Index
A
A Civil Action, 61–62
actual cost (AC), 46–47
actual cost of work performed, 46
anxiety, regarding project, 29
as-planned versus as-built comparison, 37
assignment, matching right individual to, 59
AT&T, monitoring example, 34
audits, project management
during implementation phase, 39
importance of, 37–38
integration, focusing on, 39
post-project, 39
relationship between deliverables and milestones, 39
timing of, 38
triple constraint, focusing on, 40
B
benefits, integrated program management, 9
best practices, 6
Big Dig, external communications system, 21
bottom-up integration, 29–31
budget, traditional view of, 1
budgeted cost of work performed, 46
C
calculus, varying rates of change, 2
champion, as member of greater team, 19
change, impact upon project plans, 2
chief advocate, as member of greater team, 19
communication nodes, 11
communications plan
as key integration tool, 22
message frequency, 21–22
purpose of, 21
conception, project phases, 19
consilient path to integration, 10
consistency, importance of, 9
consultants, as member of greater team, 20
Continental, 21
contingencies
float, compared to, 36
importance of, 29
contract, as integrating mechanism, 40–42
contractors, as member of greater team, 20
control
alignment, 33
definition, 36
cooperative labor, 57
cooperative path to integration, 10–11
coordinator-integrator, role in innovation process, 2
cost
actual versus budgeted, 46
calculating, 18
deriving, 29
cost rate, 18
cost schedule, 33
D
data
collecting, 5
definition, 5
organizing into information, 5
deliverable milestones
causal relationships between, 23
definition, 22
initial schedule, estimating, 23
top-down costs, estimating, 23
work breakdown structure, relationship to, 22
deliverable workbreakdown structure (DWBS). See
also work breakdown structure
combining with network diagram to create schedule, 32–33
definition, 24
example, 24–25
mapping to RBS, 29–31
Denver International Airport, 21
Department of Energy (DOE), 40
direct customers, as member of greater team, 20
discordant path to integration, 10
division of labor, 57
DOE. See Department of Energy
Drucker, Peter, 66
duplication of large-scale efforts, avoiding, 9
duration
calculating, 26
changes in, 27
optimum, 27
E
earned value (EV), definition, 46
earned value management (EVM), 55–56
earned-value analysis (EVA)
actual cost, 46–48
budgeted cost, 47–48
cost differences, 52–53
cost performance index, 48–49
cost-schedule performance factor, 53–54
data, combining from multiple tasks, 49–50
difference versus variance, 48
earned value, 46
linear determinism, 45
new notation, 47
notation, awkwardness of, 45–46
planned value, 47
planning stage, 45
predicting future performance, 50
project duration, 52
purpose, 45
scheduled cost, 47
weighting factor, 50
efficiency, improving through integration, 59
effort
calculating, 18
definition, 18
minimum, 25
optimum duration, 26–27
resource intensity, relationship to, 27–28
enterprise resource-tracking system, 33
EV. See earned value
EVA. See earned-value analysis
evaluation
decision to impose controls, 36
monitoring measures, 33
EVM. See earned value management
F
failure, project, 64–65
formal system, conception of, 2
freedom, importance of, 59
functional groups in organization, as member of greater team, 20
functional specifications, 41
G
garbage in, garbage out (GIGO), 45
Gerstner, Lou, 14
greater team
integrated plan, improving, 37
members of, 19–20
H
Harvard Business Review, 1
historical cost data, 18
honesty, 64–65
I
IBM, 14
Industrial Research Institute, 2
information
definition, 5
organizing data into, 5
sharing, 6
transforming into knowledge, 6
information nodes, 13
information presentation
causality, showing quantitatively, 15
content, presenting with integrity, 15
decision-makers, influencing, 15
effectiveness, 14
honesty, importance of, 15
multivariate data, showing, 15
visual comparisons, enforcing, 15
information technology, role of, 5
innovation process, requirement for full-time coordinator-integrator, 2
innovation, definition, 7
insight, importance of, 7
integral, definition, 2
integrate, definition, 3
integrated project, process for developing, 43
integration
definition, 3
holistic approach to, 7
integration management, importance of, 3
integration mathematics, origins of, 2
integrative viewpoint, 64
integrator, role of, 1
integrity, 63–64
intensity, project, 30
interfaces
compared to meaningful interactions, 60–61
organizational, 60
replacing hard with soft, 61
Internet time, 6
J
Jacques, Elliot, 57
K
knowledge
definition, 6
transformation of information into, 6
knowledge management
Knowledge Management Cycle for Integration Management, 7–8
Leibniz’s concept of integral, relationship to, 2
project integration, relationship to, 3
L
labor, 57
Lanzmann, Claude, 64
Lawrence Livermore National Laboratory, 40
lawyers, role in creating contract, 40–41
learning, on the job, 51
linear compared to non-linear growth, 13
low-intensity project, 30
M
Ma Bell’s Green Book, 34
mature project organization, 30
measurements
objective compared to subjective, 34–35
qualitative compared to quantitative, 35–36
reliable, 36
messages
calculating number sent, 11
cost associated with, 12
per decision-maker, limiting, 13
milestones, deliverable
causal relationships between, 23
definition, 22
initial schedule, estimating, 23
top-down costs, estimating, 23
work breakdown structure, relationship to, 22
mission, translating into programs, 8
money per time per resource, 30
monitoring
funds expenditures, 33
integration activity, 37
task completion, 33
most likely duration, PERT, 33
Murdock, George P., 57
N
National Aeronautics and Space Administration (NASA), 40
National Ignition Facility, 40
network diagram
building DWBS elements into, 32
combining with DWBS to create schedule, 32–33
treating creation of as team management exercise, 32
new tasks, impact upon project, 29
non-linear dependence, 30
nonroutine, as primary area of focus for integrator, 1–2
O
objective, compared to subjective, 34–35
OBS. See organizational breakdown structure
open-source software culture, 59
optimistic duration, PERT, 33
optimum duration, 26
organizational breakdown structure (OBS), 37
organizational strategy, translating vision and mission into, 8–9
P
parallel work, maximizing, 32
past performance, impact upon future performance, 50–51
paths to integration
consilient, 10
cooperative, 10–11
discordant, 10
personal power, legitimate use of, 65
personnel, percentage involved in current projects, 14
pessimistic duration, PERT, 33
planned value (PV), 47
PMI. See Project Management Institute
power, sharing, 65
process, definition, 29
product users, as member of greater team, 20
professional responsibility, 64–65
Program Evaluation and Review Technique (PERT), 33
programs, translating vision and mission into, 8
project closeout, 55–56
Project Estimating and Cost Management, 17
project integration management, standard approach to, 1
Project Management Book of Knowledge (PMBOK), 1
Project Management Institute (PMI), 6
project management office, as member of greater team, 20
project phases, conception of, 19–21
project size, determining
communication channels, 11
information, amount of, 12–13
project sponsor, as member of greater team, 19
project team
compared to greater team, 19–21
diversity, 58
freedom, 59
importance of multiple perspectives, 7
problems, 59–60
projects
creating within programs, 9
realignment with plan, 37
Project World Conference, 61
public, as member of greater team, 20
PV. See planned value
Q
qualitative measurements compared to quantitative, 35
R
resource breakdown structure (RBS)
cost rate, 18
creation of, 17
definition, 17
mapping DWBS to, 17
money, role of, 17–18
resource intensity
importance of, 18
relationship to effort, 27–28
resources
distribution of, altering, 37
limits, 33
scaling appropriately, 14
responsibility chart, 37–38
reward systems, 58
risk analysis, 29, 51
Role Delineation Study, Project Management Institute, 6
S
schedule
calculating from network diagram and DWBS, 32–33
traditional view of, 1
Schlichtmann, Jan, 61–62
scope
creep, avoiding, 24
traditional view of, 1
senior executives
as member of greater team, 19
attitudes of, 66
commitment to project management, 6
sharing
data, 65–66
importance of, 9
stakeholders
overuse of term, 19
project manager’s concerns regarding, 3
subjective compared to objective, 34–35
Succeeding in Technological Innovation, 2
success, 67
suppliers, as member of greater team, 20
T
task duration, 18
tautology, 24
team. See greater team; project team
term of art, 34
time impact analysis, 37
top-down costs, estimating, 23
triple constraint, concept of, 1
Tufte, Edward R., 14–15
U
unambiguously deliverable, 24
uncertainty, rising levels of, 29
understanding, creating through synthesis, 6–7
United Airlines, 21
unity of effort, achievement of, 1
universals of culture, 57
unofficial project champion, as member of greater team, 20
V
vision translating into programs, 8
W
WBS. See work breakdown structure
widgets example, earned value analysis, 54–55
work breakdown structure (WBS). See also
deliverable workbreakdown structure
definition, 17
planning, anchoring with, 23
simple messages communicated by, 23
work packages, 31
worker-day, 18
workers, communication between, 11