Index
A
AC (actual cost), 295–298, 638–639
accept, risk response, 84
acceptably leveled schedule, 267
acceptance test procedures (ATP), 312–314, 375. See also client acceptance
accommodators, 234–236, 238, 242, 244, 246–247
action to be taken, risk log, 85
active projects. See MANAGE active projects
activities. See also business processes; tasks
bounded, 173
business process, 119
complex, 7
tasks v., 166
WBS completeness test, 172–175
activity duration estimates, 158, 163, 593
activity schedules
design-build-test-implement approach, 179
JPPS deliverable, 164
launching, 21
actual cost (AC), 295–298, 638–639
ACWP (Actual Cost of Work Performed), 296, 639
ad hoc level, 589
Adams, Anthony, 279
adaptability
core project team members, 230
Adaptive Cycle Plan phase, 407–408
Adaptive PMLC models, 47, 49, 398–445. See also Adaptive Project Framework
Agile models, 379
graphical depiction, 407
cancellation, 399
characteristics, 403
choosing, 408
client involvement, 405, 443–445
co-located teams, 383
DSDM, 57, 379, 391, 399–400, 406, 438–440
software development projects, 48, 406
Iterative models v., 378–379, 400
launching phase, 401
non-value-added work, 403–404, 409
process group-level diagram, 399
scope change requests, 404
scoping phase, 400
best-fit choice, 131
client involvement, 439
Product Owner, 131, 405, 439–440, 441–443
rugby v., 439
software development projects, 46
solution clarity, 408
types, 406
Adaptive Project Framework: Managing Complexity in the Face of Uncertainty (Wysocki), 408
Adaptive Project Framework (APF), 408–437. See also swim lanes
Adaptive PMLC model, 379, 391, 406
APM approach v., 49
budget, 418
graphical depiction, 429
PDQ case study, 433
functionality, 427
graphical depiction, 427
monitor/adjust, 428
graphical depiction, 421
work packages, 426
graphical depiction, 413
implementing, 437
non-value-added work, 412, 423–424
phases, 412
PMLC models integration, 436–437
graphical depiction, 434
Version Scope v., 433
software development projects, 379–380, 408, 450
TPM v., 410
value, 437
graphical depiction, 414
Post-Version Review v., 433
prioritized scope triangle, 415–417
Adaptive Software Development. See ASD
Adaptive Software Development: A Collaborative Approach to Managing Complex Systems (Highsmith), 406
adversarial relationship, 88
Agile Manifesto (Fowler & Highsmith), 35n1, 323, 379, 379n1, 380
Agile Project Management: Creating Innovative Products (Highsmith), 324
Agile Project Management (APM), 44–49, 377–451. See also Adaptive PMLC models; Iterative PMLC models
Agile Manifesto, 35n1, 323, 379, 379n1, 380
APF v., 49
business value, 337
change, 336
client's comfort zone, 332
closing next iteration/cycle, 447
closing project, 448
co-located teams, 46–48, 59, 329, 382–384, 388
core team members, 228
cycle timeboxes, 58
Extreme PMLC models v., 459–460
flexibility, 327
graphical depiction, 55
launching next iteration/cycle, 446–447
models, 379
non-value-added work, 384
Q3/Q4 projects, 379
monitoring/controlling next iteration/cycle, 447
non-value-added work, 326, 400, 655
planning next iteration/cycle, 446
projects
client involvement, 46
major issues, 380
percentage of, 47, 154, 322, 377, 378
risk level, 45
untapped business opportunity, 45
without known solution, 45
scoping next iteration/cycle, 445–446
software development projects, 323, 380
team cohesiveness, 329
teams, 388
tools/templates/processes, 445
TPM with, 47
WBS, 48
agile project portfolios
defined, 572
HRMS, 383
life cycle
ESTABLISH portfolio strategy, 573, 575
EVALUATE project alignment, 573, 575
MANAGE active projects, 573, 575, 580–581
SELECT balanced portfolio, 573, 575, 577–580
project types, 581
risk, 576
Agile Project Portfolio Management (APPM), 572–581
PMLC model integration, 574–576
Agile Software Development with Scrum (Schwaber & Beedle), 439
agreement, COS process, 108
aligned projects, 531
American Red Cross, 689
analyze current situation, distressed projects, 640–645, 654–655
Annotation flowchart symbol, 120–121
APF. See Adaptive Project Framework
APM. See Agile Project Management
appendices, project proposal, 220
APPM. See Agile Project Portfolio Management
approval process, POS, 144–147, 221
architectural-design tool, WBS, 167
As Is business process, 119, 604, 610, 623
ASD (Adaptive Software Development)
Adaptive PMLC model, 379, 391, 406
graphical depiction, 407
ashtrays, 132
Assessment and Analysis phase, CPIM, 600–602
assignable, S.M.A.R.T. characteristic, 137
assigning resources. See resource assignments
assignment sheets, work package, 275, 277
assimilators, 234, 242–243, 246–247
associate manager
multi-team projects, 665
assumptions, risks, obstacles section, POS, 140–141
ATP (acceptance test procedures), 312–314, 375. See also client acceptance
autonomy, job design, 73
avoid, risk response, 84
avoidant, conflict resolution style, 248
B
BA (business analysis), 707–708, 710
background, project proposal, 219
balancing project teams, 233–235. See also conflict resolution; learning styles
BA/PM. See PM/BA
Barton, Clara, 689
BCG. See Boston Consulting Group
BCWP (Budgeted Cost of Work Performed), 296, 639
BCWS (Budgeted Cost of Work Scheduled), 296, 639
Beedle, Mike, 439
Bell Telephone Laboratories, 453
best-fit PMLC model
complexity, 502
factors, 35
project characteristics, 36
solution clarity, 38
four-quadrant project landscape, 35, 324, 502
meaningful client involvement, 642
requirements completeness, 30, 130
requirements gathering, 634
best-fit project structure
multiple team projects, 686–687
RUP, 131
Scrum, 131
best-practices constraints, 206–207
Better Online Solutions, 372
bidder questions, 89
big-picture improvement, 609
Blanchard, Kenneth H., 225, 657
Boeing 777, 208
Bohr, Neils, 103
Boston Consulting Group (BCG) Products/Services Matrix, 533, 535–536
bottom-up approach
APF implementation, 437
learning model, 1
PSO implementation, 520
Boundaries flowchart symbol, 120–121
bounded activity, 173
BPM (business process management), 689, 707–708, 710
BPMN (Business Process Management Notation), 125
brainstorming
Assessment and Analysis Phase, CPIM, 601
convention v., 250
divergers, 234
Extreme PMLC model, 456
launching Process Group, 374
problem-solving process, 243
risk identification list, 79
Root Cause Analysis results, 649
SPeculate, 463
Breakdown Structure. See RBS; Resource Breakdown Structure; WBS
breakeven analysis, POS, 143
briefing tool, 133
Bruno, Giordano, 149
budget, APF, 418
Budgeted Cost of Work Performed (BCWP), 296, 639
Budgeted Cost of Work Scheduled (BCWS), 296, 639
management reserve v., 258, 370
types, 369
Building Effective Project Teams (Wysocki), 235, 247
bureaucracy elimination, 607
burn charts, 290
Burns, Robert, 627
business analysis (BA), 707, 710
Business Analysis Body of Knowledge Guide (IIBA), 28
Business Analyst/Project Manager. See PM/BA
business climate, 58, 327, 336, 418, 583, 647
business outcomes, COS, 109
business processes. See also processes
BP4SO, 522
building WBS, 180
improvement opportunities, 609
indicators of needed improvement, 609
effectiveness, 606
efficiency, 606
graphical depiction, 119
integrated into business processes (level 4), 590
non-value-added work, 609
process level, RBS, 115
business process diagramming, 117
business process improvement project, 611–612
business process management (BPM), 689, 707–708, 710
Business Process Management Notation (BPMN), 125
business value
APF, 437
complexity/uncertainty domain v., 336–337
Extreme PMLC models, 457
Incremental PMLC models, 356–357, 359–360
IRACIS, 26
Linear PMLC models, 351
MPx models, 53
project classification, 19
project management definition, 27
by-business-unit approach, installed deliverables, 315
C
Campbell Soup Co., 279
cancellation
Adaptive PMLC models, 399
projects, Project Portfolio Management life cycle, 532
candidate risk driver template and assessment worksheet, 78, 80–81
Capability Maturity Model (CMM), 94, 508, 525, 589
Capability Maturity Model Integrated (CMMI), 508, 589. See also maturity
capacity constrained buffers, 369
capital budget projects, 529
career planning, PM/BA landscape, 706–707
Carlyle, Thomas, 689
cause-and-effect diagrams. See fishbone diagrams
CCPM. See critical chain project management
central limit theorem, 364
ceremonial acceptance, 313
certain events, 79. See also risks
CFs (critical factors), 591–594, 596–597, 599–600, 603
graphical depiction, 593
project failure, 591
challenge, 72
change
Adaptive PMLC models, 403
APM, 336
“Change or die,” 35
changing requirements and specification, 330, 501, 503, 707
complexity/uncertainty domain v., 335–336
every change is significant, 254
intolerance, 43, 152, 333, 390
Linear PMLC models, 43, 348–349
radical, milestone trend chart, 291–292
change control process, 256–257
chart of accounts (CoA), 178
Check Results phase, CPIM, 603
chefs/cooks analogy, 28, 33, 445, 449, 475, 494, 502, 588, 684, 689
choice process, PMLC models, 56–60
organizational environment, 59
team skills/competencies, 59–60
total cost, 57
Churchill, Winston, 149
clarification, COS process, 108
clients
comfort zone, 332
JPPS attendance, 161
POS approval process, 146
project notebook, 443
Scoping Meeting, 111
sign-off, 333
ceremonial, 313
formal, 313
graphical depiction, 429
PDQ case study, 433
client expectations
business process effectiveness, 605
client involvement
Adaptive PMLC models, 405, 443–445
complexity/uncertainty domain v., 331–333
Incremental PMLC models, 358, 360
Iterative PMLC models, 386, 390–391, 397
lack of user input, 330, 502, 593, 707
Scrum, 439
client teams, 227
Agile projects, 378
closing projects, 311
development teams v., 46, 50, 52, 237, 449
qualified co-project manager, 444–445
selection criteria, 231
xPM projects, 460
client-based escalation strategies, 307
client-facing, 116, 122, 351, 358
closing (Process Group), 311–320
approval for, 308
defined, 67
deliverables installed, 314–315
discussion questions, 320
final project report, 319
phase
Extreme PMLC models, 475
Iterative PMLC models, 388–389
post-implementation audit, 317–319
processes, 67
project documentation, 315–317
tools/templates/processes, 312
closing projects, in agile portfolios, 580–581
closing vendor contracts, 98–99
CMM. See Capability Maturity Model
CMMI. See Capability Maturity Model Integrated
CoA (chart of accounts), 178
Coad, Peter, 352
code reuse, 396
Collaborate phase, ASD, 406–407
collaboration
Adaptive PMLC model, 405
Agile manifesto, 379
APF, 410
ASD, 406
BA/PM professional, 709
client and development team, 46
co-located xPM team, 468
conflict resolution style, 248–249
DSDM, 438
JPPS, 164
multiple team project, 658
project kick-off meeting, 238
prototyping PMLC model, 392
requirements management, 97
scoping efforts, 105
SPeculate stage, 467
co-located teams
Adaptive PMLC models, 383
APM, 46–48, 59, 329, 382–384, 388
different time zones, 278
INSPIRE, 469
Iterative PMLC model, 383, 390–391
MPx, 329
team war room, 253
color-coded sticky notes, 155
combative, conflict resolution style, 248
comfort zone, client, 332
common cause variation, 363–364
common sense, organized, 27, 65, 327, 436, 689
communications management (Knowledge Area)
complexity/uncertainty domain v., 330–331
listening skills, 107, 189, 236
multiple team projects, 661
project failures, 74, 105, 108, 259, 330
information timing, 259
upward communications filtering, 263–264
completion
projects, Project Portfolio Management life cycle, 532
complex activities, 7
complex projects, 707–709. See also professional development program
disciplines needed
complexity/uncertainty domain, 323–338. See also project management landscape
adaptability, 328
client involvement v., 331–333
discussion questions, 338
Extreme PMLC models, 456
multiple team projects, 679–680, 686
team cohesiveness v., 329
TPM approach, 40
compressing schedules. See schedule compression
concurrent component engineering, 408
concurrent swim lanes, 353, 387, 401, 408, 431, 602
Conditions of Satisfaction. See COS
“Conflict and Conflict Management” (Thomas), 249
conflict resolution, 235–236, 241, 374, 675
avoidant, 248
combative, 248
Core Team, 675
resources, 249
connected activities, 7
Connector flowchart symbol, 120, 121
consensus building, 249
date, 209
design, 128
discretionary, 206
interproject, 208
logical, 207
product, 128
unique requirements, 207
construction phase, RUP, 395
consultants, JPPS, 160
consultative decision-making model, 245
Consulting and Mentoring service area, 485, 491–492
contingency planning, risk response, 84
continuous improvement
outsourcing v., 119
Continuous Process Improvement Model. See CPIM
adversarial relationship, 88
final contract negotiation, 95–96
contract team members, 231–233, 266
contractors, project kick-off meeting, 238
control charts, 615
controlling. See monitoring/controlling
convention, 250
convergers, 234–235, 242–243, 246–247
Cooke, Ernest F., 279
cooks. See chefs/cooks analogy
coordinator, team meetings, 251
co-project managers, 27, 46, 131, 411, 429, 444–445, 449
POS approval process, 145
Project Scoping Meeting, 110
Scoping Meeting, 111
Core Team (CT), 673–680. See also multiple team projects
defined, 673
roles/responsibilities, 674–676
structure, 674
COS (Conditions of Satisfaction), 107–110
business outcomes, 109
defined, 107
graphical depiction, 108
INSPIRE, 464
Root Cause Analysis, 336
cost. See also earned value analysis; scope triangle
earned value analysis, 98
Linear PMLC models, 349
PMLC model choice process, 57
prioritizing, 15
reduced, success criteria, 139
resource leveling, 271
scope triangle variable, 12
time and cost summary page, 220
variance, 284
cost and benefit analyses, POS, 143
cost budgeting, 198
cost buffers, 369
cost management (Knowledge Area), 68
cost performance index (CPI), 298–299, 557–562, 638–639
Couger, Daniel, 71, 71n1, 242–243, 246
CPI. See cost performance index
CPIM (Continuous Process Improvement Model), 584, 591, 598–623
Assessment and Analysis phase, 600–602
benefits, 604
business processes, 119, 604–612, 623
improvement opportunities, 609
indicators of needed improvement, 609
Check Results phase, 603
discussion questions, 623
graphical depiction, 598
Improvement Initiatives phase, 602–603
Iterative PMLC models, 397
overview, 480
PSO roles/responsibilities, 603
tools/templates/processes, 612–622
CPS (Creative Problem Solving) model, 242–244
crashing the task, 185
crashpoint, 186
Crawford, J. Kent, 519
Crawford-Mason, Clare, 583
Creative Problem Solving and Opportunity Finding (Couger), 242
Creative Problem Solving (CPS) model, 242–244
creeps, 16–17. See also scope creep
effort, 17
critical chain, 363
Critical Chain (Goldratt), 372
Critical Chain Project Management, Second Edition (Leach), 362–363, 368–369, 372, 375, 556, 580
critical chain project management (CCPM), 362–373
management reserve v., 258, 370
types, 369
defined, 363
project network diagram, 366–367
statistical validation, 364–366
critical factors. See CFs
critical mission projects, 403, 445
APF, 423
calculating, 213
defined, 210
negative time variances, 287
non–critical path tasks, 229, 271, 287, 306, 307, 308
tasks, 210, 212, 214–216, 229, 271, 274, 277
cross-project dependencies, 382
CT. See Core Team
cumulative reports, 282
current period reports, 281
cut-over approach, installed deliverables, 314
functionality, 427
graphical depiction, 427
monitor/adjust, 428
graphical depiction, 421
work packages, 426
cycle schedule, resource-loaded, 424–425
cycle timeboxes
Adaptive Cycle Plan, 407
cycles
Adaptive PMLC models, 55
cycle-time reduction, 607
Version Scope
functions assigned, 420
objective statements for, 420
D
daily status meeting, 251–252, 302, 305, 425
D'Angelo, Anthony J., 583
date constraints, 209
decision action plan phase, 246–247
decision evaluation phase, 246–247
Decision flowchart symbol, 120–121
decision making. See also problem solving
model selection, 245
defining part, Version Scope, 412
definitive cost estimate, 198
Delay flowchart symbol, 120–121
deliverables
completed activity, 173
installed, closing project, 314–315
Linear PMLC models, 349
Scoping Meeting, 112
DeLuca, Jeff, 352
departmental approach, 180
departments affected, PMLC model choice process, 58–60
dependencies. See also constraints
cross-project, 382
defined, 204
FS, 204–208, 215–217, 223, 268, 270, 290, 307
relationships, 204
SS, 204–209, 215–217, 223, 268, 307
description reports, work package, 275–276
design constraints, 128
design-build-test-implement approach, 177, 179
detailed plans, Linear PMLC models, 349–350
detailed statement of work, 11, 94–95, 220, 277
development teams
Adaptive PMLC models, 405
Agile approaches, 378
client teams v., 46, 50, 52, 237, 449
closing projects, 311
distributed across several time zones, 348
Get Client Feedback, 393
Incremental PMLC models, 360
Iterative PMLC model, 49
launching phase, 643
Scrum, 439
well-understood technology infrastructure, 41
xPM projects, 460
diagramming conventions, project network, 204
Direction of Flow flowchart symbol, 120–121
directive decision-making model, 244
discretionary constraints, 206
discussion questions. See also PDQ case study
closing Process Group, 320
complexity/uncertainty domain, 338
CPIM, 623
distressed projects, 656
launching Process Group, 278
monitoring/controlling Process Group, 309
multiple team projects, 658, 663, 687
planning Process Group, 222–224
Process Groups, 101
professional development plan, 710
project portfolio management process, 581–582
PSOs, 525
scoping Process Group, 147
TPM, 376
characteristics, 628
defined, 628
discussion questions, 656
dynamic risk management process, 635
ignored in literature, 625
intervention management strategies, 639–651
analyze current situation, 640–645, 654–655
evaluate options, 640, 649–650, 655
generate revised plan, 640, 650–651, 655
revise desired goal, 640, 645–648, 655
intervention process template, 651–653
milestone trend charts, 637–638
overview, 626
prevention management strategies, 632–639
PSO roles/responsibilities, 653–655
requirements gathering, 633–634
scope change management process, 635–636
tools/templates/processes for prevention, 633–639
divergers, 234–235, 242–243, 246–247
Dobens, Lloyd, 583
Document flowchart symbol, 120–121
documentation
change control process, 256–257
Incremental PMLC models, 358–359
requirements, 18, 112, 125, 130, 340, 342, 629, 633
documented processes levels (levels 2-3), 589–590
downsizing, 228
drum buffers, 369
DSDM: Dynamic Systems Development Method (Stapleton), 438
DSDM (Dynamic Systems Development Method), 438–440
Adaptive PMLC model, 57, 379, 391, 399, 400, 406, 440
software development projects, 48, 406
duplication elimination, 607
DuPont, 149
dynamic planning, 152
dynamic RBS, 113
dynamic risk assessment, 82–84
dynamic risk management process, distressed projects, 635
Dynamic Systems Development Method. See DSDM
Dynamics of Conflict Resolution: A Practitioner's Guide (Mayer), 249
E
earliest start–latest finish (ES–LF) window, 266, 268–270, 306
early schedule, 210–213, 366–367
earned value (EV), 295–298, 638–639
earned value analysis (EVA), 293–301
cost, 98
defined, 293
drawback, 293
milestone trend charts integration with, 298–301, 639
monitoring/controlling (Process Group), 68
S curve, 294
schedule, 98
sponsors, 263
terminology, 296
Effective Software Project Management (Wysocki), 118, 298
effectiveness, business process, 606
effort creep, 17
EII. See Enterprise Information Insights, Inc.
eiicorp.com, 513–514, 516, 709
elaboration phase, RUP, 395
Emertxe Project Management. See MPx
Englund, Randall L., 383n1. See also Graham-Englund Selection Model
Enterprise Information Insights, Inc. (EII), 23, 63, 279, 323, 339, 377, 514, 583
Enterprise PSOs (EPSOs), 499–500, 516
entrepreneurial risk, 76
EPSOs (Enterprise PSOs), 499–500, 516
equipment
JPPS, 162
project kick-off meeting, 238
as resource, 193
escalation strategy. See problem escalation strategy
ES-LF (earliest start–latest finish) window, 266, 268–270, 306
ESTABLISH portfolio strategy
Agile Project Portfolio life cycle, 573, 575
BCG Products/Services Matrix, 533, 535–536
Growth versus Survival Model, 533, 538
Project Distribution Matrix, 533, 536–538
Project Investment Categories Model, 533, 538–539
Project Portfolio Management life cycle, 531, 532–539
Strategic Alignment Model, 533–535
estimating, 183–199. See also task duration
cost budgeting v., 198
order of magnitude, 142, 197, 198, 223
resource requirements, 192–195
task duration, 184–185, 188–191
estimation life-cycles, 191–192
EV. See earned value
EVA. See earned value analysis
evaluate options, distressed projects, 640, 649–650, 655
EVALUATE project alignment
Agile Project Portfolio life cycle, 573, 575
Project Portfolio Management life cycle, 531, 539–540
evaluation of outcome/process, decision-making process, 246–247
every change is significant, 254
Evolutionary Development Waterfall, 48, 57, 131
exception reports, 282
executing process group, 64–65. See also launching
executive summary, project proposal, 219
Executive's Guide to Project Management: Organizational Process and Practices for Supporting Complex Projects (Wysocki), 521n2, 709
expectations gap, 105. See also client expectations
experience acquisition, 691, 702–703, 710. See also professional development program
expert advice, task duration estimation method, 189
external risks, 78
Extreme PMLC models, 38, 454–470, 502. See also MPx; xPM
brainstorming, 456
business value, 457
closing phase, 475
closing project, 475
graphical depiction, 52, 55, 454
graphical depiction, 458
launching next phase, 474
monitoring/controlling next phase, 474
strengths, 456
uncertainty, 456
weaknesses, 457
when to use, 129
Extreme Project Management. See xPM
F
facilitated group sessions, 117–118
facilitators
JPPS attendance, 160
Scoping Meeting, 111
facilities
JPPS, 162
project kick-off meeting, 238
as resources, 193
failures. See project failures
FDD (feature-driven development) Linear PMLC models, 351, 352–355
feasibility studies, POS, 142–143
feature level, RBS, 115
feature-driven development (FDD) Linear PMLC models, 351–355
feedback, job design, 74
feedback loop, Linear PMLC model, 342
feeding buffers, 369
Felsing, John M., 352
FF (finish-to-finish) dependencies, 204, 205, 206, 268
FFP (Firm Fixed Price) contracts, 94
fiercely independent team cultures, 660
The Fifty Discipline (Senge), 362
final contract negotiation, 95–96
final project report, 319
financial analyses, POS, 142–143
finish-to-finish. See FF
finish-to-start. See FS
Firm Fixed Price (FFP) contracts, 94
5-Phase Project Management: A Practical Planning and Implementation Guide (Weiss & Wysocki), 172
fixed price contracts, 94
fixed resources, 8
flexibility, complexity/uncertainty domain, 327–328
flip charts, 155, 162, 169–170, 201, 238, 645
float (slack time), 209–210, 213–214, 287. See also slack
flowcharts
business process diagrams, 120–121, 124
force field analysis, 620–622, 652
Forced Ranking model
Project Distribution Matrix and, 547, 550–552
scope triangle prioritization, 416
SELECT balanced portfolio, 550–552
SPeculate stage, 465
formal acceptance, 313
format, project proposals, 221
Foundation phase, CPIM, 599–600
four quadrants, 34, 100, 321–322. See also Adaptive Project Framework; MPx; project management landscape; TPM; xPM
Fowler, Martin, 35n2, 323, 379, 379n1, 380
framing PSO objectives, 489–490
free slack, 150, 213–214, 268, 367
FS (finish-to-start) dependencies, 204–208, 215–217, 223, 268, 270, 290, 307
FTE (full-time equivalent), 579, 681
full-time equivalent (FTE), 579, 681
function level, RBS, 114
functional decomposition, noun-type approach, 178
functional managers
JPPS attendance, 161
POS approval process, 146
functional PSOs, 499
functional requirements, 128
functional specification, 11, 340, 434, 465, 707. See also requirements documentation; scope
G
defined, 178
detailed statement of work, 220
project network diagram v., 200–201
gap, maturity, 600
generate revised plan, distressed projects, 640, 650–651, 655
geographic approach, 180
global requirements, 128
goals
project management landscape, 34–39
projects, 7
The Goal (Goldratt), 362
Goldratt, Eliyahu M., 362, 372
go/no-go decision, 12, 466, 469–470
Graham, Robert J., 383n1
Graham-Englund Selection Model
available staff capacity based on skills, 538
balanced portfolio selection, 547, 643
defined, 383
functional-level projects, 539
PSO, 505
SELECT balanced portfolio, 552–556
graphical reporting tools, 288–301. See also Gantt charts
grassroots approach. See bottom-up approach
“green field” approach, 610
Greenwalt, Crawford, 149
growth projects, 538
Growth versus Survival Model, 533, 538
Guide to Business Analysis Body of Knowledge (IIBA), 28
Guide to Project Management Body of Knowledge. See PMBOK Guide
H
Hammerskjöld, Dag, 311
happy path, 126
Hardaker, Maurice, 584
Harris Semiconductor, 372
Harvard Business Review, 530, 584
high speed, xPM, 455
Highsmith, Jim, 35n2, 323–324, 379, 379n1, 380, 406
historical data, task duration estimation method, 188–189
Honeywell Defense Avionics Systems, 372
“How to Make a Team Work” (Hardaker & Ward), 584
How well did you do?, 25–27, 67, 444, 507, 690, 693
How will you do it?, 25–26, 65, 444, 690, 692
How will you know you did it?, 25–26, 64, 66, 104–105, 444, 690, 692
HRMS (Human Resource Management System)
agile project portfolios, 383
MPx, 54
PSO staffing and development, 495, 497
hub-and-spoke
PSOs, 499
human resource management (Knowledge Area), 69–74
Human Resource Management System. See HRMS
hygiene factors. See also motivators
defined, 70
list, 71
I
ID number, risk log, 85
ideal project team, 227
ideas to action, decision-making process, 246–247
IIBA (International Institute of Business Analysis). See also PMBOK
Business Analysis Body of Knowledge Guide, 28
PM/BA professional, 590
requirements definition, 28–31, 113, 127
imbalanced project teams, 235
implementing
APF, 437
improved service, success criteria, 139
Improvement Initiatives phase, CPIM, 602–603
improvement programs. See CPIM
in trouble, project status, 556–557
inception phase, RUP, 394
incomplete requirements and specification, 330, 501, 503, 707
increased revenue, success criteria, 139
incremental business value, 26–27, 29
business value, 356–357, 359–360
characteristics, 356
defined, 356
Iterative approach v., 48
non-value-added work, 359, 404
tools/templates/processes, 361–362
independent team cultures, 660
independent work assignments, 172, 174, 269
informal level, 589
information technology (IT)
BP4SO, 522
complex project managers, 689, 707–708, 710
investment plan, 527
project failures, 629
scarcity of professionals, 484
inherited projects, 133
inherited team members, 227
initiating, 64, 121, 483. See also scoping
Inspection flowchart symbol, 120–121
INSPIRE Extreme PMLC model, 457–470
COS, 464
graphical depiction, 458
PDQ case study, 464
scope triangle, 463
integrated into business processes (level 4), 590
integrated project plan/schedule, multi-team projects, 662–663
integration management (Knowledge Area)
defined, 67
Integrative Swim Lanes
defined, 431
Probative Swim Lanes v., 431–432
International Benchmark Council, 151
International Institute of Business Analysis. See IIBA
interproject constraints, 208
intervention management strategies, distressed projects, 639–651
analyze current situation, 640–645, 654–655
evaluate options, 640, 649–650, 655
generate revised plan, 640, 650–651, 655
revise desired goal, 640, 645–648, 655
intervention process template, 651–653
interviews, RBS method, 117
Inventory Management subsystem, 61, 224, 376, 449, 570, 571
IRACIS, 26
Iron Triangle, 10–11, 13. See also scope triangle
Ishikawa diagrams. See fishbone diagrams
Israeli Aircraft Industry, 372
Issues Log, 302
IT. See information technology
iteration timeboxes, 398
iterations, Iterative PMLC models, 55, 384, 385
iterative development, of WBS, 171
Iterative PMLC models, 46–49, 384–398. See also prototyping PMLC model; RUP
Adaptive PMLC models v., 378–379, 400
characteristics, 389
client involvement, 386, 390–391, 397
co-located teams, 383, 390–391
CPIM, 397
Incremental approach v., 48
launching phase, 388
monitoring/controlling phase, 388
non-value-added work, 388
process group level view, 384
scope change requests, 385–386
scoping phase, 386
software development projects, 48, 391
solution clarity, 389, 391, 397–398
J
JAD (Joint Applications Design), 158, 707
Java Modeling in Color with UML (Coad, et al), 352
Joint Applications Design (JAD), 158, 707
Joint Project Planning Sessions. See JPPS
Joint Requirements Planning (JRP), 158
JPPS (Joint Project Planning Sessions)
conducting, 164
consultants, 160
core team, 228
facilities, 162
PDS, 240
POS, 159
purpose, 158
RSVPs, 162
JRP (Joint Requirements Planning), 158
just-in-time planning, 2, 51, 56, 338, 400, 403–404, 409, 412
K
Kepner, Charles H., 336
kick-off meetings. See project kick-off meetings
Knowledge Areas, 67–99. See also communications management; cost management; human resource management; integration management; procurement management; quality management; risk management; scope management; time management
PMBOK, 1
Process Groups-Knowledge Areas mapping, 99–101
process/practice maturity level plot, 595–596
known resource, 196
Kolb, David, 233. See also Learning Styles Inventory
L
lack of executive support, 330, 501, 503, 707
lack of resources, 330, 501, 504, 593, 660, 708
lack of user input, 330, 502, 593, 707. See also client involvement
landscape. See PM/BA; project management landscape
Lao-Tzu, 225
large projects, WBS for, 171
late schedules, 210, 212, 214, 367, 368
launching (Process Group), 225–278. See also development teams
brainstorming, 374
development teams, 643
discussion questions, 278
phase
Adaptive PMLC models, 401
Extreme PMLC models, 474
Iterative PMLC models, 388
processes, 66
project team recruitment, 227–236
tools/templates/processes, 226
Leach, Lawrence P., 362–363, 368–369, 372, 375, 556, 580. See also critical chain project management
learning styles, 233–235, 242–243, 245, 247
accommodators, 234–236, 238, 242, 244, 246–247
assimilators, 234, 242–243, 246–247
convergers, 234–235, 242–243, 246–247
divergers, 234–235, 242–243, 246–247
Learning Styles Inventory (LSI), 245–247
Kolb, 233
rational decision making model v., 246–247
Lefebvre, Eric, 352
left-to-right format, 122
lessons learned
Linear PMLC models, 344
MANAGE active projects, 564
leveling resources. See resource leveling
levels. See maturity
Linear PMLC models. See also planning
business value, 351
cost, 349
feature-driven development, 351, 352–355
Incremental approach v., 43–44
non-value-added work, 341, 350, 404
planning, 152
repetitive activities, 343–346
scope change requests, 43–44, 342–343
software development projects, 340
task duration history, 344–345
tools/templates/processes, 354–355
listening skills, 107, 189, 236
logic diagram, 200. See also project network diagram
logical constraints, 207
Logistics subsystem, 61, 224, 376
complexity, 464
INSPIRE, 476
portfolio approach, 571
Longfellow, Henry Wadsworth, 311
LSI. See Learning Styles Inventory
Lucent Technologies, 372
M
Machiavelli, Niccolò, 481
“man on moon” statement, 34, 53, 459
MANAGE active projects
Agile Project Portfolio life cycle, 573, 580–581
business value, 563
lessons learned, 564
Project Portfolio Management life cycle, 531, 556–564
management. See also Adaptive Project Framework; project management
APF v., 409
micro-, 73, 174, 274, 421, 422, 424, 662
management constraints, 207–208
management reserve
leveled resource schedule, 267
Linear PLMC model, 44
project network schedule, 217–218
Scope Bank v., 258
scope change requests, 343, 357, 632
Managing the Project Team: The Human Aspects of Project Management, Volume 3 (Verma), 241
Markowitz, Henry, 531
masked behavior, 236
Mastering the Requirements Process (Robertson & Robertson), 116
materials
materials and time contracts, 94
as resource, 193
maturity. See also PQM; Zone Map
Capability Maturity Model, 94, 508, 525, 589
Capability Maturity Model Integrated, 508, 589
gap, 600
Knowledge Areas process/practice maturity level plot, 595–596
Level 1, 482, 494, 508, 516, 589, 686
Level 2, 482, 508, 511, 519, 589, 686
Level 3, 94, 450, 483, 508–509, 511, 517–520, 589–590, 592, 612, 685–686
Level 4, 483, 490, 508–509, 511, 517, 519–520, 590, 612
Level 5, 508–509, 511, 516–517, 519, 590–591, 603–604, 693
project management processes/practices
Mayer, Bernard S., 249
measurable
S.M.A.R.T. characteristic, 137
Methods and Standards service area, 485, 492–493
micro-level planning, 272–273, 409
micro-level WBS, 272–273, 421–426
micro-management, 73, 174, 274, 421–422, 424, 662
Miglione, R. Henry, 527
milestone trend charts, 290–293
CPIM, 619
EVA integration with, 298–301, 639
run charts, 619
COS milestone reviews, 109–110
defined, 290
minutes
status meeting, 304
team meeting, 251
mission statements
CPIM, 599
mitigate, risk response, 85
money, as resource, 193. See also scarce resources
monitoring/controlling (Process Group), 279–309
APM PMLC models, 447
discussion questions, 309
earned value analysis, 68
phase
Extreme PMLC models, 474
Iterative PMLC models, 388
processes, 66
progress reporting system, 281–286
frequency for reporting, 286
project status reports, 281–286
cumulative, 282
current period reports, 281
exception, 282
WBS as project-status-reporting tool, 168
tools/templates/processes, 280–281
Morris, William C., 246
most-likely time, three-point technique, 191
defined, 70
list, 72
mountain bike example, 178
Movement flowchart symbol, 120–121
MPx (Emertxe Project Management). See also xPM
business value, 53
client's comfort zone, 332
co-located teams, 329
graphical depiction, 52, 55, 454
R & D projects, 50–51, 53–54, 129, 322, 329, 453, 455, 471, 536
team cohesiveness, 329
xPM v., 55
Multiple Awards scenario, 93–94
multiple team (multi-team) projects, 657–687
associate manager, 665
best-fit project structure, 686–687
complexity/uncertainty, 679–680, 686
criticality, 686
defined, 673
structure, 674
discussion questions, 658, 663, 687
ignored in literature, 625, 686
integrated project plan/schedule, 662–663
management challenges, 659–665
communication, 661
competing priorities, 661
different team processes, 661
fiercely independent team cultures, 660
teams from different companies, 660
multiple teams situation, 665–667
overview, 626
PDQ case study, 687
defined, 667
PMOs v., 667
PSOs v., 488
structure, 668
project management structure, 661
reporting levels, 664
requirements gathering approach, 663
resource sharing, 664
scope change management process, 663
size, 686
defined, 680
strengths, 684
structure, 681
weaknesses, 685
staffing, 665
team meeting structure, 663
team operating rules, 241
types, 665
Must-do, Should-do, Postpone, 541, 543
N
network diagrams. See project network diagram
network schedule. See project network schedule
new project proposal submission, project portfolio management process, 570–571
new technology, 330, 501, 504–505, 593, 644, 708
The New Rational Manager (Kepner & Tregoe), 336
nine Knowledge Areas. See Knowledge Areas
No Award scenario, 93
no earlier than, 209
no later than, 209
non–critical path tasks, 229, 271, 287, 306–308
non-functional requirements, 128
nonsense category, 54, 322. See also MPx
non-value-added work
Adaptive PMLC model, 403–404, 409
Agile projects, 384
business processes, 609
defined, 325
Incremental PMLC model, 359, 404
Iterative PMLC model, 388
Linear PMLC model, 341, 350, 404
organized common sense, 27
PSO project support services, 491
specification certainty, 334
written communications, 331
xPM, 655
notebook. See project notebook
noun-type approaches, to building WBS, 176–178
objectives
approach, 179
project proposal, 220
unclear, 330, 501, 504, 593, 708
observation, RBS method, 117
obstacles section, POS, 140–141
off plan, project status, 556, 557
off-the-job training, 691, 702, 704, 710. See also professional development program
on plan, project status, 556–557
on this date, 209
“one size does not fit all,” 33, 36
“one size fits all” approach, 18–19, 27, 33, 36, 327, 409
one-page POS, 141
on-the-job training, 691, 702, 704, 710. See also professional development program
Operation flowchart symbol, 120–121
opportunity/problem part, POS, 134–135
optimistic time, three-point technique, 190
Oral Roberts University, 527
Order Entry subsystem, 126–127
business process, 120
commercial off the shelf product, 570
early-warning SPI tracking metric, 656
As Is/To Be business processes, 623
portfolio approach, 571
Prototyping PMLC model, 394
requirements, 636
WBS, 224
order of magnitude estimate, 142, 197, 198, 223
Order Submit, 61, 224, 376, 571
organizational approaches, to building WBS, 177, 179–180
Organizational Behavior in Action: Skill Building Experiences (Morris & Sashkin), 246
organizational environment, PMLC model choice process, 59
organizational placements, PSOs, 499–501
organizational risks, 78
organizational structures, PSOs, 497–499
organizational velocity, 356, 380
organized common sense, 27, 65, 327, 436, 689
outcome, risk log, 85
outside consultants, 160, 433, 636, 644
outside contractors, 231, 233, 264, 644
outside the box, 242–243, 250, 451
outsourcing, 119, 227, 231, 348, 373, 605
over budget/ behind schedule project, 300
overview of approach, project proposal, 220
P
pain curves, 151–152, 159, 634
Paired Comparisons model, 91, 465
PRIORITIZE projects, 541, 544–545
Palmer, Stephen R., 352
parallel approach, installed deliverables, 314
participative decision-making model, 244–245
Paterno, Joe, 225
PDM (precedence diagramming method), 202–204
PDP. See professional development program
PDQ (Pizza Delivered Quickly) case study
To Be business process, 623
Client Checkpoint problems, 433
contract team members, 233
daily status meetings, 264
INSPIRE, 464
Inventory Management, 61, 224, 376, 449, 570, 571
As Is business process, 623
complexity, 464
INSPIRE, 476
portfolio approach, 571
multiple team projects, 687
commercial off the shelf product, 570
early-warning SPI tracking metric, 656
As Is/To Be business processes, 623
portfolio approach, 571
Prototyping PMLC model, 394
requirements, 636
WBS, 224
Order Submit, 61, 224, 376, 571
Pizza Factory Locator, 61, 224, 376, 571
PMLC model choices, 61
POS, 476
project portfolio management process, 570–571
prototyping, 394
reporting requirements, 309
Routing, 61, 224, 376, 570–571
SPI tracking metric, 656
subsystems
Agile model, 449
WBS build, 224
PDS (Project Definition Statement)
JPPS, 240
project kick-off meeting working session agenda, 239–240
people, as resources, 193–194. See also scarce resources
permanent program offices, 9, 484–485. See also PSOs
PERT (Project Evaluation and Review Technique), 154, 422
pessimistic time, three-point technique, 190
Phaedrus, 5
phased approach, installed deliverables, 314
phases
Agile Project Portfolio life cycle, 573, 575
APF, 412
CPIM, 598
decision-making process, 246–247
Extreme models, 55
5-Phase Project Management: A Practical Planning and Implementation Guide (Weiss & Wysocki), 172
Project Portfolio Management life cycle, 530–531
physical decomposition, noun-type approach, 178
Pizza Delivered Quickly. See PDQ case study
Pizza Factory Locator subsystem, 61, 224, 376, 571
plan-driven TPM projects, 42, 325, 327, 330–331, 335
planned value (PV), 295–298, 638–639
planning (Process Group), 149–224. See also JPPS; WBS
APM PMLC models, 446
approaches, 2
benefits, 153
defined, 65
dynamic, 152
just-in-time, 2, 51, 56, 338, 400, 403, 404, 409, 412
phase
Iterative PMLC models, 386–387
processes, 65
tools/templates/processes, 151–152, 154–156
Version Scope, 412
Planning Meeting
Sprint, 441
PM. See project management
PM/BA (Project Manager/Business Analyst). See also professional development program
graphical depiction, 694
higher level position, 705–706
for professional development, 701–702
short-term professional goal, 703
short-term professional goal, higher level, 705
Associate Manager, 693, 698–699
graphical depiction, 695
IIBA, 590
work in progress, 709
PMBOK (Project Management Book of Knowledge) Guide, 24n1. See also Knowledge Areas; Process Groups
Knowledge Areas, 1
team operating rules, 241
PMCA (Project Management Competency Assessment), 514–516
PMI (Project Management Institute), 2
joining, 692
project management definition, 24–25
PMLC (project management life cycle) models, 33–60. See also Adaptive PMLC models; Adaptive Project Framework; best-fit PMLC model; Extreme PMLC models; Incremental PMLC models; Iterative PMLC models; Linear PMLC models; prototyping PMLC model
WBS, 171
differences, 56
Knowledge Areas, 67
PDQ case study, 61
Process Groups v., 2, 63, 321, 373–375
similarities, 56
specification certainty, 333–335
PMMA (Project Management Maturity Assessment), 516, 592, 595, 597
PMOs (Project Management Offices). See also project offices; PSOs
POs v., 667
point estimate, 365
Polaris Missile Program, 202
portfolios. See agile project portfolios; project portfolios; project portfolio management process
portfolio managers, 533, 564–566
portfolio of services
Consulting and Mentoring service area, 485, 491–492
Methods and Standards service area, 485, 492–493
Project Managers service area, 486, 487, 495–496
Project Support service area, 485, 490–491
Software Tools service area, 486, 493–494
Training service area, 486, 494–495
POs. See project offices
POS (Project Overview Statement), 132–147
approval process, 144–147, 221
assumptions, risks, obstacles section, 140–141
briefing tool, 133
graphical depiction, 134
inherited projects, 133
JPPS, 159
one-page, 141
PDQ case study, 476
problem/opportunity part, 134–135
project portfolio management process, 566–569
risk analysis, 142
S.M.A.R.T. characteristics, 137
post-implementation audit, 317–319
agile portfolio, 580
closing Process Group, 21, 27, 67
Post-Version Review v., 435
Post-It Note product, 51, 54, 123. See also sticky notes
postponed projects, 532
graphical depiction, 434
Version Scope v., 433
PQM (Process Quality Matrix), 591–593, 599–600
completed, 593
finalize, 597
validate, 597
Zone Map and, 592
A Practical Guide to Feature-Driven Development (Palmer & Felsing), 352
precedence diagramming method (PDM), 202–204
predecessor tasks, 203–204, 210–212, 215
prevention management strategies, distressed projects, 632–639
primary actor, 126
prioritization approaches, scope triangle, 14–15, 415–417
PRIORITIZE projects
Agile Project Portfolio life cycle, 573, 575
Must-do, Should-do, Postpone, 541, 543
Paired Comparisons Model, 541, 544–545
Project Portfolio Management life cycle, 531, 540–546
weighted criteria, 541, 543–544
prioritized projects, 532
proactive PSOs, 498
Probative Swim Lanes
Integrative Swim Lanes v., 431–432
problem escalation strategy, 306–308
monitoring/controlling Process Group, 375
problem management meetings, 305
problem resolution
meetings, 252
problem solving. See also decision making
problem/opportunity part, POS, 134–135
Process Control System, 340
processes. See also business processes; tools/templates/processes
closing Process Group, 67
launching Process Group, 66
maturity
monitoring/controlling Process Group, 66
planning Process Group, 65
scoping Process Group, 64
six questions, 25, 27, 60, 64, 444, 690
Process Groups, 63–101. See also closing; launching; monitoring/controlling; planning; scoping
discussion questions, 101
Knowledge Areas-Process Groups mapping, 99–101
PMLC models v., 2, 63, 321, 373–375
project management methodologies v., 2, 63, 100
process managers, POS approval process, 146
process quality, 12
Process Quality Matrix. See PQM
process steps. See activities
procurement, 86
procurement management (Knowledge Area), 85–99
phases, 86
vendor selection, 92
product constraints, 128
Product Owner, 131, 405, 439–443
product quality, 11
production prototyping, 47–48, 384–385, 391, 397, 409, 435, 634
professional activities, 692, 702, 704, 710
professional development program (PDP), 689–710. See also PM/BA
components
experience acquisition, 691, 702–703, 710
off-the-job training, 691, 702, 704, 710
on-the-job training, 691, 702, 704, 710
professional activities, 692, 702, 704, 710
discussion questions, 710
six questions, 690
Program Manager, PM/BA, 693, 700
program offices. See also project offices; PSOs
PSOs v., 488
temporary, 9, 46, 171, 484, 498
programs
progress reporting system
frequency for reporting, 286
project status reports, 281–286
cumulative, 282
current period reports, 281
exception, 282
WBS as project-status-reporting tool, 168
projects, 5–22. See also multiple team projects; project portfolios; software development projects; TPM; specific projects
aligned, 531
business-focused definition, 8–9
by project characteristics, 19–21
rule, 19
definitions, 1–2, 6–9, 200, 528
goals, 7
prioritized, 532
proposed, 531
purpose, 8
R & D, 50–51, 53–54, 129, 322, 329, 453, 455, 471, 536
stages, Project Portfolio Management life cycle, 531–532
subproject managers, 699
subprojects, 7, 111, 171, 487, 500, 680, 684
sub-subprojects, 684
project buffers, 369
project champion
status review meetings, 304
project change request, 254–255
Project Definition Statement. See PDS
Project Distribution Matrix
ESTABLISH portfolio strategy, 533, 536–538
Forced Ranking model and, 547, 550–552
Project Evaluation and Review Technique (PERT), 154, 422
project failures. See also distressed projects
CFs, 591
changing requirements and specification, 330, 501, 503, 707
executive level support, 59
FDD Linear PMLC model, 354
incomplete requirements and specification, 330, 501, 503, 707
lack of executive support, 330, 501, 503, 707
lack of resources, 330, 501, 504, 593, 660, 708
lack of user input, 330, 502, 593, 707
new technology, 330, 501, 504–505, 593, 644, 708
poor communications, 74, 105, 108, 259, 330
poorly defined requirements, 130
Rapid Linear PMLC model, 354
risk assessment, 84–85, 221, 328
Scoping Process Group, 104
shared responsibility, 229
Standish Group research, 59, 330, 479, 501–505, 520, 591, 596, 642, 707–708
unclear objectives, 330, 501, 504, 593, 708
unrealistic expectations, 80, 330, 501, 504, 593, 708
unrealistic time frames, 330, 501, 504, 593, 708
project finish date, shifting, 268–269
Project Impact Statement, 15–16, 40, 43, 255, 348, 663
project initiation, 11, 406–407, 486, 572
Project Initiation phase, ASD, 407
Project Investment Categories Model, 533, 538–539
project kick-off meetings, 407, 412, 630–631, 662. See also Version Scope
defined, 236
project manager-led part, 237
purpose, 237
sponsor-led part, 236
working session agenda, 238–240
project management (PM), 23–61. See also critical chain project management; questions
business value, 27
definitions
“one size does not fit all,” 33, 36
“one size fits all” approach, 18–19, 27, 33, 36, 327, 409
organized common sense, 27, 65, 327, 436, 689
processes/practices
significant changes, 2
Project Management Book of Knowledge. See PMBOK
Project Management Competency Assessment (PMCA), 514–516
Project Management Institute. See PMI
project management landscape. See also Adaptive Project Framework; MPx; TPM; xPM
complexity/uncertainty domain, 323–338
definition uniqueness, 60, 321, 337–338
four quadrants, 34, 100, 321–322
solution clarity, 34–39, 131, 156, 324, 389, 502
project management life cycle. See PMLC models
Project Management Maturity Assessment (PMMA), 516, 592, 595, 597
project management methodologies, 2, 63, 100
Project Management Offices (PMOs), 479, 483–485, 488. See also PSOs
project manager-based escalation strategies, 306
Project Manager/Business Analyst. See PM/BA
project manager-led part, 237
project managers
co-project managers, 27, 46, 131, 411, 429, 444–445, 449
JPPS attendance, 160
POS approval process, 145
Scoping Meeting, 111
subteams, 9
WBS architecture, 168
Project Managers service area, 486, 487, 495–496
The Project Management Office (PMO): A Quest for Understanding (Hobbs & Aubry), 485n1
project network diagram, 199–218
defined, 200
dependency relationships, 204–205
diagramming conventions, 204
envisioning, 200
JPPS agenda, 163
planning session, 157
project network schedule, 210–217
early schedule, 210–213, 366–367
initial
late schedules, 210, 212, 214, 367, 368
project notebook
client experiences, 443
closing (Process Group), 21
JPPS deliverable, 164
outlines, as template, 343
status review meetings, 304
study historical data, 188
project objectives, POS, 137–138
project offices (POs), 667–673. See also multiple team projects; program offices
defined, 667
PMOs v., 667
PSOs v., 488
roles/responsibilities, PO manager, 668–670
structure, 668
Project Overview Statement. See POS
project portfolios. See also agile project portfolios
specific, 487
Project Portfolio Management life cycle, 530–564
Agile Project Portfolio life cycle v., 573
ESTABLISH portfolio strategy, 531–539
Agile Project Portfolio life cycle, 573, 575
BCG Products/Services Matrix, 533, 535–536
Growth versus Survival Model, 533, 538
Project Distribution Matrix, 533, 536–538
Project Investment Categories Model, 533, 538–539
Project Portfolio Management life cycle, 531, 532–539
Strategic Alignment Model, 533–535
EVALUATE project alignment, 531, 539–540
graphical depiction, 531
MANAGE active projects, 531, 556–564
business value, 563
lessons learned, 564
Project Portfolio Management life cycle, 531, 556–564
PRIORITIZE projects, 531, 540–546
Must-do, Should-do, Postpone, 541, 543
Paired Comparisons Model, 541, 544–545
Project Portfolio Management life cycle, 531, 540–546
weighted criteria, 541, 543–544
SELECT balanced portfolio, 531, 546–556
Graham-Englund Selection Model, 552–556
Project Distribution Matrix/Forced Ranking Model, 550–552
Project Portfolio Management life cycle, 531, 546–556
Strategic Alignment Model, 548–550
project portfolio management process, 527–582
defined, 530
overview, 480
project proposal submission, 566–571
new submission process, 570–571
two-step submission process, 569–570
PSO roles/responsibilities, 564–566
approval, 221
cost, 12
format, 221
JPPS deliverable, 218
project report. See reporting system
project review meetings, 252
project scope. See scope
project stakeholders
communications management, 74–75, 264
project status meetings, 302–305
daily status meeting, 251–252, 302, 305, 425
format, 304
purpose, 303
when held, 303
project status reports, 281–286
cumulative, 282
current period reports, 281
exception, 282
WBS as project-status-reporting tool, 168
project statuses
Project Support Offices. See PSOs
Project Support service area, 485, 490–491
project support services, PSO, 490–491
project teams. See teams
proposals. See project proposals; RFPs
proposed projects, 531
prototyping PMLC model, 391–394
Iterative PMLC model v., 393
production, 47–48, 384–385, 391, 397, 409, 435, 634
PSOs (Project Support Offices), 481–525. See also project offices
CPIM, 603
discussion questions, 525
enterprise, 499
functional, 499
hub-and-spoke, 499
implementing, 483–484, 519–521
long-term goal, 517
maturity growth stages, 508–509, 518–519
need
determining when needed, 501–505
non-value-added work, 491
organizational placements, 499–501
organizational structures, 497–499
permanent program offices, 9, 484–485
PMOs v., 479, 483, 484–485, 488
portfolio of services, 485–487
Consulting and Mentoring service area, 485, 491–492
Methods and Standards service area, 485, 492–493
Project Managers service area, 486–487, 495–496
Project Support service area, 485, 490–491
Software Tools service area, 486, 493–494
Training service area, 486, 494–495
POs v., 488
proactive, 498
project portfolio management, 564–566
project portfolio management process, 564–566
project support services, 490–491
questions, 507
reactive, 498
reasons for implementing, 483–484
specific portfolio of projects, 487
The Strategic Project Office: A Guide to Improving Organizational Performance (Crawford), 519
temporary program offices, 9, 46, 171, 484, 498
PV (planned value), 295–298, 638–639
Q
Q3 projects, 379
Q4 projects, 379
quality. See also process quality; product quality
prioritizing, 15
scope triangle variable, 11–12
quality assurance process, 69
quality control process, 69
quality management (Knowledge Area)
good investment, 12
quality planning process, 69
quality review, ASD, 408
questions. See also discussion questions
communications management, 74–75
distressed projects, intervention strategies, 639–651
How well did you do?, 25–27, 67, 444, 507, 690, 693
How will you do it?, 25–26, 65, 444, 690, 692
How will you know you did it?, 25–26, 64, 66, 104–105, 444, 690, 692
project management practice, 586–588
project management process, 584–586
PSOs, 507
risk management, 76
six action areas, team operating rules, 241–242
What business situation is being addressed?, 25, 64, 444, 690
What do you need to do?, 25–26, 64, 104–105, 444, 690–692
What will you do?, 25–26, 65, 444, 690, 692
R
R & D (research and development) projects, 50–51, 53–54, 129, 322, 329, 453, 455, 471, 536. See also MPx; xPM
RAD (Rapid Applications Development), 707
radical change, milestone trend chart, 291–292
Radio Frequency Identification (RFID) technology, 54, 322
range estimate, 365
ranking matrix, scope triangle, 417–418
Rapid Applications Development (RAD), 707
Rapid Development Waterfall, 57, 502
rapid Linear PMLC models, 351–355
RASCI Matrix, 708
rational decision making model, 246–247
Rational Unified Process. See RUP
RBS (Requirements Breakdown Structure), 112–129
art, 115
assessing completeness, 129
best-fit PMLC model, 31
business process diagramming, 117
completion, 33
dynamic nature, 113
facilitated group sessions, 117, 118
feature level, 115
function level, 114
graphical depiction, 113–114, 165, 334
interviews method, 117
observation method, 117
Planning Meeting, 112
process level, 115
reasons for using, 116
requirements gathering approach, 131
science, 115
software development projects, 326
sub-function level, 115
WBS v., 31, 116, 165–167, 169–171, 177
when to use, 112
reactive PSOs, 498
readiness assessment, PSO, 506–507
realistic, S.M.A.R.T. characteristic, 137
reduced costs, success criteria, 139
repetitive activities, Linear PMLC model, 343–346
reporting system. See also progress reporting system
final project report, 319
graphical reporting tools, 288–301
multiple team projects, 664
PDQ, 309
Request for Information (RFI), 86–87, 343, 570
requests, COS process, 108
Requests for Proposals. See RFPs
requirements
changing requirements and specification, 330, 501, 503, 707
definitions
incomplete requirements and specification, 330, 501, 503, 707
product constraints, 128
project constraints, 128
project failures, 130
reuse, 117
unique, 207
Requirements Breakdown Structure. See RBS
requirements change request, 95, 97, 708
requirements decomposition. See RBS
requirements documentation, 18, 112, 125, 130, 340, 342, 629, 633
requirements gathering approach, 131. See also RBS
multi-team projects, 663
requirements management, 97
research and development projects. See R & D projects
resources. See also HRMS; scarce resources
known, 196
lack, 330, 501, 504, 593, 660, 708
multiple team projects, 664
prioritizing, 15
scope triangle variable, 13
JPPS deliverable, 164
launching (Process Group), 21, 226
organizational risks, 78
Resource Breakdown Structure, 194–195
resource buffers, 369
resource conflicts, CCPM, 367–368
acceptably leveled schedule, 267
cost impact, 271
resource-scheduling problem, 265–267
resource limits, 8
resource loading
graphs, smoothing, 269
resource-loaded cycle schedule, 424
resource manager-based escalation strategies, 306–307
resource managers
JPPS attendance, 161
problem escalation strategy, 15
resource requirements
determining, 195
JPPS deliverable, 163
Linear PMLC models, 347
resource-loaded cycle schedule, 424–425
response, COS process, 108
retainer contracts, 94
return on investment. See ROI
reuse
code, 396
requirements, 117
revise desired goal, distressed projects, 640, 645–648, 655
RFI (Request for Information), 86–87, 343, 570
RFID (Radio Frequency Identification) technology, 54, 322
RFPs (Requests for Proposals)
bidder questions, 89
BP4SO, 524
contract team member, 233
defined, 86
final contract negotiation, 95–96
managing questions/responses, 88
participation in, 88
PDQ case study, 570
recommended components, 88
templates library, 343
vendor selection, 92
risks
analysis, POS, 142
static, 82
assumptions, risks, obstacles section (POS), 140–141
certain events v., 79
complexity/uncertainty domain v., 328–329
defined, 75
description, risk log, 85
entrepreneurial, 76
external, 78
history, Linear PMLC models, 345–346
level
APM, 45
PMLC model choice process, 57
matrix, 82
monitoring, 85
organizational, 78
owner, risk log, 85
technical, 77
risk driver template and assessment worksheet, 78, 80–81
risk management (Knowledge Area), 75–85
project failures, 84–85, 221, 328
questions, 76
skill variety, 73
Risk/Benefit Matrix, 545–546, 555
[email protected], 513–514, 516, 709
Robertson, James C., 116
Robertson, Suzanne, 116
ROI (return on investment), 143, 396, 492, 501, 555, 604
Root Cause Analysis, 106, 336, 445
template, 613
routine activities, Linear PMLC model, 343–346
Routing subsystem, 61, 224, 376, 570–571
RSVPs, 162
rugby, 439
run charts, 619. See also milestone trend charts
RUP (Rational Unified Process), 394–397
best-fit choice, 131
construction phase, 395
elaboration, 395
inception, 394
Iterative PMLC model v., 379, 391, 396
transition, 395
S
S curve, 294
Sashkin, Marshall, 246
scarce resources. See also critical chain project management
buffers, 368
Incremental PMLC models, 356
JPPS, 159
Linear PMLC models, 357
non-value added work v., 325
requirements, higher order definition, 31
Risk/Benefit Matrix, 555
substitute resources, 271
unique requirements constraints, 207
schedule compression, 150, 152, 215–217, 306–307, 354, 363, 373–374, 648
schedule performance index. See SPI
schedule shift, milestone trend chart, 292–293
schedules. See also project network schedule
earned value analysis, 98
Schwaber, Ken, 439
scientific wild a** guesses, 144
scope (project scope). See also scoping
defined, 11
prioritizing, 15
scope triangle variable, 11
Scope Bank
Adaptive PMLC model, 401–402, 404
APM project, 388, 447–448, 632
Cycle Build, 426
Cycle Plan, 420
daily status meeting, 305
management reserve v., 258
monitoring and control tool, 301–302
PMLC model choice process, 58
SWOT analysis, 650
timebox expires, 428
tracking, 402
scope change management process, 254–258
multiple team projects, 663
project change request, 254–255
scope change requests
Adaptive PMLC models, 404
Incremental PMLC model, 44
Incremental PMLC models, 357
Iterative PMLC models, 385–386
Linear PMLC model, 43–44, 342–343
Super Team, 683
scope creep, 16
scope management (Knowledge Area)
Zone Map, 595
scope triangle, 10–16. See also cost; quality; resources; time
INSPIRE, 463
prioritization approaches, 14–15, 415–417
problem escalation strategy, 15–16
risk identification template, 79
variables, 13
xPM, 53
scoping (Process Group), 103–147. See also COS; POS
difficulty of, 2
discussion questions, 147
phase
Adaptive PMLC models, 400
Iterative PMLC models, 386
processes, 64
tools/templates/processes, 104–105
Scoping Meeting. See also POS; RBS
defined, 110
deliverables, 112
purpose, 110
Adaptive PMLC model, 379, 391, 406, 442
best-fit choice, 131
client involvement, 439
Product Owner, 131, 405, 439–443
rugby v., 439
secondary actor, 126
SEI (Software Engineering Institute), 94, 409, 507–508, 589
SELECT balanced portfolio
Agile Project Portfolio life cycle, 573, 575, 577–580
Graham-Englund Selection Model, 552–556
Project Distribution Matrix/Forced Ranking Model, 550–552
Project Portfolio Management life cycle, 531, 546–556
Strategic Alignment Model, 548–550
selected projects, Project Portfolio Management life cycle, 532
selection criteria
client teams, 231
core project team members, 228–230
decision-making model, 245
Senge, Peter, 362
senior management
PM/BA Senior Manager position, 693, 699
separated group sessions, 118
SF (start-to-finish) dependencies, 204, 205, 216
shifting project finish date, 268–269
sidebar meeting, 303
sign-off, client, 333
similarities to other activities, task duration estimation method, 188
simple language, 608
simplification, 607
Single Award scenario, 93
single group session, 118
situation decision generation, 246, 247
situation definition phase, decision-making process, 246–247
six action areas, team operating rules, 241–242
six questions, 25, 27, 60, 64, 444, 690. See also questions
skill categories, 194
skill levels, 194
slack
defined, 268
slack time (float), 209–210, 213–214, 287
slippages, successive, 291
S.M.A.R.T. characteristics, 137, 137n1
SMEs. See subject matter experts
smoothing, 269
software development projects. See also ASD; RUP
Adaptive PMLC models, 49
distressed, 628
interproject constraints, 208
Iterative PMLC models, 48, 391
Linear PMLC models, 340
management constraints, 207
RBS, 326
Software Engineering Institute (SEI), 94, 409, 507–508, 589
software packages, planning and, 153–154
Software Tools service area, 486, 493–494
solution clarity, 34–39, 131, 156, 324, 502. See also project management landscape
Adaptive PMLC models, 408
Extreme PMLC models, 457
Iterative PMLC models, 389, 391, 397–398
TPM, 342
special cause variation, 364
specific, S.M.A.R.T. characteristic, 137
specific portfolio of projects, 487
specifications
changing requirements and specification, 330, 501, 503, 707
complexity/uncertainty domain v., 333–335
incomplete requirements and specification, 330, 501, 503, 707
non-value added work, 334
Spence Corporation, 103
SPI (schedule performance index), 298–300, 557–563, 638–639, 656
spider charts. See fishbone diagrams
sponsor-led part, 236
sponsors
cost budgeting, 198
project kick-off meeting, 238
PSO portfolio management, 564
xPM project completion, 53
SS (start-to-start) dependencies, 204,–209, 215–217, 223, 268, 307
ST. See Super Team
staffing
multiple team projects, 665
stakeholders
communications management, 74–75, 264
standardization, 608
Standish Group, 59, 330, 479, 501–505, 520, 591, 596, 642, 707–708. See also project failures
Stapleton, Jennifer, 438
start-to-finish. See SF
start-to-start. See SS
statement of work, 11, 94, 95, 220, 277
static risk assessment, 82
statistical validation, CCPM, 365–366
status meetings. See project status meetings
sticky notes
JPPS, 162
planning (Process Group), 155
Post-It Note product, 51, 54, 123
stoplight reports, 282–283, 290
Storage flowchart symbol, 120–121
Strategic Alignment Model, 533–535
The Strategic Project Office: A Guide to Improving Organizational Performance (Crawford), 519
stretching tasks, 270
sub-function level, RBS, 115
subject matter experts (SMEs), 92, 145, 163, 197, 252, 331, 495, 524, 610, 673–679
subproject managers, 699
subprojects, 7, 111, 171, 487, 500, 680, 684
substitute resources, 150, 271
sub-subprojects, 684
subsystems (PDQ)
Agile model, 449
WBS build, 224
subteams
Adaptive Cycle Plan, 407
Assistant Project Manager, 682
micro-level project planning, 272
RBS to WBS conversion, 170
temporary program office, 9
success criteria, POS, 138–140
successive runs, 292
successive slippages, 291
successor tasks, 203–204, 210, 212–213, 215–216, 268, 372
Super Team (ST), 680–686. See also multiple team projects
defined, 680
strengths, 684
structure, 681
weaknesses, 685
supplier partnership, 609
support offices. See PSOs
SWAGs, 144
swim lanes
business process diagrams, 122
concurrent, 353, 387, 401, 408, 431, 602
defined, 431
FDD Linear PMLC model, 353–355
rapid Linear PMLC model, 351–355
systems design projects, 394, 671
T
tasks. See also work packages
activities v., 166
crashing, 185
crashpoint, 186
critical path, 210, 212, 214–216, 229, 271, 274, 277
defined, 165
non-critical path, 229, 271, 287, 306–308
predecessor, 203–204, 210–212, 215
stretching, 270
successor, 203–204, 210, 212–213, 215–216, 268, 372
work packages, 181
task dependencies. See dependencies
task duration
variation in, 187–188, 363–364
work effort v., 184
task identity, job design, 73
Task Manager, PM/BA, 693, 697–698
task significance, job design, 73
task-on-the-arrow (TOA) method, 202
teams (project teams). See also co-located teams; core project teams; multiple team projects; professional development program
APM, 388
Building Effective Project Teams (Wysocki), 235, 247
client teams, 227
Agile projects, 378
closing projects, 311
development teams v., 46, 50, 52, 237, 449
qualified co-project manager, 444–445
selection criteria, 231
xPM projects, 460
components, 227
contract team members, 231–233, 266
from different companies, 660
ideal, 227
imbalanced, 235
POS approval process, 145
project kick-off meeting, 237
team deployment strategy, 235
team development plan, 235–236
team cohesiveness, 329
information timing, 259
upward communications filtering, 263–264
team meetings
agenda preparation, 251
coordinator, 251
daily status meeting, 251–252, 302, 305
minutes, 251
multiple team projects, 663
problem resolution meetings, 252
project review meetings, 252
Team Member, PM/BA, 693, 696–697
team operating rules, 241–252. See also brainstorming; conflict resolution; decision making; problem solving
consensus building, 249
multiple team projects, 241
PMBOK, 241
team skills/competencies, PMLC model choice process, 59–60
contractors, 238
daily status meetings, 305, 425
physical layout, 253
risk monitoring, 85
technical constraints, 206–207
technical risks, 77
technology. See also information technology
incompetence, 330, 501, 503, 708
market changes, 32
new, 330, 501, 504–505, 593, 644, 708
PMLC model choice process, 58
project classification by, 19–20
Type A projects, 20
well-understood technology infrastructure, 41
tech-temps, 231
templates. See also tools/templates/processes
candidate risk driver template and assessment worksheet, 78, 80–81
Linear PMLC models, 343–344, 346–347
temporary program offices, 9, 46, 171, 484, 498. See also PSOs
temporary project offices. See project offices
Texas Instruments, 132
Theory of Constraints (TOC), 362–363, 382
thinking styles, 235
Thomas, Kenneth, 249
Thoreau, Henry David, 149
thought-process tool, WBS, 167
3M Post-It Note product, 51, 54, 123
three-point technique, 190–191
time. See also scarce resources
planning (Process Group), 156–157
prioritizing, 15
scope triangle variable, 12–13
S.M.A.R.T. characteristic, 137
three-point technique, 190–191
time and cost summary page, 220
time and materials contracts, 94
unrealistic time frames, 330, 501, 504, 593, 708
time management (Knowledge Area), 68
timeboxes. See also cycle timeboxes
iteration, 398
To Be business process, 119, 604, 610, 623
TOA (task-on-the-arrow) method, 202
TOC (Theory of Constraints), 362–363, 382
Toledo, Ramon A. Mata, 71n1
tools/templates/processes
APM, 445
closing Process Group, 312
Incremental PMLC models, 361–362
launching Process Group, 226
monitoring/controlling Process Group, 280–281
planning Process Group, 151–152, 154–156
scoping Process Group, 104–105
top-down approach, APF implementation, 437
top-down format, 122
total slack, 150, 213–214, 268, 367
TPM (traditional project management), 39–44, 339–376. See also closing; Incremental PMLC models; launching; Linear PMLC models; monitoring/controlling; planning; scoping
APF v., 410
APM approaches with, 47
buffers, 370
change intolerant, 43, 152, 333, 390
client involvement, 331
co-located teams, 59, 329, 388
complexity level, 40
defined, 340
discussion questions, 376
flexibility, 327
graphical depiction, 55
percent of projects, 39, 42, 47, 322
plan-driven, 42, 325, 327, 330–331, 335
project teams, 41
projects
monitoring/controlling, 3, 279–309
team cohesiveness, 329
well-understood technology infrastructure, 41
xPM v., 53
traditional project management. See TPM
Training service area, 486, 494–495
transfer, risk response, 85
transition phase, RUP, 395
Transmission flowchart symbol, 120–121
Tregoe, Benjamin B., 336
trigger values, 622, 628, 637, 638, 656
two team situation, multi-team projects, 665–666
two-step submission process, project portfolio management, 569–570
U
UML (Unified Modeling Language), 125, 352
uncertainty. See also complexity/uncertainty domain; solution clarity
planning and, 153
project classification, 18
unclear objectives, 330, 501, 504, 593, 708
under budget/ahead schedule project, 300
under budget/behind schedule project, 299
Unger, Elizabeth A., 71n1
Unified Modeling Language (UML), 125, 352
unique requirements, 207
unrealistic expectations, 80, 330, 501, 504, 593, 708
unrealistic time frames, 330, 501, 504, 593, 708
upgrading, 608
upward communications filtering, 263–264
use cases
APF, 436
INSPIRE, 465
user input. See client involvement
utilizing available slack, 268, 306
V
values. See also business value
value-added assessment, 607
Vargo, Ed, 583
variation, in task duration, 187–188, 363–364
velocity, organizational, 356, 380
vendors
evaluation criteria, 90
monitoring progress/performance, 97–98
selection, 92
verb-type approaches, to building WBS, 177, 179
Verma, Vijay K., 241
Version Scope, 412–420. See also Adaptive Project Framework
cycles
functions assigned, 420
objective statements for, 420
graphical depiction, 414
parts, 412
Post-Version Review v., 433
prioritized scope triangle, 415–417
vision statements. See mission statements
W
WAGs, 144
wall-mounted ashtrays, 132
war room. See team war room
Ward, Bryan K., 584
waterfall approaches
Evolutionary Development Waterfall, 48, 57, 131
Rapid Development Waterfall, 57, 502
for WBS, 183
WBS (Work Breakdown Structure), 164–183
APM, 48
RBS converted to WBS, 31, 116, 165–167, 169–171
CoA v., 178
color-coded sticky notes, 155
FDD Linear PMLC models, 352
hierarchical visualization, 166
iterative development, 171
for large projects, 171
micro-level, 272–273, 421, 422
noun-type approaches to building, 176–178
organizational approaches to building, 177, 179–180
plan-driven TPM projects, 42
project replication, 22
project-status-reporting tool, 168
RBS v., 31, 116, 165–167, 169–171, 177
sub-functions v., 115
verb-type approaches to building, 177, 179
for waterfall systems development methodology, 183
whiteboard, 156
weighted criteria
PRIORITIZE projects, 541, 543–544
SELECT balanced portfolio, 548–550
weight-guessing example, 190
Weiss, Joseph, 172
What business situation is being addressed?, 25, 64, 444, 690
What do you need to do?, 25–26, 64, 104, 105, 444, 690–692
What will you do?, 25–26, 65, 444, 690, 692
whiteboards. See also team war room
planning (Process Group), 154, 155–156
wide-band Delphi technique, 191
wild a** guesses, 144
Williams, John, 103
work assignments, independent, 172, 174, 269
Work Breakdown Structure. See WBS
work effort, 184. See also task duration
work packages
Cycle Plan, 426
project kick-off meeting working session agenda, 240
purpose, 274
working session agenda, project kick-off meeting, 238–240
written communications, 331
Wysocki, Robert K.
Adaptive Project Framework: Managing Complexity in the Face of Uncertainty, 408
Building Effective Project Teams, 235, 247
Effective Software Project Management, 118, 298
Enterprise Information Insights, Inc., 23, 63, 279, 323, 339, 377, 514, 583
Executive's Guide to Project Management: Organizational Process and Practices for Supporting Complex Projects, 521n2, 709
5-Phase Project Management: A Practical Planning and Implementation Guide, 172
quotes, 23, 63, 279, 323, 339, 377, 583
[email protected], 513–514, 516, 709
xPM (Extreme Project Management), 50–53, 453–477. See also MPx
business value, 337
change, 336
client's comfort zone, 332
core team members, 228
flexibility, 327
graphical depiction, 52, 55, 454
high speed, 455
COS, 464
graphical depiction, 458
MPx v., 55
non-value-added work, 655
percent of projects, 47, 154, 322
project failures, 50–51, 53, 329, 454
R & D projects, 50–51, 53–54, 129, 322, 329, 453, 455, 471, 536
scope triangle, 53
strengths, 456
team cohesiveness, 329
tools/templates/processes, 472–475
TPM v., 53
weaknesses, 457
Y-Z
Zone Map, 591–595, 597–598, 600
completed, 594
PQM and, 592