Contents

,

Preface

Introduction

Part I Defining and Using Project Management Process Groups

Chapter 1 What Is a Project?

Defining a Project

Sequence of Activities

Unique Activities

Complex Activities

Connected Activities

One Goal

Specified Time

Within Budget

According to Specification

A Business-focused Definition of a Project

Defining a Program

Establishing Temporary Program Offices

Establishing Permanent Program Offices

Defining a Portfolio

Understanding the Scope Triangle

Scope

Quality

Cost

Time

Resources

Envisioning the Scope Triangle as a System in Balance

Prioritizing the Scope Triangle Variables for Improved Change Management

Applying the Scope Triangle

Managing the Creeps

Scope Creep

Hope Creep

Effort Creep

Feature Creep

The Importance of Classifying Projects

Establishing a Rule for Classifying Projects

Classification by Project Characteristics

Classification by Project Application

Putting It All Together

Discussion Questions

Chapter 2 What Is Project Management?

Understanding the Fundamentals of Project Management

What Business Situation Is Being Addressed by This Project?

What Do You Need to Do?

What Will You Do?

How Will You Do It?

How Will You Know You Did It?

How Well Did You Do?

What Are Requirements — Really?

Introducing Project Management Life Cycles

Goal and Solution Clarity

Traditional Project Management Approaches

Agile Project Management Approaches

Extreme Project Management Approach

Emertxe Project Management Life Cycle Model

Recap of PMLC Models

Choosing the Best-Fit PMLC Model

Total Cost

Duration

Market Stability

Technology

Business Climate

Number of Departments Affected

Organizational Environment

Team Skills and Competencies

Putting It All Together

Discussion Questions

Chapter 3 Understanding the Project Management Process Groups

Defining the Five Process Groups

The Scoping Process Group

The Planning Process Group

The Launching Process Group

The Monitoring and Controlling Process Group

The Closing Process Group

Defining the Nine Knowledge Areas

Integration Management

Scope Management

Time Management

Cost Management

Quality Management

Human Resource Management

Communications Management

Risk Management

Procurement Management

Mapping Knowledge Areas to Process Groups

What the Mapping Means

How to Use the Mapping

Using Process Groups to Define PMLCs

A Look Ahead: Mapping Process Groups to Form Complex PMLCs

Putting It All Together

Discussion Questions

Chapter 4 How to Scope a TPM Project

Using Tools, Templates, and Processes to Scope a Project

Managing Client Expectations

Wants versus Needs

Project Scoping Process

The Project Scoping Meeting

Project Scoping Meeting Deliverables

Putting It All Together

Discussion Questions

Chapter 5 How to Plan a TPM Project

Using Tools, Templates, and Processes to Plan a Project

The Importance of Planning

Using Application Software Packages to Plan a Project

Determining the Need for a Software Package

Project Planning Tools

How Much Time Should Planning Take?

Running the Planning Session

Planning and Conducting Joint Project Planning Sessions

Planning the JPPS

Conducting the JPPS

Building the WBS

Using the RBS to Build the WBS

Uses for the WBS

Generating the WBS

Using the WBS for Large Projects

Iterative Development of the WBS

Six Criteria to Test for Completeness in the WBS

Approaches to Building the WBS

Representing the WBS

Estimating

Estimating Duration

Resource Loading versus Task Duration

Variation in Task Duration

Six Methods for Estimating Task Duration

Estimation Life Cycles

Estimating Resource Requirements

Resource Planning

Estimating Cost

Constructing the Project Network Diagram

Envisioning a Complex Project Network Diagram

Benefits to Network-Based Scheduling

Building the Network Diagram Using the Precedence Diagramming Method

Dependencies

Constraints

Using the Lag Variable

Creating an Initial Project Network Schedule

Analyzing the Initial Project Network Diagram

Compressing the Schedule

Management Reserve

Writing an Effective Project Proposal

Contents of the Project Proposal

Format of the Project Proposal

Gaining Approval to Launch the Project

Putting It All Together

Discussion Questions

Chapter 6 How to Launch a TPM Project

Using Tools, Templates, and Processes to Launch a Project

Recruiting the Project Team

Core Team Members

Client Team

Contract Team Members

Balancing a Team

Developing a Team Deployment Strategy

Developing a Team Development Plan

Conducting the Project Kick-Off Meeting

Sponsor-Led Part

Project Manager–Led Part

Purpose of the Project Kick-Off Meeting

Establishing Team Operating Rules

Situations that Require Team Operating Rules

Team War Room

Managing Scope Changes

The Scope Change Management Process

Management Reserve

Scope Bank

Managing Team Communications

Establishing a Communications Model

Managing Communication beyond the Team

Assigning Resources

Leveling Resources

Acceptably Leveled Schedule

Resource-Leveling Strategies

Utilizing Available Slack

Shifting the Project Finish Date

Smoothing

Alternative Methods of Scheduling Tasks

Cost Impact of Resource Leveling

Finalizing the Project Schedule

Writing Work Packages

Purpose of a Work Package

Format of a Work Package

Putting It All Together

Discussion Questions

Chapter 7 How to Monitor and Control a TPM Project

Using Tools, Templates, and Processes to Monitor and Control a Project

Establishing Your Progress Reporting System

Types of Project Status Reports

How and What Information to Update

Frequency of Gathering and Reporting Project Progress

Variances

Applying Graphical Reporting Tools

Gantt Charts

Stoplight Reports

Burn Charts

Milestone Trend Charts

Earned Value Analysis

Integrating Milestone Trend Charts and Earned Value Analysis

Managing the Scope Bank

Building and Maintaining the Issues Log

Managing Project Status Meetings

Who Should Attend Status Meetings?

When Are Status Meetings Held?

What Is the Purpose of a Status Meeting?

What Is the Status Meeting Format?

The 15-Minute Daily Status Meeting

Problem Management Meetings

Defining a Problem Escalation Strategy

Project Manager–Based Strategies

Resource Manager–Based Strategies

Client-Based Strategies

The Escalation Strategy Hierarchy

Gaining Approval to Close the Project

Putting It All Together

Discussion Questions

Chapter 8 How to Close a TPM Project

Using Tools, Templates, and Processes to Close a Project

Writing and Maintaining Client Acceptance Procedures

Closing a Project

Getting Client Acceptance

Ceremonial Acceptance

Formal Acceptance

Installing Project Deliverables

Phased Approach

Cut-Over Approach

Parallel Approach

By-Business-Unit Approach

Documenting the Project

Reference for Future Changes in Deliverables

Historical Record for Estimating Duration and Cost on Future Projects, Activities, and Tasks

Training Resource for New Project Managers

Input for Further Training and Development of the Project Team

Input for Performance Evaluation by the Functional Managers of the Project Team Members

Conducting the Post-Implementation Audit

Writing the Final Report

Celebrating Success

Putting It All Together

Discussion Questions

Part II Establishing Project Management Life Cycles and Strategies

Chapter 9 Complexity and Uncertainty in the Project Management Landscape

Understanding the Complexity/Uncertainty Domain of Projects

Requirements

Flexibility

Adaptability

Risk vs. the Complexity/Uncertainty Domain

Team Cohesiveness vs. the Complexity/ Uncertainty Domain

Communications vs. the Complexity/ Uncertainty Domain

Client Involvement vs. the Complexity/ Uncertainty Domain

Specification vs. the Complexity/Uncertainty Domain

Change vs. the Complexity/Uncertainty Domain

Business Value vs. the Complexity/Uncertainty Domain

Putting It All Together

Discussion Questions

Chapter 10 Traditional Project Management

What Is Traditional Project Management?

Linear Project Management Life Cycle

Definition

Characteristics

Strengths

Weaknesses

When to Use a Linear PMLC Model

Variations to the Linear PMLC Model

Adapting and Integrating the Tools, Templates, and Processes for Maximum Effectiveness in Linear PMLCs

Incremental Project Management Life Cycle

Definition

Characteristics

Strengths

Weaknesses

When to Use an Incremental PMLC

Adapting and Integrating the Tools, Templates, and Processes for Maximum Effectiveness in Incremental PMLCs

Using Critical Chain Project Management

What Is the Critical Chain?

Variation in Duration: Common Cause versus Special Cause

Statistical Validation of the Critical Chain Approach

The Critical Chain Project Management Approach

Establishing Buffers

Managing Buffers

Track Record of Critical Chain Project Management

Putting It All Together

Discussion Questions

Chapter 11 Agile Project Management

What Is Agile Project Management?

Implementing APM Projects

Co-Located APM Project Teams

Iterative Project Management Life Cycle

Definition of the Iterative PMLC Model

Characteristics

Strengths

Weaknesses

Types of Iterative PMLC Models

When to Use an Iterative PMLC Model

Adaptive Project Management Life Cycle

Definition

Characteristics

Strengths

Weaknesses of the Adaptive PMLC Model

Types of Adaptive PMLC Models

When to Use an Adaptive PMLC Model

Adapting and Integrating the APM Toolkit

Scoping the Next Iteration/Cycle

Planning the Next Iteration/Cycle

Launching the Next Iteration/Cycle

Monitoring and Controlling the Next Iteration/Cycle

Closing the Next Iteration/Cycle

Deciding to Conduct the Next Iteration/Cycle

Closing the Project

Putting It All Together

Discussion Questions

Chapter 12 Extreme Project Management

What Is Extreme Project Management?

Extreme Project Management Life Cycle

Definition

Characteristics

Strengths

Weaknesses

INSPIRE Extreme PMLC Model

What Is Emertxe Project Management?

The Emertxe Project Management Life Cycle

When to Use an Emertxe PMLC Model

Using the Tools, Templates, and Processes for Maximum xPM Effectiveness

Scoping the Next Phase

Planning the Next Phase

Launching the Next Phase

Monitoring and Controlling the Next Phase

Closing the Phase

Deciding to Conduct the Next Phase

Closing the Project

Putting It All Together

Discussion Questions

Part III Building an Effective Project Management Infrastructure

Chapter 13 Establishing and Maturing a Project Support Office

Background of the Project Support Office

Defining a Project Support Office

Temporary or Permanent Organizational Unit

Portfolio of Services

Specific Portfolio of Projects

Naming the Project Support Office

Establishing Your PSO's Mission

Framing PSO Objectives

Exploring PSO Support Functions

Project Support

Consulting and Mentoring

Methods and Standards

Software Tools

Training

Staffing and Development

Selecting PSO Organizational Structures

Virtual versus Real

Proactive versus Reactive

Temporary versus Permanent

Program versus Projects

Enterprise versus Functional

Hub-and-Spoke

Understanding the Organizational Placement of the PSO

Determining When You Need a Project Support Office

The Standish Group Report

Spotting Symptoms That You Need a PSO

Establishing a PSO

PSO Stages of Maturity Growth

Planning a PSO

Facing the Challenges of Implementing a PSO

Speed and Patience

Leadership from the Bottom Up

A Systems Thinking Perspective

Enterprise-Wide Systems

Knowledge Management

Learning and Learned Project Organizations

Open Communications

The PSO of the Future

Hub-and-Spoke BP4SO

Staffing the BP4SO

Other Considerations

Putting It All Together

Discussion Questions

Chapter 14 Establishing and Managing a Project Portfolio Management Process

Introduction to Project Portfolio Management

What Is a Portfolio Project?

What Is a Project Portfolio?

What Is Project Portfolio Management?

The Project Portfolio Management Life Cycle

ESTABLISH a Portfolio Strategy

EVALUATE Project Alignment to the Portfolio Strategy

PRIORITIZE Projects and Hold Pending Funding Authorization

SELECT a Balanced Portfolio Using the Prioritized List

MANAGE the Active Projects

Roles and Responsibilities of the PSO in Portfolio Management

Project Sponsor

Portfolio Manager

Preparing Your Project for Submission to the Portfolio Management Process

A Revised Project Overview Statement

A Two-Step Submission Process

A New Submission Process

Agile Project Portfolio Management

Integrating a PMLC Model into the Agile Project Portfolio Management Process

Challenges of Managing Agile Portfolios

SELECT a Balanced Portfolio

MANAGE Active Projects

Putting It All Together

Discussion Questions

Chapter 15 Establishing and Managing a Continuous Process Improvement Program

Understanding Project Management Processes and Practices

The Project Management Process

The Practice of the Project Management Process

Defining Process and Practice Maturity

Level 1: Ad Hoc or Informal

Level 2: Documented Processes

Level 3: Documented Processes That Everyone Uses

Level 4: Integrated into Business Processes

Level 5: Continuous Improvement

Measuring Project Management Process and Practice Maturity

The Process Quality Matrix and Zone Map

What Process Has Been Defined So Far?

Using the Continuous Process Improvement Model

Phase 1: Foundation

Phase 2: Assessment and Analysis

Phase 3: Improvement Initiatives

Phase 4: Check Results

Defining Roles and Responsibilities of the PSO

Realizing the Benefits of Implementing a CPIM

Applying CPIM to Business Processes

Characteristics of Business Processes

Watching Indicators of Needed Improvement

Documenting the “As Is” Business Process

Envisioning the “To Be” State

Defining the Gap between “As Is” and “To Be”

Defining a Business Process Improvement Project

Using Process Improvement Tools, Templates, and Processes

Fishbone Diagrams and Root Cause Analysis

Control Charts

Flowcharting

Histograms

Pareto Analysis

Run Charts

Scatter Diagrams

Force Field Analysis

Trigger Values

Putting It All Together

Discussion Questions

Part IV Managing the Realities of Projects

Chapter 16 Prevention and Intervention Strategies for Distressed Projects

What Is a Distressed Project?

Why Projects Become Distressed or Fail

Managing Distressed Projects

Prevention Management Strategies

Using Tools, Templates, and Processes to Prevent Distressed Projects

Intervention Management Strategies

An Intervention Process Template

Roles and Responsibilities of the PSO with Respect to Distressed Projects

Analyzing the Current Situation

Revising the Desired Goal

Evaluating the Options

Generating the Revised Plan

Putting It All Together

Discussion Questions

Chapter 17 Organizing Multiple Team Projects

What Is a Multiple Team Project?

Challenges to Managing a Multiple Team Project

Working with Teams from Different Companies

Working with Fiercely Independent Team Cultures

Working with Different Team Processes

Accommodating Competing Priorities

Communicating within the Team Structure

Establishing a Project Management Structure

Establishing One Project Management Life Cycle

Building an Integrated Project Plan and Schedule

Defining a Requirements Gathering Approach

Establishing a Scope Change Management Process

Defining the Team Meeting Structure

Establishing Manageable Reporting Levels

Sharing Resources across Teams

Staffing across the PMLC

Searching Out Your Second

Classifying Multiple Team Projects

Two Teams

Multiple Teams

Project Office Structure

Project Office Characteristics

Project Office Strengths

Project Office Weaknesses

When to Use a PO

Core Team Structure

Core Team Characteristics

Core Team Strengths

Core Team Weaknesses

When to Use a CT

Super Team Structure

Super Team Characteristics

Super Team Strengths

Super Team Weaknesses

When to Use an ST

Putting It All Together

Discussion Questions

Chapter 18 Managing the Professional Development of Project Teams

What Career and Professional Development Situation Is Being Addressed?

What Do You Need To Do?

Experience Acquisition

On-the-job Training

Off-the-job Training

Professional Activities

What Will You Do?

How Will You Do It?

How Will You Know You Did It?

How Well Did You Do?

Where Do You Go from Here? — A New Idea to Consider

The PM/BA Position Family

Using the PM/BA Landscape for Professional Development

What Might a Professional Development Program Look Like?

Career Planning Using the BA/PM Landscape

An Even Newer Idea to Consider

Putting It All Together

Discussion Questions

Appendix A Glossary of Acronyms

Appendix B What's on the Website?

Appendix C Bibliography

Index

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