Index
- Ad hominem 320
- Adjacent roles 333
- Adjust the schedule 179
- Aggregate 185, 230, 238, 273
- Aggregated assessment 238, 241, 245
- Agile 299–303, 349
- Agile development 300–303
- Agile methods 285, 299–302
- Aligning 12, 15, 305, 307
- Alignment 12, 15, 20, 73, 74, 110, 114, 162, 167, 190, 218, 308–310, 314, 317, 318
- Analysis 29, 39–42, 54, 59, 64, 72, 81, 85, 86, 89, 105–107, 109, 114, 126, 170, 193, 195, 207, 217, 223, 224, 283, 302, 319–322, 331, 354, 363, 374
- Applicants 328, 329
- Architecture 61, 67, 73, 124
- Archives 58, 70, 166, 186, 200, 222, 223, 229, 245, 251, 297, 304, 320, 322
- Aristotle 219, 321, 322, 338
- Artifacts 1, 4, 9, 19, 20, 30, 45, 56, 70, 83, 84, 86, 116, 119, 125, 133, 134, 154, 161, 167–169, 182, 191, 219, 230, 293, 301, 304, 320, 343, 346, 357, 366
- Assessment 27, 43, 48, 50, 54, 58–60, 65, 82, 84, 109, 126, 140, 191, 228, 230, 233, 234, 238, 241, 245, 256, 267, 278–279, 334, 354, 356
- Assessment via operation 85, 86
- Assigned manager 150, 182
- Assigning tasks 226
- Asymmetric 204, 221, 277, 284
- Asymmetric distributions 206
- Asymmetry 179, 191, 221, 363
- Attribution bias 203
- Audits 118, 257, 288, 292, 293, 304, 315, 348
- Authority 12, 13, 18, 66, 72, 108, 125, 144, 161, 165, 246, 281, 286, 292, 311–313, 320, 360
- Automated test 301, 302
- Availability 2, 64, 91, 95, 96, 164, 369, 370, 374
- b
- Bad news 200, 205, 318, 342, 345
- Balance 10, 12, 32, 33, 56, 60, 62, 91, 95, 96, 107, 135, 143, 159, 281, 289, 291, 310, 326, 331, 342, 345, 367, 368, 371
- Baseline 61, 71, 84, 164, 166, 186, 195, 223, 238, 251–253, 255, 258, 259, 263, 266, 272, 291–293, 304, 317, 343, 344, 348
- Baseline schedule 252, 253, 255, 263, 292
- Bayes’ Law 198
- Bearings 15, 350, 351, 358
- Beneficial 99, 132, 313
- Beneficial variation 354
- Benefits 7, 22, 32, 36, 43, 93, 101, 109, 115, 125, 133, 140, 182, 183, 188, 223, 254, 265, 282–283, 294, 303, 310, 333, 352, 356, 359
- Best value 136
- Bifurcated risk‐management strategy 244
- Big companies 161, 288, 329, 331, 340
- Bill of materials 151, 166, 287, 360
- Bi‐modal 363
- Black box 84
- Black swan 201, 203, 205
- Boehm, Barry 41–43, 186, 294, 295
- Borlaug, Norman 23, 26
- Boss speaking last 229
- Bottom‐up 142
- Brand 236, 340, 348, 359
- Buckley, William F. 316
- Budget 10, 11, 46, 55, 56, 65, 89, 98, 127, 150, 152, 164, 167, 168, 186, 202, 207, 216, 218, 231, 235, 256, 258–261, 268, 273, 287, 294, 295, 303–305, 333, 344, 345, 357
- Bulgakov 219, 338
- Business manager 182–184, 314
- Business specialist 182, 183, 187, 255, 256, 259, 263, 265
- Buyer 8, 14, 52, 122–124
- Buying software 297, 298
- c
- Calibration 65, 133, 138, 187, 190, 191, 250
- Capability Maturity Model 349, 355–356
- Capture rationale 322, 323
- Career change 333–338
- Career growth 315
- Carrier‐sense multiple access 354
- Cash flow 7, 126, 127, 163, 265
- Causality 220, 233
- Cause 14, 42, 44, 48, 54, 55, 62, 63, 67, 75, 78, 79, 84, 101, 109, 132, 141, 178, 188, 193, 194, 201, 202, 216, 217, 219, 221, 225, 226, 230, 238, 240, 244, 252, 253, 272, 283, 303, 342, 343, 351, 358, 368, 370–372
- Central Limit Theorem 350
- Chain 65, 66, 90, 92, 141, 174, 176, 177, 179, 180, 185, 190, 192, 233, 253, 276–278, 310, 326, 330, 371
- Chance node 212
- Change control 89, 90, 308
- Change control board 334
- Change‐of‐control 302–303
- Change on your project 333–334
- Characteristics of modern systems 369, 370, 374
- Check‐lists 289, 290, 305
- Chief engineer 16, 17, 75, 119, 158, 229, 246, 277, 283, 332, 336
- Client 8
- Close‐out 304
- COCOMO 294
- Cohen, Judith Love 25
- Combination of commands 371
- Comparison 6, 84, 203, 207, 245, 255, 256
- Compensation 13, 264, 280, 313, 316, 327, 339, 342, 345
- Competition 105, 123, 127, 132, 135, 136, 144, 292, 310, 331, 365, 374
- Completed 7, 15, 19, 36–38, 46, 55, 65, 72, 80, 86, 93, 96, 100, 124, 137, 142, 152, 171. 172, 173, 175, 185–187, 191, 214, 250, 253, 256, 261, 264, 284, 293, 300, 304, 317, 352, 357, 358, 361, 372
- Complexity and scale 369
- Compliance 46, 84, 85, 128, 288, 299, 304, 348, 357
- Component 25, 27, 29, 30, 33, 35, 43, 52, 64, 65, 80, 81, 83, 91, 103, 104, 117, 138, 149, 150, 167, 177, 220, 237, 243, 245, 289, 296, 297, 374
- Compromise 81, 309, 310
- Concept of operations (CONOPS) 53, 54, 59, 70, 83, 84
- Conditional probability 197, 198, 202
- Configuration control 19, 45, 46, 89, 333
- Conflict 61, 135, 219, 227, 305, 307, 316, 317, 319, 322, 326, 338, 345, 366, 367
- Conflict resolution 308
- Conflicts of interest 342
- Consensus 15, 43, 278, 283, 309, 310, 313–315. 323–325, 341, 343, 367
- Consequences 22, 26, 115, 218, 235, 369–371, 373
- unintended 26
- Constituencies 269, 270, 280, 368
- Constraints 10, 12, 18, 34, 37, 42, 49, 54, 61, 70, 102, 153, 156, 203, 205, 222, 266, 291, 327
- Continual improvement 355
- Continuous business operations 6, 9, 39
- Contracts 4, 13, 19, 83, 124, 129, 141, 153, 155–157, 168, 187, 246, 298, 303, 308, 326, 327, 334, 370
- Control chart 208–210, 215, 223, 224, 245
- Convenience 276, 301, 303
- Coordinate 50, 97, 103, 113, 165, 190, 250, 286, 361
- Coordinate system of value 44, 45, 57, 108, 133, 136, 214, 224, 309, 325, 327, 346
- Core of the methodology 354
- Cost(s) 91, 98, 122, 127, 182, 183, 187, 189, 212, 216, 249, 252, 256, 297, 299, 321, 343, 348, 358, 359
- Cost and schedule 172, 219, 238
- Cost‐at‐completion 171, 173, 220, 251, 255, 256, 266, 268, 273, 278, 365
- Cost‐estimating relationships 186
- Cost + management reserve + desired profit 189
- Cost‐reimbursable contract 189, 190
- Cost variance (CV) 258–263, 265, 266, 268, 273, 278, 279, 282, 291
- Cost versus price 188–190
- Coupling matrix 81
- Cost performance index (CPI) 262, 263, 268
- Crane operations 289
- Creating credible project schedules 180, 188
- Creating 3‐point estimates 179
- Credibility 13, 23, 45, 53, 64, 66, 67, 109, 136, 187, 193, 218, 222, 272, 283, 295, 319, 326, 345
- essential for 187
- Credible 27, 57, 109, 126, 136, 139, 142, 143, 172, 179, 182, 188, 253, 257, 272, 287, 295
- Culture 27, 74, 97, 103, 104, 219, 311, 312, 343–345
- Cumulative probability 184
- Customer‐furnished 163, 164, 304
- Customers 8, 67, 72, 111, 120, 136, 137, 139, 172, 187, 258, 269, 270, 302, 326, 327, 345, 355, 372, 373
- d
- Data‐gathering and record‐keeping 97
- Data tables 187
- Day‐sales‐receivables 265
- Dealing with people 305, 307, 308, 365
- Dealing with your management 325–327
- Decision(s) 4, 13, 15, 18, 27, 43, 46, 57, 64, 84, 90, 95, 97, 102, 105, 118, 121, 125, 126, 144, 161, 193, 195, 197, 205, 210, 223, 224, 228, 239, 293, 317, 319, 320, 323, 345, 359, 366, 374
- Decision gates 33, 43
- Decision log 322–324
- Decision node 212
- Decision tree 61, 211–213, 224
- Decomposition 32, 33, 35, 39, 61, 77, 149, 168, 174
- Defective assembly 91
- Defect rate 91, 295, 296, 346, 347, 349–355
- Defense Advanced Project Research Agency (DARPA) 130
- Define the tasks 174–175, 180
- Degree‐of‐freedom 57, 108, 293, 327, 340
- Degrees of design freedom 44, 99, 109, 214, 271, 272
- Deliverables 122, 152, 156, 157, 163, 166, 167, 169, 293, 303, 304, 325, 334
- Demonstration 54, 85, 86
- Dependencies 61, 172, 175, 191, 212, 252, 357
- Dependent 175, 176, 245
- Deployment 61, 78, 80, 92–94, 97, 98, 164, 365
- Derived 179, 180
- Design 35, 48, 55–69, 90, 94, 133, 185, 215–223, 233, 271, 275, 323, 352, 355, 367, 370, 372, 373
- Design freedom 44, 99, 109, 214, 271, 272
- Design margin 58, 61, 62, 71, 137, 185
- Design notebook 322, 323
- Design patterns 66–67, 70, 220
- Deviation 62, 88, 179, 186, 191, 206, 220, 246, 259, 349–351, 363
- Diagram 61, 147, 156, 210, 240
- Differentiators 128, 131, 133–141, 143–145, 163, 167–169, 299
- Direct 15, 18, 23, 140, 158, 167, 183, 245, 263, 283, 323, 324, 326, 336
- Directly 27, 30, 101, 105, 129, 139, 148, 156, 183, 188, 230, 299, 315, 348, 368
- Disablers 341–342, 345
- Discipline 1, 13, 29, 56, 159, 160, 164, 182, 186, 188, 288, 302, 372
- Discrimination 315
- Disposal 9, 33, 34, 37, 39, 77, 78, 97, 304
- Disseminate 110, 288, 314
- Distributions 206, 213, 235, 277, 294, 295, 343, 349, 350, 363
- Diversity 314, 315, 317
- Documenting agreements 322
- Dollar value 182, 189, 259, 264
- Do the hard parts first 67–69
- Dry‐runs (of a test procedure) 87, 89, 93
- Duration 174, 175, 177–180, 183–186, 188, 192, 206, 220, 223, 235, 251–258, 260, 268, 275–277, 279, 284, 295
- Dynamic behavior 61, 63, 68, 75, 107, 205, 216, 217, 221, 222, 227, 243, 244, 295, 296, 299, 302, 353, 362, 370, 373
- Dysfunctional behavior 316, 318
- e
- Earned value (EV) 246, 255–257, 259–262, 266–268, 273, 291–292
- Earned‐value baseline 164, 166, 291–292
- Edison, Thomas 23
- Effective 39, 82, 83, 118, 244, 323
- Effective behavior 340, 341
- Effects of quality 359–360
- Element 151
- Emergent behavior 30, 31, 33, 35, 52, 373
- Emotional ownership 45, 110, 133, 135, 139, 144
- Emphasis on good design 372
- Empirical 215, 220, 243, 245
- Employees 20, 46, 101, 102, 124, 127, 140, 153–155, 165, 167, 190, 236, 242, 243, 265, 284, 288, 307, 309, 310, 312–314, 316, 319, 321, 325, 327, 329, 332, 339, 341, 342, 344, 348, 356, 357
- Empowerment 313
- Enablers 35, 61, 70, 107, 313, 341, 342, 345
- Ending a project 303, 305
- Enforcement program 288
- Engaged 153, 310, 340
- Engineering process 18–20, 22, 37, 45, 75, 98, 191, 193, 356, 357, 368
- Engineering project 1–5, 9–11, 13–23, 29–31, 36, 37, 40, 43, 45–47, 51, 55–57, 69, 72, 74, 80, 81, 99, 100, 102, 104, 107, 108, 115, 118, 119, 121–145, 147, 149, 151, 158, 160, 161, 168, 171, 178, 180, 185–187, 189, 191, 195, 198, 201, 207, 214, 216–219, 226–228, 231, 233, 238, 243, 245, 261, 263, 269–271, 279–282, 284, 285, 287, 294, 299, 302, 307–346, 350, 352, 361–363, 367, 368, 373
- Engineering project management 1, 2, 9, 10, 21–23, 29, 36, 40, 47, 69, 80, 118, 119, 147, 169, 195, 281, 282, 307, 330, 345, 350, 352, 365, 366
- Enumerate 314
- Error‐budget 65
- Estimates 179, 182–188, 191, 222–223, 235, 249, 251
- Ethical lapse 342, 368–370
- Ethics 314, 318, 344, 361, 365–375
- Ethics in engineering 314, 361, 365–375
- Executable code 152
- Expected value 178, 213, 241–243, 245, 264, 369
- Expenditure plan 259
- Experience 10, 20, 29, 41, 45, 50, 55, 57, 59, 64, 67, 69, 72–75, 82, 96, 99, 104, 108, 134, 135, 139–143, 151, 158, 160, 172, 204, 216, 217, 219, 220, 222, 223, 226, 227, 229, 243, 296–298, 314–316, 318, 321, 322, 325, 329, 331–333, 336, 355, 358, 365, 373, 374
- External 4, 8, 10–12, 54, 61, 64, 73, 124–126, 129, 144, 151–156, 158, 171, 205, 276, 304
- Extrapolate 65, 202, 222, 350
- Extrapolating forward 251
- Extrapolation 65, 222, 251, 370
- f
- Fail 22, 60, 62, 72, 84, 87, 142, 172, 173, 201, 203, 205, 210, 216–217, 227, 231, 244, 341, 373
- Fallacy 199–201, 203, 204, 242
- False negative 210
- False positive 196–198, 210
- Fat tail 362
- Feasible 21, 44, 55, 56, 60, 109, 113, 131, 134, 136, 139, 142, 169, 252, 272, 281, 309, 310, 328, 343, 344, 346, 366, 367
- Federal Acquisition Regulations 82
- Finance 13, 14, 17, 20, 45, 46, 159, 160, 163, 265, 280, 281, 297, 304, 308
- Financial measures 127, 249, 263–265, 336
- Finish‐to‐start 175, 177, 180, 192, 253
- 1st Duke of Wellington 311
- 5‐Why’s 240
- Fixed‐price contract 187, 189
- Focus areas for an engineering project manager 366, 367
- Formal mechanism 109
- Foundational knowledge 334, 335, 337
- Four constituencies 368
- Frequent 12, 57, 137, 142, 204, 284, 300, 301, 303
- small updates 300
- Functional departments 159, 160, 164
- Functional organizations 159
- g
- Gaussian distribution 206, 213, 350, 361, 363
- General Motors 358–360
- Geographically distributed 307, 343–344
- Getting ahead 336, 338–342, 345
- Glass box 84
- Goals 9–15, 18, 60, 61, 74, 84, 107, 108, 153, 157–159, 163, 227, 250, 275, 289, 309, 316, 317, 326, 354, 358, 366
- Goals of the organizational structure 158
- Go live 92, 93
- Good design 31, 46, 72, 91, 215, 220, 348, 372, 373
- Gross national product 351
- Guidelines 29, 37, 43, 70, 71, 162, 231, 303, 366, 372
- Hierarchy(ies) 5, 33–35, 38, 39, 51, 64, 83, 86, 87, 116, 147, 148, 151, 158, 168, 174, 312, 341
- Histogram 188
- Honda 359, 360
- How to deal with people 308
- HR 20
- Human relations 19, 159, 169, 269, 270, 304, 307, 308, 314, 326, 346
- Human resources 14, 46, 160, 183, 188
- Human resources department 327–329
- Human resources specialist 327–329
- 100‐year storm 242
- Hybrid organizational structures 161
- i
- IDEF‐0 61
- Impact 131, 225–228, 230, 232–235, 238–239, 241–243, 273, 278, 369
- Impact of occurrence 227
- Implementation 33–36, 38–40, 42, 46, 58–61, 67–69, 77–80, 87, 138, 139, 148, 149, 151, 154, 186, 216, 244, 275, 287, 308, 333, 365, 372
- Inception‐to‐date 263, 264
- Indented list 150, 151
- Independence 175, 202
- Independently‐schedulable entities 59, 60
- Independently‐schedulable software entities 222
- Indication 52, 71, 85, 203, 205, 231, 233, 256, 258, 300
- Indirect 105, 183, 188
- Indirectly 188
- Individual technical performer 332
- Induction 201, 203, 205
- Infrastructure 73, 74, 100, 138, 286–288, 293, 300, 303, 343
- In‐house training 313, 336
- In progress 22, 89, 239, 256, 257, 266, 273
- Inputs 37, 54, 58, 60, 61, 70, 84, 92, 113, 116, 168, 182, 191, 205, 219, 221, 230, 274, 276, 357, 361, 370, 371
- Inspection 54, 85, 86, 166
- Integrated assemblies 86, 353
- Integration 30, 33–36, 38, 39, 42, 46, 77–81, 86, 87, 89, 150, 164, 216, 287, 295, 297, 302, 365
- Intellectual property 46, 126, 133, 137, 139, 154, 159, 298, 299, 304, 337
- Inter‐dependencies 86, 174–177, 179, 180, 317
- Interesting and important 5, 299, 332, 365
- Internal 4, 8, 11, 12, 45, 48, 73, 124, 125, 131, 143, 144, 151, 156, 158, 161, 166, 171, 303, 304, 328
- International Standards Organization (ISO) 116, 355
- Intersection with engineering 191
- Interview 328, 329
- Intuition 45, 204, 212, 213, 219, 220, 369
- Isolate 68
- ISO‐9000, 349, 355
- l
- Lagging indicators 229, 231
- Large scale 3, 4, 140, 244, 292–293, 301, 303, 304, 372
- Latent defects 81, 90, 295, 296, 347, 358
- Launching your project 284–293
- Leading indicators 229, 231, 233, 245
- Lean 349
- Libraries 19, 67, 70, 186, 187
- Libraries of historic data 186
- License provisions 298, 299
- Life‐cycle 29, 37–43, 61, 69, 93, 94, 109
- Life‐cycle costs 94
- Life‐cycle model 33
- Life‐span 3, 23, 26
- average human 3
- Likelihood 131, 225–228, 232–235, 242, 273, 278, 368
- Likely project cost 184
- Linear 219–221, 296, 370
- List 10, 20, 21, 31, 34, 39, 50, 51, 53, 54, 60, 61, 64, 74, 75, 83, 84, 115, 121, 125, 127, 128, 131, 132, 134, 137, 141, 145, 150, 156, 158, 162, 165, 169, 173, 199, 217, 222, 228–231, 235, 238, 239, 251, 270, 272–274, 278, 283, 286, 289, 290, 293, 303, 305, 310, 315, 316, 318, 320, 332, 341, 346, 348, 360, 368
- List of risks 228, 230, 239
- Load‐leveling 188
- Long‐term partnerships 358, 359
- Loss‐exchange ratio 44, 45, 107, 110, 140
- Lower levels of variation 358
- Lowest price 136, 140
- m
- Major discrepancy 297
- Management 2, 5, 11, 12, 14, 15, 18–21, 43, 68–72, 88, 92, 94, 99, 107, 128, 133, 134, 141, 142, 151, 154, 161, 163–167, 169, 183, 186, 188, 189, 213–248, 250, 251, 263, 265–267, 269–271, 273, 274, 277–282, 283, 284, 287, 292, 293, 301, 302, 304, 308, 314, 322–327, 329, 331–333
- change 20
- engineering project 1–5, 9–11, 13–23, 29–31, 36, 37, 40, 43, 45–47, 51, 55–57, 69, 72, 74, 80, 81, 99, 100, 102, 104, 107, 108, 115, 118, 119, 121–145, 147, 149, 151, 158, 160, 161, 168, 171, 178, 180, 185–187, 189, 191, 195, 198, 201, 207, 214, 216–219, 226–228, 231, 233, 238, 243, 245, 261, 263, 269–271, 279–282, 284, 285, 287, 294, 299, 302, 307–346, 350, 352, 361–363, 367, 368, 373
- risk 20, 21, 128, 169, 213, 217, 225–241, 245, 246, 266, 267, 271, 284, 287, 373, 374
- Management reserve 183, 189, 280–283, 345
- Management reserve funding 279–282
- Management rhythm 168, 210, 230, 239, 244, 246, 251, 266, 267, 269–275, 280, 282–3, 284, 293, 314, 366
- Manager 2, 4, 5, 15, 19, 29, 62, 72, 124, 142, 143, 145, 147–149, 152, 154, 157, 158, 165, 167, 169, 182–184, 229, 250, 252–254, 263, 265, 267, 274–278, 281–283, 291, 299, 307, 308, 314, 316, 332, 339, 346, 355, 365, 367, 374
- Manufacturing 132, 348–352, 358, 359
- Marching army effect 297
- Matrix 61, 71, 85, 86, 136–138, 162, 210, 234, 235, 237, 241, 243
- Mean‐time‐to‐repair 91, 95, 96
- Measurement equipment 232
- Measurement method(s) 58, 182, 202, 217, 230, 232, 273
- Measurement process 193, 194, 207, 276
- Measurement(s) 193–194, 215, 220, 233, 243, 291, 295
- Mechanics of project management 323–5
- Mentor 16, 17, 114, 313, 322, 331, 332, 336–339, 342
- Method 29–47, 54, 61, 77, 84–87, 94, 182, 195, 211–213, 221, 232, 238–239, 253, 256, 257, 269, 295, 299, 322, 333
- Methodology for estimating the schedule and cost of software 294
- Metric 44, 45, 56, 105, 108, 156, 199, 212, 229, 265, 360, 373
- Mid‐career changes 334, 336, 337
- Mike Kazeef 208
- Mini‐contract 152–157, 162, 168, 174, 313, 322
- Mission threads 53, 54, 59–61, 64, 106, 108, 116, 118, 119, 130, 131, 133, 136, 139
- Mitigate 55, 134, 166, 189, 226, 235–237, 241, 243, 246, 273, 281, 369, 374
- Mitigated 227, 231, 245
- Mitigation 67, 128, 133, 159, 166, 168, 169, 226, 228, 230–232, 235–239, 241, 244–247, 273–275, 278, 279, 281, 283, 284, 374
- Mitigation approaches 133, 235, 246
- Mitigation plans 168, 169, 230, 237–239, 246, 247, 273, 276, 374
- Model 19, 23, 42, 44, 45, 57, 60, 61, 64–66, 77, 78, 85, 106, 107, 116, 122, 126, 138, 140, 142, 156, 164, 186, 187, 213, 222, 244, 251, 275, 295, 300, 313, 314, 322, 349, 355, 356, 362
- Model‐creators 222
- Modeling 45, 58, 60, 61, 64–67, 70, 140, 187, 222, 238, 276, 341
- Monitor 18, 50, 95, 110, 159, 246, 249, 265, 267, 269, 271, 272, 274, 282, 284, 293, 295, 296, 344, 366
- Monitoring 12, 19, 37, 95, 110, 139, 149, 202, 217, 226, 246, 249–284
- Monitoring progress 249–251, 253–284
- Monte Carlo simulation(s) 178, 184, 185, 190, 366
- Monthly management rhythm 239, 269, 274, 284
- Most‐likely 19, 99, 104, 151, 167, 177, 185, 186, 188, 192, 207, 217, 241, 252, 265, 269, 272, 276, 277, 287, 308, 339, 353, 358, 373
- Motivate 18, 20, 46, 72, 114, 266, 312, 313, 367
- Motivated 15, 18, 74, 75, 159, 190, 309, 312, 341, 366
- Motivating 12, 305, 307, 308, 312–316, 341, 354
- Motivation 23, 29–37, 114, 161, 190, 301, 309, 310, 312, 313, 316, 317, 341, 347–348, 356
- Multi‐modal 363
- Multiple countries 307, 344–345
- Multiplexing 89, 159
- 90/90 rule of project management 216
- On‐the‐job 334–337
- Open‐source software 297, 298
- Operating environment 89, 113, 215
- Operation 6–9, 36, 39, 41, 42, 46, 48, 50, 54, 59, 72, 80, 81, 83, 85–88, 92–94, 97, 108, 113, 163, 215, 217, 289, 301, 371
- use in actual 36–37
- Operational performance measures (OPMs) 44, 57, 59, 60, 66, 70, 71, 105, 107–110, 119, 120, 126, 131, 133, 137–140, 145, 168, 169, 214, 215, 218, 224, 233, 267, 271, 272, 275, 276, 279
- Opportunity cost 101, 125, 127
- Opportunity management 69, 71, 166, 225–247, 267, 281
- Optimistic 177–179, 183, 185–187, 252, 277, 295, 296
- Organizational structure 147, 158–163, 167, 286, 293
- Organization chart 147, 151, 157–162, 167, 168
- Organize meeting agendas 323, 324
- Organizing 2, 64, 142, 147–170, 226
- Other direct costs 183
- Outliers 204–206, 216, 220, 252
- Outlines 287, 293, 357
- Outputs 37, 45, 54, 59, 61, 62, 66, 70, 78, 79, 87, 219, 254, 276, 277, 357, 361, 369
- Outside of our design responsibilities 369–371
- p
- Parallel 23, 36, 59, 64, 77, 83, 84, 92, 93, 116, 134, 175, 246, 252, 258, 266, 272, 279, 357
- Parallel with 36, 77, 83, 84, 92, 93, 175, 252, 266, 272
- Parametric models 186, 187, 190, 191, 251
- Partition 42, 344
- Pass 43, 75, 83, 84, 87, 89, 91, 201, 208, 210, 218, 225, 228–232, 235, 236, 238, 239, 242, 244, 273, 281, 292, 374
- Past experience 8–9, 185–186, 217, 220
- Past performance 137, 141–143, 173, 223, 304
- Patent indemnity 299
- Patents 299, 304, 332
- Path dependence 203, 204
- Paul, Donald 339
- Performance measures 44, 57, 59, 60, 64, 66, 70–72, 105, 107–110, 119, 120, 126, 131, 133, 137–140, 145, 168, 169, 214, 215, 217, 218, 220, 224, 233, 267, 271, 272, 274–276, 279, 284, 362, 366
- Performance prediction 33, 222, 274
- Periodic 43, 96, 185, 228, 230, 234, 238–239, 241, 249–251, 255, 256, 258, 266, 267, 271–275, 277, 278, 283, 357
- Periodic management rhythm 168, 210, 239, 244, 246, 251, 266, 267, 269–284, 293, 314, 366
- Personal reputation 348, 360, 374
- Personal time 223, 269–271
- Persuasion 144, 153, 311, 312
- Pessimistic 177–179, 183, 252, 277
- Phase‐out 34, 37, 77, 78, 97
- Pitfalls 58, 62, 63, 102, 113, 182, 341–342
- Plan 1, 12, 15, 19, 20, 23, 26, 33, 72, 86, 96, 102, 103, 116, 128, 129, 137, 147, 159, 162–170, 172, 174, 217, 220, 223, 225, 229, 238, 245, 246, 257–260, 264–266, 274, 280, 286–288, 303, 310, 322, 327, 343, 359
- Planned value (PV) 259–262, 267, 268, 273
- Planning 1, 2, 8, 12, 18–20, 37, 46, 83–90, 95, 96, 101, 130, 147–170, 173–175, 185, 226, 257, 258, 266, 269, 272, 287, 293, 302, 303, 331
- Plutarch 318
- Point estimates 235, 246
- Policy 11, 13, 26, 27, 40–42, 48, 50, 54, 103, 104, 141, 153, 199, 210, 213, 215, 218, 223, 235, 236, 241, 244, 258, 288, 292, 293, 314, 323, 326, 348
- Polling 73, 201
- Port‐to‐port 231, 232, 361, 362
- Port‐to‐port timing 232
- Positions 48, 62, 102, 159, 235, 241, 286, 311, 316, 319, 320, 322, 326, 328, 329, 334, 341, 354, 365, 366
- Potential problems 225, 228, 233, 239
- Power distance 312, 345
- Predecessor 175, 176, 182, 192, 268, 353
- Predicted duration 182, 251, 252, 277
- Predicted start‐date 182
- Predictions 33, 57, 61, 64, 71, 72, 85, 138, 171–192, 199, 202, 207, 208, 214, 215, 217–218, 222–223, 230, 233, 238–239, 249–258, 264, 272–280, 291, 292, 297, 333
- Predictive power 202, 207, 224, 251
- Premises 278, 319–323, 345, 349, 366
- Preparing yourself for leadership 338, 367
- Pressure point 57–60, 70, 113, 331
- Previous‐completed project 185, 191
- Price 11, 44, 106, 115, 122, 126–128, 135–137, 140–144, 155, 166, 183, 187–190, 207, 280, 281, 334, 358, 359
- Price‐to‐win 127, 141, 142
- Prime contract 155–157, 236, 302, 303, 358
- Private data 97
- Probability 10, 27, 59, 61, 69, 128, 129, 132, 177–179, 184, 191, 196–198, 211–214, 224, 264, 277, 368, 369
- Problem of scale 204–206
- Procedure 8, 22, 37, 75, 83–90, 98, 104, 105, 156, 195, 201, 204, 241, 243, 255, 256, 288, 289, 291, 293, 314, 326, 344, 348, 359
- Process(es) 2, 4, 8, 9, 15, 18–20, 29, 35–37, 39, 43, 45, 47, 48, 54–64, 68–72, 74, 77, 80, 81, 83, 87, 89–91, 99, 104, 105, 107, 109, 112, 114, 115, 118, 123, 124, 126, 129, 130, 132, 136, 137, 139, 152, 168, 177, 179, 185, 191, 193, 194, 205, 207–209, 215–223, 227–230, 232, 233, 236, 239, 246, 252, 257, 258, 266, 271–274, 279, 282, 285–291, 293, 303, 314, 317, 323, 328, 329, 351, 356–357, 359, 373
- Process‐behavior chart 208, 209, 215, 217, 224, 252, 267, 273, 275, 277, 278, 366
- Procurement 45, 129, 141, 142, 357–359
- Producibility 91
- Production 9, 16, 17, 23, 24, 34, 36, 39, 46, 78, 90–91, 101, 150, 154, 164, 187, 331
- Production process 90, 91
- Productive 18, 116, 153, 190, 305, 316, 317, 324, 345
- Profits 125, 128, 140, 163, 183, 189, 190, 264, 280, 298, 339
- Progress 14, 18, 19, 22, 39, 43–47, 67, 89, 110, 134, 147, 149, 159, 168, 170, 179, 191, 216, 217, 220, 226, 228, 235, 237, 246, 249–284, 293, 296, 301, 315, 322, 336, 354, 372, 373
- Progress payments 265
- Project 1, 29, 77, 99, 121, 147, 171, 193, 225, 249, 269, 285, 307, 347, 365
- close‐out 18, 304
- definition 1
- engineering 1–5, 9–11, 13–23, 29–31, 36, 37, 40, 43, 45–47, 51, 55–57, 69, 72, 74, 80, 81, 99, 100, 102, 104, 107, 108, 115, 118, 119, 121–145, 147, 149, 151, 158, 160, 161, 168, 171, 178, 180, 185–187, 189, 191, 195, 198, 201, 207, 214, 216–219, 226–228, 231, 233, 238, 243, 245, 261, 263, 269–271, 279–282, 284, 285, 287, 294, 299, 302, 307–346, 350, 352, 361–363, 367, 368, 373
- Project failure scenario 216
- Project management 1–5, 9, 10, 19–23, 29, 30, 33, 36, 37, 40, 47, 57, 69–72, 80, 118, 119, 147, 149, 153, 158, 168, 169, 172, 195, 219, 281, 282, 284, 301, 307–346, 350, 352, 356–359, 366
- Project plan 19, 83, 162–169, 303
- list of subjects 162
- Project policy 210, 215, 223, 258, 323
- Project start‐up procedures 289, 293
- Project start‐up teams 289
- Project start‐up topics 286, 287
- Project team 12, 114, 119, 269, 270, 283, 292, 309, 312, 317, 318, 333, 334
- Projectized organizational structure 160
- Projectized organizations 159–161
- Promotions 11, 293, 315, 327, 368
- Proposals 121–129, 131–137, 141–144, 147, 155, 167–169, 187, 229, 231, 243, 246, 249, 272, 285–287, 291, 292, 294, 303, 304, 329, 332, 343–345, 374
- Protest 129
- Purchase orders 46, 122, 123, 153, 155, 160, 165, 297, 304, 357, 358
- q
- Qualitative 35, 105, 193
- Quality 12, 14, 20, 21, 40, 41, 45, 46, 58, 61, 66, 67, 84, 127, 132, 141, 160, 164, 177, 186, 220, 263, 283, 284, 287, 308, 346–363, 368, 370
- Quality a part of their reputation 359
- Quality control 348
- Quality initiatives 348–356, 359, 361
- Quantitative 35, 54, 90, 102, 105, 107, 193, 195, 196, 210, 218, 223, 224, 227, 237, 356
- Quantitative statements 35, 105
- r
- Radioactive materials 37, 97
- Ramo, Simon 24, 25
- Random variation 202, 207, 208, 213, 237, 267, 354
- Rationale 58, 60, 70, 294, 322–324
- Reading 5, 23, 53, 104, 118, 157, 219, 329, 335, 338, 367, 375
- Realism 55, 183–188, 251, 296
- Realistic 20, 55, 84, 88, 89, 140, 185, 297, 329, 361
- Realistic operating conditions 88–89
- Recipe for credible schedule prediction 174
- Recognition 40, 174, 293, 312, 313, 368
- Recover 61, 116, 185, 253, 266, 277, 279, 338
- Recovery 89
- Recruit 286
- Recurring costs 91
- Red‐lining a test procedure 87
- Regulate 101
- Reliability 25, 32, 35, 60, 64, 67, 68, 91, 95, 96, 107, 115, 200, 225, 231, 237, 346, 347, 352–355, 359, 368–370, 373
- Reliability and availability 369, 370
- Re‐plumb 252, 254
- Re‐plumbing 252, 254, 258, 266, 267, 272, 273, 277, 279, 282, 284
- Re‐plumbing the schedule 266
- Reputation 122, 125, 127, 206, 218, 236, 241, 264, 340, 347–348, 359, 360, 374
- Request for proposal 122–125, 128, 129, 141–143
- Requirements 10–12, 32, 33, 35–40, 42, 43, 45–56, 58–61, 64, 65, 69–72, 80, 82–87, 89, 99, 100, 111, 113, 128, 137, 149, 153, 154, 156, 158, 161, 167, 190, 201, 212, 214, 227, 231, 288, 292, 300, 303, 307, 308, 327, 333, 343, 352–355, 358, 360–363, 366, 372, 373
- Requisition 328, 329
- Resolving conflict 61, 305, 307, 316–323, 366, 367
- Resource‐leveling 188
- Responsibility 4, 5, 12, 13, 18, 68, 72, 75, 91, 93, 101, 116, 147, 149, 152, 157, 159, 161, 162, 164, 166, 167, 225, 236, 246, 276, 305, 308, 313, 315, 320, 325, 329, 339, 341, 345, 369–371
- Responsibility assignment matrix 162
- Retirement and disposal 37, 39
- Retiring a process 357
- Re‐use 297
- Revenue 2, 4, 6, 123–125, 127, 144
- Reviews 19, 33, 42, 43, 50, 116, 127, 142, 162, 195, 265, 267, 271, 275, 279, 294, 298, 343, 348, 373
- Rewarded 74, 293, 341
- Reward(s) 74, 189, 212, 309, 313–315, 319, 332
- Risk(s) 10, 12, 18, 21, 26, 27, 29, 43, 55, 60, 66, 67, 69, 74, 75, 91, 107, 127, 128, 131, 136, 137, 143, 152, 160, 169, 188–190, 225–247, 265–267, 271, 273, 275, 278–281, 294, 295, 297, 334, 343, 345, 366, 367, 369–370, 374
- Risk and opportunity management 225–247
- Risk management 20, 21, 128, 169, 213, 217, 225–241, 244–246, 266, 267, 271, 284, 287, 373, 374
- Risk matrix 234, 235, 237, 241
- Risk register 19, 74, 167–169, 229–232, 235, 237–239, 241, 243–245, 247, 265, 271, 273, 275, 276, 279, 295, 344, 373, 374
- Risk sharing 189, 281
- Risks that we did not yet identify 241
- Robots 90
- Role‐model 313
- Rolling wave 257–258, 266, 272
- Rolling‐wave planning process 266, 272
- Root cause 55, 78, 79, 230, 240–241, 252, 273, 358, 372, 373
- Root‐cause analysis 230, 240–241
- Round‐trip error 201, 203
- Routing algorithms 354
- s
- Safety 31, 35, 45, 46, 67, 95, 101, 103, 107, 166, 200, 225, 231, 237, 289, 297, 300, 301, 308, 310, 346, 347, 368, 370, 374
- Sales 128, 264, 333, 359
- Satisfaction 5, 11–13, 42, 56, 98, 308, 319, 331, 337, 341, 342, 345
- Satisfactory 56, 126, 172
- Scale 90, 158, 189, 193, 205–206, 227, 244, 295–296, 369–370
- Scenarios 44, 65, 66, 75, 86, 87, 89, 92, 113, 115, 124, 216, 231, 318, 338
- Schedule 10, 18, 55, 101, 122, 136, 155, 231, 237, 239, 246, 254, 262, 264, 272, 333, 334, 345–347
- Schedule and cost 7, 12, 44, 68, 71, 109, 158, 171–192, 223, 229, 232, 233, 245, 249–251, 258–262, 266, 267, 271–273, 279, 291–297, 304, 343, 348, 366
- Schedule variance 258, 259, 261–263, 265, 266, 268, 273, 277–279, 282
- Scheduling programs 177
- S‐curve 183–185
- Selection 30, 328
- Selection factors 122
- Self‐assessment 356
- Sequence 15, 18, 40, 54, 59, 64, 74, 81, 91, 122, 131, 132, 162, 177, 208, 216, 220, 235, 252, 266, 272–275, 316, 349, 355
- Sequence control 220
- Shape 37–43, 158, 184, 350, 363
- Share 62, 135, 136, 165, 179, 183, 189, 236, 312, 317, 341, 359, 371
- Share the risk 189–190, 236
- Shortcoming 174
- Short‐range air defense 48, 50, 53, 58, 105, 140
- Siegel’s golden rule of creating 3‐point estimates 179
- Siegel’s mechanics of project management 323–325
- Siegel’s outrageous simplification 199
- Siegel’s six focus areas for an engineering project manager 366, 367
- Siegel’s trio for effective communications 314, 323
- Signal 44, 45, 63, 92, 106, 116, 202, 207–211, 215, 224, 237, 244, 251, 252, 265–267, 273, 275, 277–279, 354
- Silent evidence 199–201, 203, 242
- Simulation 42, 54, 64, 85, 86, 178
- Sine qua non 311–312
- Skill level 95, 182, 259, 344
- Small companies 330, 331, 340, 342
- SMART (acronym) 54, 55
- Smooth 32, 188
- Smooth the staffing profile 188
- Social 45, 131, 133, 135, 153, 218, 219, 276, 282, 305, 338, 345, 366, 367, 369, 374
- Social architecture 107, 108, 115
- Social benefits 282–283, 293, 301
- Socialization 119, 131, 133, 137, 139, 143
- Socially complicated 276
- Software 90, 161, 222, 223, 245, 296–299, 303, 321, 323, 353, 373
- Software as a source of problems 294
- Software‐intensive system 298
- Software re‐use 297
- Sole‐source 123, 124
- Sophocles 318
- Source code 152, 298, 301
- Source‐selection 129, 132, 136
- Sources of failure 370
- Spare parts 31, 95–97, 100, 155, 156
- Special experiences 182
- Special types of risks 241–245
- Specifications 11, 30, 35, 36, 43, 51, 52, 54, 82, 85, 87, 89, 151, 155, 156, 161, 171, 201, 209, 317, 334, 347, 357, 366, 368, 370, 374
- Specification tree 51, 52, 83, 151
- Schedule performance index (SPI) 262, 263, 268
- Spiral model 41, 43, 294, 301
- Spread‐spectrum 354
- Stability 58, 60, 62, 71
- Stable 62, 219
- Stakeholders 12–15, 20, 34, 43, 45, 52, 53, 56, 57, 82, 84, 99–120, 131, 132, 134, 158, 163, 165, 167, 169, 171, 215, 227, 244, 270–272, 293, 301, 307–310, 325, 333, 346, 366, 367
- Standard deviation 206, 349, 350, 363
- Starting a project 291–293, 303
- Statement of work 127, 152, 154–157, 162, 171, 334, 366
- Statistical 83, 172, 174, 177–180, 193, 195, 204, 206, 246, 250, 252, 273, 276, 277, 326, 349, 350, 352, 354, 362
- Statistics 193, 195, 198, 200, 202, 207, 224, 225, 245, 246, 251, 258, 259, 262, 263, 266, 267, 349, 351, 352, 354
- Steps to winning 141
- Stimuli 54, 59, 63, 64, 78, 79, 108, 201, 220
- Stipulate 314
- Stop‐loss 245
- Strong 101, 104, 117, 134, 140–142, 193, 204, 207, 217, 245, 246, 269, 321, 326, 356
- Strong statistics 193, 202, 224, 245, 267
- Structure 30, 40, 73, 77, 99, 107, 113, 114, 116, 138, 147–154, 156–163, 167–169, 174, 183, 185, 186, 190, 218, 220, 226, 233, 237, 238, 245, 267, 277, 278, 282, 283, 286, 293, 294, 300, 301, 311, 314, 320, 328, 334, 366
- Subcontractor 133, 154, 160, 161, 164, 165, 227, 236, 270, 288, 307, 325, 356, 358
- Subcontracts 46, 102, 133, 153, 155, 157, 160, 161, 164, 165, 287, 304, 325, 354, 356–359
- Subsequent‐article testing 91
- Success 1, 2, 11, 18–20, 22, 29, 41, 45, 47, 57, 68, 69, 72, 80, 89, 93, 99, 101, 107, 113, 121, 128, 131, 141, 142, 152, 153, 162, 199, 203, 226, 301, 304, 307, 311, 313, 315, 317, 327, 339–342, 345, 359, 367, 374
- Successor 69, 175, 176, 276
- Suitable 39, 70, 72, 82, 83, 88, 95, 96, 106, 113, 129, 140, 141, 158, 160, 191, 195, 285, 297, 301, 304, 326, 328, 331, 347, 367
- Supply chain 90, 141, 330
- Support to operations 94, 97
- Surprises 217, 249, 256
- Sustainment 33, 94–96
- Schedule variance (SV) 258, 259, 261–263, 265, 266, 268, 273, 277–279, 282
- Symmetric 179, 206, 226, 238, 277, 295, 361
- Symmetry 221, 350
- Symptoms 225, 228–232, 273
- Synchronizing 15
- System 3, 4, 14, 23, 25, 29–47, 51–53, 55–68, 74, 77–79, 81–97, 103, 105–113, 116, 119, 122, 131, 133, 135, 137, 140, 142, 143, 149, 151, 154, 161, 201–206, 214–216, 218, 222, 238, 243, 271, 272, 288, 294–301, 309, 315, 319, 321, 330, 346, 352–354, 363, 366, 369–374
- t
- Tables of actual measurements 222
- Taking earned value 246, 255–257, 266
- Tally of your predictions 217–218
- Target values 190, 275
- Tasks 8, 47, 54, 68, 72, 89, 99, 117, 118, 123, 144, 148, 149, 153, 154, 167, 172–180, 182–187, 190, 191, 206, 220, 226, 235, 245, 250–261, 268, 271, 274, 276, 277, 279, 281, 288, 291–292, 303, 309, 311, 319, 344, 354, 374
- define the 174–175
- Team‐building 167, 223, 229, 287, 310, 315, 321, 325, 341, 345
- Teamwork 89
- Technical performance measures (TPMs) 44, 57, 59, 60, 64, 66, 70–72, 108–110, 119, 120, 126, 131, 137, 214, 215, 217, 220, 224, 271, 272, 274–276, 279, 284, 362, 366
- Technologies 1, 2, 21, 25, 32, 34, 44, 57, 74, 93, 106, 107, 109–111, 113, 131, 137, 139, 142, 163, 191, 219, 223, 227, 228, 244, 245, 272, 329, 335, 339, 343
- Template 107, 357
- Tension 9–12, 102, 107, 143, 227, 256, 331, 365
- Test 7, 16, 17, 32, 35, 37, 42, 72, 77, 79, 80, 82, 83, 91–93, 95, 96, 131, 133, 137, 148, 152, 168, 173, 196–198, 201, 202, 204, 205, 210–212, 219, 244, 295, 297, 301, 362
- Test cases 86, 87
- Testing 9, 33, 34, 36, 39–41, 45, 46, 78, 80–91, 93, 100, 105, 164, 187, 201–205, 214, 297, 300–302, 308, 333, 365, 368
- Test levels 85–90
- Test method 85–87
- Test plan 19, 42, 86
- Test procedure 87–89, 201, 204
- Test results 196, 197, 210, 211
- Test verification matrix 85, 86
- Threads 53, 54, 59–61, 64, 83, 106, 108, 116, 118, 119, 130, 131, 133, 136, 139, 243, 360
- Tiered systems performance modeling 238
- Time aspect 238
- Time dimension 61, 175
- Time‐phasing of costs 127
- Time‐series 215, 223, 224, 237, 251, 252, 275, 277–279, 292, 366
- Time variance 261–263, 268, 273
- Timing requirements 63, 230, 237–238, 246, 273
- Tinker 74, 215, 234
- Tinkering 21, 23, 73, 215, 217, 220
- Top‐down 35, 38, 86, 142, 185–188, 191, 291, 296
- Toyota 358–360
- Traceability 58, 64, 156, 157
- Trade study 56, 58–60, 62, 70, 72
- Training 14, 36, 37, 41, 48, 50, 54, 92–98, 103–105, 114, 155, 156, 195, 210, 218, 223, 243, 283, 286, 288, 293, 297, 301, 313, 314, 326, 331, 333, 336, 337, 345, 348, 351, 352, 354, 357
- Training program 288
- Transfer 29, 45, 66, 133, 135, 139, 144, 161, 220, 236, 304
- Tree 51, 52, 61, 83, 147, 151, 152, 211–214, 224, 235, 370
- Tree diagram 147, 151, 152
- Triggers 169, 219, 230–232, 237–239, 246, 247, 263, 273, 275, 279, 338, 369
- True negative 210, 211
- True positive 210, 211
- u
- Uncertainty 65, 73, 87, 131, 177–180, 183, 184, 189, 194, 215, 225, 227, 233–235, 256
- Underemphasized 369–371
- Unemployment rate 199, 200
- Unit 48, 85, 87, 182, 184, 200, 312, 339, 353
- Unit testing 77
- Unjustified variation 348–352, 354, 355, 358, 362, 363
- Unmotivated 18, 190, 312
- Unplanned 31, 33, 68, 75, 107, 216, 221, 243, 293, 295, 296, 299, 302, 353, 362, 373
- Unpredicted project cost increases 277
- Unpredicted project schedule delays 277
- Unproductive 316, 317
- Unscripted 84, 88, 140, 201
- Unscripted use of the system 88
- Unstable 219
- Up‐front (costs) 91, 302
- User experience, the 99, 108, 113–118, 301, 347
- User‐induced failures 369
- Users 42, 44, 52, 53, 58, 61, 66, 83, 99–120
- v
- Vacation 140, 182, 281, 328, 342
- Validation 33, 36, 39, 42, 54, 65, 81–85, 88, 89, 133, 143, 144, 201, 333
- Value 44, 50, 53, 102, 104, 105, 108, 110–114, 119, 219, 366
- Value of work accomplished 259
- Variance 255, 258–263, 266, 267, 271, 273, 277, 278
- Variance analysis 255, 263, 266, 267, 275, 284
- Variation 207, 348, 349, 351, 354, 358, 362
- “V” diagram 39
- w
- Wales, Nathaniel 23
- Walk the talk 283
- WalMart 141
- Want factors 128
- Waterfall method 39–42
- Weak 27, 193, 202, 207, 224, 229, 251, 266, 318, 324, 343, 356, 373
- Weaknesses 27, 141, 158–161, 285, 286, 315, 365
- Weak statistics 193, 202, 207, 252, 266
- Wellesley, Arthur 311
- Wellington 311
- Westinghouse, George 23
- What you accomplish 258, 261
- What you spend 258, 261
- Wheeler, Donald 208
- Wheeler / Kazeef tests 208, 215, 245, 252, 267, 273, 275
- Work‐breakdown structure 147–154, 156–158, 162, 167–170, 174, 182, 185, 186, 245, 267, 277, 278, 294, 334, 366
- Work process 127, 166, 288, 349, 355–357
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