Index
Italicized page numbers indicate figures and tables.
A
ABCDs, of objectives, 17, 101
Accelerated Learning Fieldbook, The, 23, 30, 33
ADDIE
milestones and, 60–61, 62–64, 63
phases of, 30–31, 31
practical exercise, 50–51
problems with, 38–39
risk and, 43
Agile, 45–48, 64
Allen, Michael, 40–41
alpha testing, 32
analysis
in ADDIE, 31, 31
in PACT model, 100, 101–102
AT&T Bell Labs, 65–66
attitude, behavioral change and, 16
audience, objectives and, 17, 101
auditory learning, 23
“avoid cost” projects, 11–12
B
backwards chaining, learning sequences and, 36
bad news, delivering sooner rather than later, viii, 10, 13, 55
behavior, learning objectives and, 17, 101
beta testing, 33
bodily/kinesthetic intelligence, 37, 38
Brandon, Bill, 36
Brooks, Frederick, 65
budgets
managing changes in, 80
planning and, 69, 70, 72, 75
project management and, 74, 75
see also costs
business objectives, defining for project charter, 11–12, 25–26
C
causal loop diagram, of communication, 110–112, 111
change, managing of
advantages and disadvantages of approaches to, 120
budgets and, 80
constraints and, 78–79, 84
control of change contrasted, 74–75
external suppliers and, 119–120, 120
governance plan and, 76–77
project charter and, 77–78
risk issues, 78–79
scheduling and, 79–80
charter. See project charter
checklists
for Dare stages, 124–125
of tasks, 50, 59–60
communication
with external suppliers, 110–112, 111, 116–119, 117, 118
importance of open, 3
with stakeholders, 22–23, 28
condition, learning objectives and, 17, 101
constraints
documenting for project charter, 21–22, 21, 28
managing changes in, 78–79, 84
consulting projects, 99–107
learning experience and performance consulting compared, 104–105, 104
PACT Model plan for, 100–104, 100, 107
practical exercises, 105–106, 107
working back from due date for, 103–104
contractor law, 114–115
co-project managers, 4
corporate environments, challenges of, 47
costs
as project constraint, 21–22, 21, 78–79, 87
troubleshooting tips, 81–82
see also budgets
Coward, Noël, 119
creation, in PACT model, 100, 102–103
critical path method (CPM), of project schedule visualization, 66–67, 67
customer intimacy, shared risk and, 120–121
D
Dare Approach, 5–6, 5
checklist for success, 124–125
debriefing questions, for post-project review, 90–91
“define,” in DARE approach, 5, 5, 124. See also project charter
degree, learning objectives and, 17, 101
design, in ADDIE, 31, 32
Design Thinking, 48–50
detailed RFP, 112, 113
development, in ADDIE, 31, 32
Discipline of Market Leaders, The (Treacy and Wiersema), 120
due dates
consulting and, 103–104
establishing for project schedule, 56, 61–64, 63, 64, 71
durations estimations, for project schedule, 61–62, 65–66
E
efficient work, in SAM, 40, 42
effort estimations, for project schedule, 61–62, 65–66
emotional intelligence, 37, 38, 92–94, 93
environmental factors, task scheduling estimations and, 66
evaluation, in ADDIE, 31, 33
existential intelligence, 37, 38
expertise, task scheduling estimations and, 65
external suppliers, 109–122
change management and, 119–120, 120
communication with, 110–112, 111, 116–119, 117, 118
confidentiality and, 115–116
contractor tax law and, 114–115
post-project review and, 120
practical exercises, 121–122
request for proposals and, 112–114, 112
shared risk and, 120–121
F
Fifth Discipline, The (Senge), 94
flexible structure, for project schedule, 54
G
Gantt chart, for project schedule visualization, 66, 67–68, 68
Getting Past No: Negotiating Your Way from Confrontation to Cooperation (Ury), 118–119
governance plan, 23, 28, 76–77
Green, Angel, 48
H
Hall, Brandon, 61
I
implementation, in ADDIE, 31, 32–33
“improve service” projects, 11–12
Innovative Performance Support: Strategies and Practices for Learning in the Workflow (Gottfredson and Mosher), 1
intellectual property, external suppliers and security of, 115–116
interpersonal intelligence, 37, 38
intrapersonal intelligence, 37, 38
INVEST-U rubric, for Agile stories, 45–46
IRACIS, 11–12
issues, keeping log of, 78
iterative design and development, in SAM, 42
J
Jones, Caper, 62
K
kinesthetic learning, 23
Knight, Bobby, 7
knowledge
behavioral change and, 16
life cycle of, 90
see also post-project review
Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation, The (Nonaka, Takeuchi, and Takeuchi), 90
L
labor expense, 62
Learner First Approach, 30, 33, 34
creating exercises before lecture material, 35
managing politics, 33–35
sequencing objectives, 36–38
learners
as stakeholders, 4
types of, 23
learning and development programs, 29–51
ADDIE, 30–33, 31, 38–39, 43, 60, 62–64, 63
Agile, 45–48, 64
Design Thinking, 48–50
Learner First Approach, 30, 33–38, 34
practical exercise, 50–51
SAM, 39, 40–44, 41, 62, 64
using for task identification, 58
learning objectives, in project charter, 16–17
Leaving ADDIE for Sam: An Agile Model for Developing the Best Learning Experiences (Sites), 43
linguistic/verbal intelligence, 37, 38
LLAMA (Lot Like Agile Methods Approach), 45
logical/mathematical intelligence, 37, 38
M
Making Change Work (IBM survey), 90
“manage,” in DARE approach, 5, 6, 125
management, of project, 3, 73–88
budget and, 74, 75
change and, 74–80
lessons from past, 83–84
practical exercises, 84–88
project management defined, 2–3
roles in, 3–5
troubleshooting tips, 80–83
Managing Transitions: Making the Most of Change (Bridges), 119–120
McAfee, Andrew, 49
milestones, creating for project schedule, 56, 60–61, 71
multiple intelligences, learning sequences and, 37, 38
multiple project managers, 4
musical intelligence, 37, 38
Mythical Man Month, The (Brooks), 65
N
Narrative Science, 49
naturalist intelligence, 37, 38
O
objectives, in project charter, 11–12, 15–18, 25–26
open-ended questions, post-project review with, 91–92
organizing, in project management, 3
outsourcing. See external suppliers
P
PACT Model
for consulting projects, 100–103, 100
percentage breakdown for parts of, 103–104
time breakdown and, 107
people dependency, 65
performance measurement, learning objectives and, 16–17
“plan”
in DARE approach, 5, 6, 125
in PACT model, 100, 101
planning, in project management, 2. See also project schedule
preparation, efficient work and, 42
PRINCE2 (Projects IN Controlled Environments), xiii
process, projects distinguished from, 2, 2
project
defined, 2
process distinguished from, 2, 2
project charter, 5, 9–28
business objectives definition, 11–12, 25–26
case study basics for, 10
change and, 77–78
constraints documentation, 21–22, 21, 27
as draft plan, 10, 25
evolution of, 55
governance plan, 23, 28
objectives in, 11–12, 15–18, 25–26
practical exercises, 25–28
risk documentation, 18–21, 20, 27
scope documentation, 12–15, 13, 26
stakeholder communication plan, 22–23, 28
transition plan, 24, 28
project management. See management, of project
Project Management Body of Knowledge (PMBOK), xii, 6
Project Management Institute (PMI), xii
Project Management Professional (PMP) certification, xii, xiii
project manager
business objectives and, 11–12
in “plan” phase, 6
project charter evolution and, 55
project objectives and, 15
project scope and, 12–14
risk assessment and, 21
roles of, 3, 4
see also management, of project
project objectives, documenting for project charter, 15–18, 26
project schedule, 6, 53–72
budget planning, 69, 70, 72
due date establishing, 56, 61–64, 63, 64, 71
error of creating first, 9
managing changes in, 79–80
milestone creation, 56, 60–61, 71
practical exercises, 71–72
project charter evolution and, 55
task identification, 56–60, 57
task order determination, 56, 60
task owner assigning, 56, 64–66, 65, 72
tips about, 70–71
visualizing of, 66–69, 67, 68
project sponsors
business objectives and, 11, 12
change and, 77–78
constraints and, 22
in “define” phase, 5
in Learner First Approach, 34
project objectives and, 15
project scope and, 13–15, 13
roles of, 3–4
project-related work, task scheduling estimations and, 65–66
Q
quality
defining, in SAM, 40, 41–42
as project constraint, 21–22, 21, 78–79
troubleshooting tips, 82–83
Quill, 49
R
rating scale, post-project review with, 91
reinforcing loop, in communication, 111–112
request for proposal (RFP), 112–114, 112
“review,” in DARE approach, 5, 6, 125
review, of project, 89–98
approaches to, 90–91, 91–92
external suppliers and, 120
lessons from past, 96
practical exercise, 97–98
with system thinking, 94–96, 95
risks
avoiding, in SAM, 40, 43–44
documenting for project charter, 18–21, 20, 27
sharing with external suppliers, 120–121
Rolling 2 Milestones, 64
S
SAM (Successive Approximation Model), 39, 40–44, 41
milestones and, 64
project estimation and, 62
schedule. See project schedule
scope
change and creep of, 77
documenting for project charter, 12–15, 13, 26
project charter evolution and, 55
task identification and, 58–60
working with external suppliers and, 117
Sites, Richard H., 40
skills, behavioral change and, 16
slack time, 67
software programs, project scheduling and, 56, 66–69, 67, 68. See also learning and development programs
spatial/visual intelligence, 37, 38
sponsors. See project sponsors
stakeholders
business objectives and, 12
communication plan for, 22–23, 28
project charter evolution and, 55
project scope and, 12–15, 13
roles of, 4
stories, in Agile method, 45–47
system objectives, in project charter, 17
system thinking, for post-project review, 94–96, 95
T
task dependency, 60
tasks
assigning owners of, 56, 64–66, 65, 72
determining order of, 56, 60, 63
project schedule and, 56–60, 57
projects distinguished from, 2
tax issues, of contractors, 114–115
testing, two types of, 32–33
Thiagi, facilitation exercise and, 93
time
as project constraint, 21–22, 21, 78–79, 86, 88
troubleshooting tips, 80–81
time sheets, tracking with, 62
Torrance, Megan, 45
training manager, in Learner First Approach, 34
transition
in PACT model, 100, 103
planning for, 24, 28
V
vague RFP, 112, 113
visual learning, 23
W
waterfall methodology, 30, 38–39
“why” questions, for post-project review, 94–96, 95
work breakdown structure (WBS), task identification and, 57–58, 57
work efficiency, in SAM, 40, 42
working back from due date, consulting and, 103–104