Index
accepting risk, 170
accountability, in work breakdown structure (WBS), 52, 53
active listening, 160
activities
in crashing the schedule, 92, 93
defining, 61–62
defining relationships between, 65–67
dependencies between, 64–65
estimating, 71–86
overlapping, 93
activity-on-node, 62–63
actual cost (AC), 139–140, 143
actual cost of work performed (ACWP), 139–140, 143
addition, termination by, 179
administrative assumptions, 41
administrative closure, 181, 185
administrative dependencies, 64
affinity diagrams, for work breakdown structure (WBS), 59
agendas, meeting, 155
analogous (historical) estimates, 74
assessment of risk, 166–168
asset availability assumptions, 42
assumptions
in estimating activities, 73
types of, 41–42
asynchronous communication, 149–150
authorization process, 18
avoiding risk, 169
back-end loaded budgets, 103
backward pass, 89–90
baseline
approved baseline plan, 117
baseline schedule, 123, 124, 126
as control point, 138
current baseline plan, 121
defined, 123
project plan as, 2
scope, 59–60
updating and communicating, 128
benefits, expected, 19
brainstorming, for work breakdown structure (WBS), 58
budget at completion (BAC), 142
budgeted cost of work performed (BCWP), 139
budgeted cost of work scheduled (BCWS), 139
budget plan, 111
defined, 18
for undertaking project, 18–20
change
change control, 133–134
defined, 133
sources of, 134–135
change control, 133–134
change log, 183–184
change management forms, 183–184
checklists
interview, 158–159
project closure, 184
for work breakdown structure (WBS), 58
clients
acceptance of deliverable, 176, 182
in authorization process, 18
specifications and, 39
as stakeholders, 18
closing a project, see project closure
collecting requirements, project scope, 28–34
communications, 146–150
asynchronous, 149–150
communication matrix in, 113
communication plan in, 112–113
communications management and, 13
effect of message in, 147–149
factors in, 146–147
synchronous, 149–150
conditional diagramming method, 63
conditions, project, 67
confirming, in directing project teams, 153
constraints
examples of, 40
in scope statement, 34–35, 37, 40
contingency
contingency plans and, 167
defined, 85
in estimates, 84–85
contract incentives, 91–92, 103
contractual closure, 182
controlling
baseline as control point, 138
tools for, 117
see also project control process
convention, dependencies of, 65
coordinating, 11
corrective actions, in data analysis, 132
cost management, 12–13
cost performance index (CPI), 140–141
cost-plus contracts, 169
cost variance (CV), 140
CPM (critical path method), 87–90, 108
crashing the schedule, 91–93
activities in, 92
project objectives in, 92–93
resources in, 91–92
creativity, in problem solving, 152
creativity tools, in planning phase, 31–32
critical path method (CPM), 87–90, 108
critical success factors, 45
defining project, 18
functional managers and, 23
critical success measures, 18
cultural confrontations, 150–151
customers
in authorization process, 18
specifications and, 39
as stakeholders, 18
data analysis, 131–132
corrective actions, 132
sanity check, 131
significance test, 132
deliverables
acceptance by client, 176, 182
review in determining project status, 122
turnover in project closure, 181
delivering, in directing project teams, 152–153
demand function, 63
dependency relationships, 62–63, 64–65, 107, 123, 127, 130
directing project teams, 9, 152–153
distribution of estimates, 76–78
distribution-of-estimates guideline, 78
duration-based activities, 84
duration estimates, 84, 107, 110, 123
early finish, 88–89
early start, 88–89
earned value analysis, 138–143
indices and ratios in, 140–143
key values in, 138–139
in measuring work accomplished, 139–140
earned value (EV), 139
effectiveness, improving meeting, 156–157
effort/work effort, 179
encoding, in communication process, 149
end users, specifications and, 39
enterprise portfolio management, 7
enterprise skills inventory, 96
estimated time, 83
estimate to complete (ETC), 142
estimating activities, 71–86
building contingency in estimates, 84–85
duration-based estimates, 84, 107, 110, 123
guidelines for estimating, 75–80
improving estimates over time, 86
methods of estimating, 74–76
plan parameters, 71–72
precision of estimates, 83–84
resource-based estimates, 84
risk in estimating process, 80–83, 85
steps in, 73–74
work breakdown structure (WBS) in, 72–73
estimation at completion (EAC), 143
evaluating, in managing project teams, 153–154
exclusions, in scope statement, 39
executing projects, 117–135
change control, 133–134
collecting project information, 122
data analysis, 131–132
labor hours, 127–131
monitoring project work, 121
project control process, 118, 119–121, 137–143
project kick-off meeting, 118
project meetings, 118–119
schedule importance, 122–127
sources of change, 134–135
exit criteria, 177–178
expert judgment, in planning phase, 30
extinction, termination by, 179
fast-tracking, 92
financial records, in administrative closure, 181, 185
finish-to-finish (FF) activities, 65
finish-to-start (FS) activities, 65
flexibility, of work breakdown structure (WBS), 54–57
float, 90
focus groups, 30
following up
in administrative closure, 181
after interviews, 161
after meetings, 156
forward pass, 88–89
free float, 90
front-end loaded budgets, 103
functional decomposition, 51–52
functional groups, in estimation activities, 76
functional managers
and critical success factors, 23
in estimating activities, 76
fuzzy requirements, in planning phase, 33–34
gap analysis, in planning phase, 30–31
goals
goal breakdown structure, 20–23
senior managers and, 23
government agencies, 38
growth of organization, 19
Guide to the Project Management Body of Knowledge (PMBOK® Guide), 11–13, 27–28
human productivity, in estimating activities, 79
human resources management, 13
ideal estimator, 78
incentives, contract, 91–92, 103
index cards, for work breakdown structure (WBS), 59
industry-specific professional/trade associations, 38–39
initiating, 17–24
authorization process, 18
case for undertaking project, 18–20
goal breakdown structure in, 20–23
nature of, 11
project closure, 182–183
integration
integration management, 12
termination by, 178–179
interviews, 158–161
active listening in, 160
checklist for, 158–159
conduct during, 160–161
consolidating information after, 161
general questions for, 159–160
organizational questions for, 159–160
in planning phase, 30
technical questions for, 159
kick-off meeting, 118
knowledge areas, in project management, 12–13
labor hours, 127–131
lag relationships, 65–67
last dollar, 36–37
leading project teams, 145–152
communication in, 146–150
leadership skills and, 146, 148
problem solving in, 148, 151–152
project management skills and, 147
lessons learned, 183–185
level of detail, in estimating activities, 76
listening, active, 160
logic network diagrams, see network diagrams
macro-level assumptions, 42
maintenance and warranties, 181
management by walking around, 122
management reserves, 36–37, 135, 170
managing project teams
categories of management processes, 11–12
components of, 153–154
management, defined, 9
mandatory (hard) dependencies, 64
Mantel, Samuel J., Jr., 178–180
meetings, 154–157
conducting, 155–156
following up after, 156
improving effectiveness of, 156–157
planning for, 155
project, 118–119
project kick-off, 118
status, 122
types of, 154
see also interviews
Meredith, Jack R., 178–180
message, in communication process, 147–149
milestone plan, 111
mind mapping, for work breakdown structure (WBS), 59
mission, defining project, 18, 20
mitigating risk, 169–170
mitigation plans, 169–170
monitoring
components of, 121
nature of, 11–12
network diagrams, 52
critical path method in, 87–90, 108
nature of, 62–64
objectives
in crashing the schedule, 92–93
defining project, 18
ensuring project requirements are met, 177–178
project, 92–93
of project closure, 176–177
SMART, 32–33
observing, in managing project teams, 153–154
operational dependencies, 64
order-of-magnitude estimates, 83
organizational assumptions, 41
organizational breakdown structure, 111
organizational culture
contingency in estimates and, 85
cultural confrontations, 150–151
organization plan, 111–112
organizing, 10
overlapping activities, 93
overly optimistic estimator, 78
ownership, of estimates, 75–76
parallel activities, 92
parametric estimates, 74–75
path float, 90
performance
earned value analysis in measuring, 138–143
performance reporting, in project closure, 181, 186
pessimistic estimates, 76–77
planned value (PV), 138–139, 141
planning, 27–46
collecting requirements, 27, 28–32
defining activities, 61–62
in directing project teams, 9, 152–153
estimating activities, 71–86
fuzzy requirements, 33–34
for interviews, 158–159
for meetings, 155
project budgets in, 36, 72, 103–104
project plans, 105–113
questions in, 10
resource balancing in, 97–103
resource identification in, 95–97
in risk management, 168
scheduling activities, 87–93
scope documents, 42–46
scope statements, 28, 34–46, 106
sequencing activities, 62–69
SMART requirements, 32–33
work breakdown structure, 28, 47–60
portfolio management
defined, 7
importance of, 7–9
portfolios, defined, 7
postcompletion data, 181
precedence diagramming method (PDM), 62–63
precision of estimates, 83–84
predecessor activity, 64–67
preparing, in directing project teams, 152–153
prioritizing risk, 166–168
problem/opportunity, 18
procurement management, 13
product scope, 27
professional associations, 38–39
profitability, 19
program evaluation and review technique (PERT), 82–83
programs, defined, 7
project budget, 36, 72, 103–104, 135
project change management, 138
project closure, 175–186
administrative closure, 181, 185
benefits of, 176
common situations in, 176
contractual closure, 182
exit criteria, 177–178
formal acceptance by client, 176, 182
initiating, 182–183
objectives of, 176–177
performance reporting, 181, 186
premature, 180
review of lessons learned, 183–185
termination by addition, 179
termination by extinction, 179
termination by integration, 178–179
termination by starvation, 179
project control process, 118, 119–121, 137–143, see also controlling
baseline in, 138
central precepts of, 137–138
earned value analysis in, 138–143
types of project control, 119
project drivers, 35–36
project float, 90
project management
defined, 7
evolution of, 8
functions of, 9–11
information systems in, 8, 122
knowledge areas in, 12–13
management, defined, 9
management processes in, 11–12
Project Management Institute, 11
Project Management (Meredith and Mantel), 178–180
project management software, 88
project managers
concept of, 8
conducting interviews, 158–161
conducting meetings, 154–157
directing project teams, 152–153
leading project teams, 145–152
managing project teams, 153–154
presenting options to senior management, 37
project results and, 17
project objectives, see objectives
project performance baselines, 138
project plans, 105–113
as baseline, 2
budget plan, 111
communication plan, 112–113
milestone plan, 111
organization plan, 111–112
project scope statements, 106
resource utilization plan, 110
risk management plan, 112, 163–171
schedule plans, 107–110
project reviews, 184
projects
defined, 6
as temporary, 6–7
as unique, 6–7
project schedule, see scheduling activities
project scope
changes in scope, 134
collecting requirements, 28–34
scope statement, 28, 34–46, 106
work breakdown structure (WBS), 28, 47–60
project scope creep, 59–60
project status, techniques for determining, 122
project teams
leading, 145–152
managing, 153–154
project triangle, 34–35
questions
general and organizational, 159–160
interview, 159–160
in planning process, 10
in scope definition, 43–46
technical, 159
reacting, in managing project teams, 153–154
receivers, in communication process, 147–149
reflecting
lessons learned and, 183–185
nature of, 160
reproachable behavior, 150–151
requirements, defining project, 18
resource allocation, 72
resource assumptions, 42
resource-based activities, 84
resource constraints, 64
resource distribution, 72
resource histogram, 96–97, 101
resource leveling, 63
resource managers, see functional managers
resources
balancing in planning process, 97–103
changes in project budget, 135
in crashing the schedule, 91–92
in estimating activities, 72, 79–83
identifying in planning process, 95–97
in scheduling activities, 91–92
resource smoothing, 72
resource utilization plan, 110
response plans, 168–171
acting on, 171
developing, 170
planning responses to risk, 168
possible responses to risk, 168–170
responsibility assignment matrix, 52, 53
risk
accepting, 170
categories of, 164
defined, 112
determining likely, 164–165
in estimating activities, 80–83, 85
ongoing risk identification, 165–166
project risk analysis, 53
in scope statement, 40–41, 45–46
see also risk management plan
risk management, 13, 105–106, 163–164
risk management plan, 112, 163–171
response plans, 168–171
risk assessment in, 166–168
risk identification in, 164–166
risk prioritization in, 166–168
see also risks
sanity check, in data analysis, 131
schedule performance index (SPI), 140
schedule variance (SV), 130, 139–140
scheduling activities, 87–93
accelerating project schedules, 91–93
activity dates in, 87–90
baseline schedule, 123, 124, 126
changes in schedule, 134
importance of project schedule, 122–127
percent complete schedule, 127, 129
project float and, 90
project schedule as table, 109
schedule plan and, 107–110
scientific assumptions, 41
scope
product, 27
project, see project scope
scope creep, 59–60
scope statement, 28, 34–46, 106
exclusions in, 39
sample scope document, 42–46
specifications in, 37–39
senders, in communication process, 146–149
senior managers
and goal statement, 23
project options and, 37
sequential activities, 52, 62–69
significance test, in data analysis, 132
simulation estimates, 75
slack, 90
SMART requirements, 32–33
solution/vision, 18
specifications
defining project, 18
in estimating activities, 73
in scope statement, 37–39
subject matter experts and, 23
staffing
nature of, 10
staff release in project closure, 181, 186
stakeholders
in authorization process, 18
defined, 18
standards
in estimating activities, 73, 85
sources of, 37–39
start-to-finish (SF) activities, 65
start-to-start (SS) activities, 65
starvation, termination by, 179
statement of work, 73
status collection templates, in determining project status, 122
status meetings, in determining project status, 122
sticky notes, for work breakdown structure (WBS), 59
strategic projects, 19–20
subject matter experts
in estimation activities, 76
and specifications, 23
successor activity, 65–66
survival of organization, 19
SWOT analysis, 20
synchronous communication, 149–150
tasks, see activities
technical assumptions, 41
templates, for work breakdown structure (WBS), 58
termination of project
by addition, 179
by extinction, 179
by integration, 178–179
by starvation, 179
three-point estimates, 80–83
time
in estimating activities, 71
improving estimates over time, 86
time-and-materials contracts, 169
time/cost/resource trade-off
in estimating activities, 79–80
in three-point estimates, 80–83
time management, 12
top-down estimates, 74
trade organizations, 38–39
transferring risk, 169
variance analysis, 138–143
indices and ratios in, 140–143
key values in, 138–139
in measuring work accomplished, 139–140
vision, defining project, 18, 20
walk-throughs
in determining project status, 122
in planning phase, 31
warranties and maintenance, 181
workaround, 171
work breakdown structure (WBS), 28, 47–60
considerations in creating, 49–51
creating, 47–48
with durations and dependencies, 110
in estimating activities, 72–73
flexibility of, 54–57
in monitoring project work, 121
nature of, 47
as outline, 48–49
sequencing activities, 62–69
techniques in creating, 57–59
as validation tool, 51–54
work effort, 179
work packages, 48, 52, 72–73, 107, 111–112, 123, see also activities
worst-case estimator, 77–78