Contents
,Part I Defining and Using Project Management Process Groups
A Business-focused Definition of a Project
Establishing Temporary Program Offices
Establishing Permanent Program Offices
Understanding the Scope Triangle
Envisioning the Scope Triangle as a System in Balance
Prioritizing the Scope Triangle Variables for Improved Change Management
The Importance of Classifying Projects
Establishing a Rule for Classifying Projects
Classification by Project Characteristics
Classification by Project Application
Chapter 2 What Is Project Management?
Understanding the Fundamentals of Project Management
What Business Situation Is Being Addressed by This Project?
What Are Requirements — Really?
Introducing Project Management Life Cycles
Traditional Project Management Approaches
Agile Project Management Approaches
Extreme Project Management Approach
Emertxe Project Management Life Cycle Model
Choosing the Best-Fit PMLC Model
Number of Departments Affected
Chapter 3 Understanding the Project Management Process Groups
Defining the Five Process Groups
The Monitoring and Controlling Process Group
Defining the Nine Knowledge Areas
Mapping Knowledge Areas to Process Groups
Using Process Groups to Define PMLCs
A Look Ahead: Mapping Process Groups to Form Complex PMLCs
Chapter 4 How to Scope a TPM Project
Using Tools, Templates, and Processes to Scope a Project
Project Scoping Meeting Deliverables
Chapter 5 How to Plan a TPM Project
Using Tools, Templates, and Processes to Plan a Project
Using Application Software Packages to Plan a Project
Determining the Need for a Software Package
How Much Time Should Planning Take?
Planning and Conducting Joint Project Planning Sessions
Using the RBS to Build 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
Resource Loading versus Task Duration
Six Methods for Estimating Task Duration
Estimating Resource Requirements
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
Creating an Initial Project Network Schedule
Analyzing the Initial Project Network Diagram
Writing an Effective Project Proposal
Contents of the Project Proposal
Format of the Project Proposal
Gaining Approval to Launch the Project
Chapter 6 How to Launch a TPM Project
Using Tools, Templates, and Processes to Launch a Project
Developing a Team Deployment Strategy
Developing a Team Development Plan
Conducting the Project Kick-Off Meeting
Purpose of the Project Kick-Off Meeting
Establishing Team Operating Rules
Situations that Require Team Operating Rules
The Scope Change Management Process
Establishing a Communications Model
Managing Communication beyond the Team
Shifting the Project Finish Date
Alternative Methods of Scheduling Tasks
Cost Impact of Resource Leveling
Finalizing the Project Schedule
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
Applying Graphical Reporting Tools
Integrating Milestone Trend Charts and Earned Value Analysis
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
Defining a Problem Escalation Strategy
Project Manager–Based Strategies
Resource Manager–Based Strategies
The Escalation Strategy Hierarchy
Gaining Approval to Close the Project
Chapter 8 How to Close a TPM Project
Using Tools, Templates, and Processes to Close a Project
Writing and Maintaining Client Acceptance Procedures
Installing Project Deliverables
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
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
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
Chapter 10 Traditional Project Management
What Is Traditional Project Management?
Linear Project Management Life Cycle
When to Use a Linear PMLC Model
Variations to the Linear PMLC Model
Incremental Project Management Life Cycle
When to Use an Incremental PMLC
Using Critical Chain Project Management
Variation in Duration: Common Cause versus Special Cause
Statistical Validation of the Critical Chain Approach
The Critical Chain Project Management Approach
Track Record of Critical Chain Project Management
Chapter 11 Agile Project Management
What Is Agile Project Management?
Iterative Project Management Life Cycle
Definition of the Iterative PMLC Model
Types of Iterative PMLC Models
When to Use an Iterative PMLC Model
Adaptive Project Management Life Cycle
Weaknesses of the Adaptive PMLC Model
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
Chapter 12 Extreme Project Management
What Is Extreme Project Management?
Extreme Project Management Life Cycle
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
Monitoring and Controlling the Next Phase
Deciding to Conduct the Next Phase
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
Specific Portfolio of Projects
Naming the Project Support Office
Establishing Your PSO's Mission
Exploring PSO Support Functions
Selecting PSO Organizational Structures
Understanding the Organizational Placement of the PSO
Determining When You Need a Project Support Office
Spotting Symptoms That You Need a PSO
Facing the Challenges of Implementing a PSO
A Systems Thinking Perspective
Learning and Learned Project Organizations
Chapter 14 Establishing and Managing a Project Portfolio Management Process
Introduction to Project Portfolio Management
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
Roles and Responsibilities of the PSO in Portfolio Management
Preparing Your Project for Submission to the Portfolio Management Process
A Revised Project Overview Statement
Agile Project Portfolio Management
Integrating a PMLC Model into the Agile Project Portfolio Management Process
Challenges of Managing Agile Portfolios
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 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 2: Assessment and Analysis
Phase 3: Improvement Initiatives
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
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
Part IV Managing the Realities of Projects
Chapter 16 Prevention and Intervention Strategies for Distressed Projects
Why Projects Become Distressed or Fail
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
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
Classifying Multiple Team Projects
Project Office Characteristics
Chapter 18 Managing the Professional Development of Project Teams
What Career and Professional Development Situation Is Being Addressed?
Where Do You Go from Here? — A New Idea to Consider
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
Appendix A Glossary of Acronyms