California Semiconductor Manufacturer (CSM), 18–21
celebrate, 93, 115
challenges, project leadership, 95–96
change control plan, 70–71, 115
change management, 71–73, 115
change request document, 71, 116
charismatic leadership, 9
classic approach, to management, 3
closing. See project closing
CMOS. See complementary metal-oxide
semiconductor
collaborate, 33, 59, 116
collection of knowledge, 47
commit, 44–48, 116
commitment
project executing, 83
project initiating, 48
project planning, 65
communication and control plan, 116
communication plan, 47, 60
complementary metal-oxide semiconductor (CMOS), 19, 116
conceptual skill, 116
configuration, 116
conflict management, 116
consensus, 37, 116
contemporary management, 4
contingency plan, 53, 116
contingency view, 4, 116
control, 3, 68–69, 116
coordinate, 73–74, 116
core team
criteria for selecting, 34–35
definition, 116
roles, 32
corrective action, 116
cost benefit analysis, 29–30
critical success factors, 116
CSM. See California Semiconductor
Manufacturer
customer
culture, 83
definition, 116
securing acceptance of, 82–83
understanding and responding to, 50–53
customer integration initiative, 25
D
decision-making, 37–39, 116
delegate, 37–38, 116
deliverables, 45, 54, 72
detailed plan, 53–57, 116
discipline, 71, 116
documentation
customer conversations, 52–53
project output, 51
duration, 117
Dynamic Random Access Memory (DRAM), 19, 117
E
earned value, 117
economic forces, 117
effective, 78, 117
efficient, 117
empower, 81, 117
enterprise resource planning (ERP), 25, 117
ethics, 31
excite, 36, 117
executing. See project executing
executive team, 31, 117
F
fabrication, 19, 117
fabricator (fab), 19, 117
facilitator, 36, 40, 78–79, 117
freeze, 117
functional specifications, 117
functional structure, 117
G
global and societal leadership, 10–11
group dynamics, 117
group skills, 7
A Guide to the Project Management Body of Knowledge (PMBOK®), 12
H
hazards, 46
humane and ethical leadership, 10
humanistic perspective, 117
human relations
project initiating, 41
project planning, 62
human relations movement, 3, 117
human resources
project closing, 91, 93
project executing, 77, 80
project initiating, 35
project planning, 60
human skill, 117
I
IC. See integrated circuit
implementation, 59, 117
inform, 60–62, 117
initiating. See project initiating
integrate, 57, 118
integrated circuit (IC), 19, 118
integrated project plan, 57–58, 118
internal customers, 118
J
justify project, 29–31, 118
K
key project participants, 31–35, 118
key stakeholder, 118
key stakeholder approval, 118
L
lead by example, 76
leader, 118
leader-imposed, 37, 118
leadership
action formula, 10
charismatic, 9
functions, 5
global and societal, 10–11
group skills, 7
humane and ethical, 10
multicultural, 11
organizational skills, 7–8
politics, 8–9
situational, 7
trait theory, 5–6
leading, 3, 77–80, 118
learning organization, 5, 72, 118
legacy system, 29, 118
lessons learned, 89–90, 118
M
management, 1–2
management information system (MIS), 118
management science, 118
Maslow’s hierarchy of needs, 3–4
mathematical models, 3
matrix management, 118
meeting management, 39–42, 118
meeting minutes, 118
meeting process, 118
mentor, 25, 119
Microsoft® Project, 54
milestone, 80, 119
milestone plan, 54, 119
MIS. See management information system
mission statement, 3, 119
mistakes, admitting, 73
monitor, 70–73, 119
morale, 80–82, 119
motivate, 62–63, 119
multicultural leadership, 11
multi-voting, 30, 119
N
network design document, 119
networking, 119
networking team, 59, 119
O
objectives, 119
operating methods
decision-making, 37–39
definition, 119
importance of, 35–37
meeting management, 39–42
operational planning, 2
orchestrate, 119
organization, 74, 119
organizational constraint, 119
organizational culture, 119
organize, 119
organizing, 2, 119
oversee, 119
P
paradigm, 119
participative leadership, 119
performance, 75, 119
plan, 120
plan-do-check-act model (PDCA), 120
planning. See project planning
plus delta, 40–41, 120
PMI®. See Project Management Institute
political forces, 31, 120
politics, sharing power, 8–9
polling, 120
power, sharing, 8–9
predecessor, 120
preplanning, 120
prioritize, 52, 120
problem-solving, 72, 81, 120
process improvement, 120
project, 13, 120
project budget, 45, 55–56, 116
project case study
background, 18–19
business model, 19
business philosophy, 20
management team, 20
operational highlights, 20–21
project charter
definition, 120
example, 45
importance of, 44
three Cs, 47
three Hs, 46
three Ws, 46
project closing
auditing project, 86–87
capturing and sharing lessons learned, 89–90
celebrating project completion, 93–94
definition, 120
importance of, 85–86
reassigning workers, 90–91
rewarding and recognizing participants, 91–93
terminating project, 87–89
project details
project closing, 89
project executing, 73
project initiating, 29
project planning, 57
project executing
authorizing work, 68–69
coordinating work across multiple projects, 73–77
definition, 117
importance, 67–68
leading teams, 77–79
maintaining morale, 80–82
monitoring progress and controlling changes, 70–73
securing customer acceptance, 82–83
project initiating
aligning with parent organization, 24–27
decision-making, 37–39
definition, 118
importance of, 23–24
key participants, selecting, 31–35
management support, developing, 42–43
meeting management, 39–42
operating methods, determining, 35–37
project commitment, 44–46
project details, 29
project integration, 31
project justification and selection, 29–31
project priorities, 27
risk analysis, 27–29
project integration
project closing, 90
project executing, 74
project initiating, 31
project planning, 58
project kickoff meeting, 63–64, 120
project leader
definition, 15, 120
level of effort, 16–17
responsibilities, 23–24
stage-specific project leadership tasks, 17–18
project leadership assessment
individual, 103–107
organizational, 97–102
team, 108–114
project lifecycle, 14–15, 120
project management, 11–13
Project Management Institute (PMI®), 12
project manager
candidate qualifications, 32
definition, 120
skills, 15
project office, 120
project planning
definition, 120
developing communications plan, 60–62
importance of, 49–50
integrating project plans, 57–58
motivating participants, 62–63
overseeing detailed plan development, 53–57
securing stakeholder approval, 63–65
selecting remainder of project participants, 58–60
types, 2
understanding and responding to customer, 50–53
project priorities
project closing, 87
project executing, 69
project initiating, 27
project planning, 53
project promotion, 43
project closing, 93
project executing, 82
project initiating, 43
project planning, 63
project report, 60
project sponsor, 31–32, 120
project status report, 60
project update, 60
Q
quality, 120
quality assurance (QA), 54, 121
R
recognize, 91–93, 121
resources, 55, 121
reward, 91–93, 121
risk, 27, 121
risk assessment, 27–29, 121
risk plan, 121
roles, 31–35, 121
S
schedule, 52, 121
scientific management, 3, 121
scope, 50, 52, 72, 121
scoring model, 38–39, 121
scribe, 36, 40, 121
SIPOC. See supplier-input-process-output customer model
situational leadership, 7, 121
SME. See subject matter expert
social forces, 121
sponsors, profiles of, 32
stakeholders, 63–65, 121
Static Random Access Memory (SRAM), 19, 121
steering team, 31, 121
strategic customer integration initiative, 121
strategic planning, 2
stress test, 82, 121
subject matter expert (SME)
definition, 122
importance of, 34–35
work breakdown structure, 54
subteam, 59, 121
supervise, 75–77, 122
supplier-input-process-output customer model (SIPOC), 50–51, 122
supply chain, 122
support, 122
system, 74, 122
system requirements document, 122
systems theory, 4, 122
T
tactical planning, 2
team-building, 35–36, 78, 122
team charter, 122
team meetings, 60
team project status reports, 60
technical architecture specification document, 122
technical design specification document, 51, 122
technical lead, 32, 122
technical skill, 34, 59, 122
technical team, 51, 59, 122
terminate project, 87–89, 122
test plans, 59, 80, 82, 122
Theory Z, 122
top management support, developing, 42–43
Total Quality Management (TQM), 4, 122
touchpoints, 72, 122
tradeoff, 34, 58, 123
trait theory, 5–6, 123
transition document, 82, 123
U
use case document, 123
V
virtual fab, 19, 123
vision, 26, 33, 123
vote, 37–38, 123
W
wafer, 19, 123
weighted scoring model, 38–39, 121
work breakdown structure (WBS), 53, 123