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Previous Chapter

APPENDIX B: PERT and Gantt Analysis

images

Index

A

Adjourning stage

B

Brooks’ Corollary

cash flow analysis

costs and benefits

direct and indirect costs and benefits

estimating costs

finance department

quality management

supplier stability

Bug tracking system

Business systems analysts

C

Change control board (CCB)

Change management

loss of control

Code maintenance

Communication key

Communication orientation

Conflict tolerance

Constructive conflict

Consult-and-decide

Control, rules and policies

Crow’s Foot diagram

Cultural differences

cultural orientations

Indian vs. western workers

language differences

Current Reality Tree (CRT)

D

Data flow diagrams

Destructive conflict

Dispersed team management

cultural differences (see Cultural differences)

global team (see Global team)

time and distance (see Time and distance)

incident response

policy approvals

E

Earned value management (EVM)

End of Service Life (EOSL)

Entity relationship diagram (ERD)

Executive power. See Legitimate power

F

Face-to-face communication

Fault-tolerant code

G, H

Resources Chart tab

Goldratt’s method

I

Incident response

Instant messaging (IM) communication

Interrelationship diagrams (IDs)

Ishikawa cause-and-effect diagrams

IT hero syndrome

J, K

Joint application design (JAD)

L

Legitimate power

M

Manager skill transition

coalition creation

early achievement

keeping balanced

strategy identification

success negotiation

characteristics of leader

achievement recognition

clear expectations

earning team’s respect

failure identification and resolution

interpersonal dynamics

decision making

enabling team members

modeling behavior

leverage principle

poor leadership problems

poor management

project planning

team and situation categories

Managing technical specialty

experience technical people

management credibility

street credibility

blame and responsibility

lack of training

professional lifetime habit

public reputation and persona

learn technical subject

Means-end orientation

Member identity

Multitasking myth

Myers–Briggs Type Indicator

N

advice/information

effective manager

reciprocal relationship

O

On-call scheduling

Open systems focus

Open Systems Interconnection (OSI)

Organizational culture

Organizational wins

P, Q

Performing stage

PERT and Gantt analysis

best-case estimation

GanttProject PERT view

most-likely estimation

worst-case estimation

Peter Principle

Policy approvals

Power orientation

Professional pride

Program Evaluation and Review Technique (PERT)

Project charter

Project management

acceptance testing

dependency management

dependency relationships

identify and schedule resources

inaccurate estimates

interface management

iterative model

operational tasks

periodic reviews

risk management

project charter

quality management

reporting project status

business systems analysts

resource estimates

risks and issues register

schedule estimates

scope change control

scope management

scope statement

Microsoft Project

Proof of concept (POC)

Proof of implementation (POI)

R

Requests for information (RFI)

Requests for proposals (RFP)

Resolving conflicts

communication problems

destructive vs. constructive conflict

difficult person

personality types

Resources Chart tab

Résumé red flags

Revenue sharing arrangement

Reward criteria

Root cause analysis

brainstorming process

differences and changes

disruptive testing

hypothesis statements

implementation phase

intermittent problems

interrelationship diagrams

investigation phase

Ishikawa cause-and-effect diagrams

most likely hypotheses

problem description

problem statement

troubleshooting problems

S

Scope statement

Scorecard creation

Service level agreement (SLA)

SMS communication

Software development team management

business continuity

document process

operational excellence

project management challenges

software maintenance

software reusability

quality measure

team motivation

tool selection (see Tool selection)

Software engineering

Software integration

efficiency and profile

financial research

paradigm and limitation

product replacement

proof of concept (POC)

research and vendor selection

scorecard creation

training program

vendor management

Software methodologies

Software reusability

Statechart diagram

T

education and training

legitimate power

monetary compensation

organizational culture

processes for success

decision-making process

high-character applicants

job description

job requirements

reference checks

team member characteristics

Team management

career development

physical health

spiritual health

work-life balance

Team’s transition

Technical teams

Ticketing systems

Time and distance

accomplishments

bridge schedule

collaborative technologies

standard format, requests

standard processes

synchronization

Time management

effective delegation

organized and focused meetings

resolution communication

review meetings

status meetings

multitasking myth

on-call scheduling

repeated problems

reverse delegation

time wasters (see Time wasters)

to-do lists (see To-do lists)

office drop-ins

procrastination

surfing and goofing off

ticketing systems

backups and version control

bug tracking system

naming conventions

repeatable processes

Total Cost of Ownership (TCO)

Toyota Motor Corporation

Transition plan

boss’s to-do list

communication structure

conversations with boss

history of group

information finding and verification

before first day

managing expectations

problems identification

inadequate delegation

poor performance consequences

unclear communication

unclear direction

relationship with boss

communication style

expectations and timelines

peer relationships

priority alignment

problem resolution

staying in touch

situations types

sustaining success

organizational wins

team evaluation

team’s transition

ticketing systems

Troubleshooting

brainstorming process

differences and changes

disruptive testing

Evaporating Cloud

implementation phase

intermittent problems

interrelationship diagrams

investigation phase

Ishikawa cause-and-effect diagrams

most likely hypotheses

problem description

problem statement

root cause analysis

U

UML. See Unified Modeling Language (UML)

Unified Modeling Language (UML)

activity diagram

data flow diagram

sequence diagram

statechart diagram

Unit integration

V

Voice communication

W, X, Y, Z

Work breakdown structure (WBS)

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