- ABB, see Asea, Brown and Boveri
- Abeid, Cesar
- Acceptance:
- corporate-wide
- of methodologies
- of risk
- Accountability
- Accreditation (qualification process)
- Accuracy
- Acquisitions. See also Mergers and acquisitions
- Actel-Lucent (Nokia)
- Action initiation (core competency)
- Action teams
- Activity phase mapping
- Adaptive management
- Adkins, Rodney, on project management
- Advanced Delivery Management approach
- Advanced Product Quality Planning (APQP) methodology
- Advanced project management
- Aerospace industry:
- in 1950s and 1960s
- customer-focused project offices of
- new product development in
- project management training in
- Aggregate planning models
- Aggressive anger
- Agile coach
- Agile Manifesto
- Agile methodologies
- change management in
- and constraints
- defined
- at Deloitte
- and levels of project management maturity
- metrics in
- and project closure
- and Scrum
- 12 Principles of
- values of
- waterfall vs.
- Agile teams
- AI (artificial intelligence)
- AirBus Space and Defence:
- APQP methodology at
- Golden Rules for Project Management of
- Integrated Multilevel Scheduling at
- methodologies of
- Alcatel-Lucent
- Alcatel-Lucent University
- Alexander, Jack
- Alignment, governance and
- Align phase (PLM VDM)
- Allen-Bradley
- Al Maktoum, Mohammad bin Rashid
- Al Mur, Mohammed
- Amazon
- Amber traffic lights
- American Greetings Corporation:
- benefits of project management at
- PMO of
- American Society for Training and Development (ASTD)
- American Telephone and Telegraph, see AT&T
- Analysis of Variance (ANOVA)
- Analytical approach
- Anbari, Frank T., on managing project risk
- Anger, in project environment
- ANOVA (Analysis of Variance)
- Antares Solutions (Medical Mutual)
- Anticipatory delivery of knowledge
- Apple, and excellence
- Application of knowledge, by training program participants
- Application Owner System
- APQP (Advanced Product Quality Planning) methodology
- Archibald, Russ
- Arms race
- Artificial intelligence (AI)
- ASAP Methodology for Implementation
- Asea, Brown and Boveri (ABB)
- customer satisfaction management at
- PMO at
- risk management at
- training at
- Assessments (Six Sigma)
- factors to consider for
- life-cycle phases for
- purpose of
- tools for
- ASTD (American Society for Training and Development)
- AT&T (American Telephone and Telegraph)
- best practices library of
- best practices of
- culture of
- excellence defined at
- job descriptions of
- key performance indicators at
- portfolio management at
- POs of
- project success at
- validating best practices at
- Attack strategies, for political projects
- Attention to detail (core competency)
- “Attractive state,”
- Audits, project
- Austen, Jane, on pride
- Authority:
- challenges of
- in emerging markets
- envy about
- loss of
- Automated testing, in Scrum
- Avalon Power and Light (pseudonym)
- Avarice, in project environment
- Awards:
- cash
- David Cleland Award
- Hamdan Bin Mohamed
- KM Pacesetter award
- noncash
- North American and Global Most Admired Knowledge Enterprise Awards
- PMO of the Year
- project
- Project Team of the Year
-
-
- Babcock and Wilcox
- Backlog, in Scrum
- Bad news
- Baker, Christine, on PMO at Boeing
- Balancing Individual and Organizational Values (Ken Hultman and Bill Gellerman)
- Bancroft, George, on avarice
- Banking industry methodologies
- Barrow, W. F. “Bud,” on project management
- Baselining
- Basic project management
- BCG (Boston Consulting Group) Model
- BCR, for training
- Behavioral culture
- Behavioral excellence
- and conflict resolution
- keys to
- and proactive vs. reactive management
- rewarding teams for
- and situational leadership
- staffing for
- for virtual project teams
- Behavioral subjects
- Behavioral success
- Beliefs, collective
- “Bells and whistles,”
- Belliveau, P., on fuzzy front end
- Benchmarking
- for best practices
- competitive
- external
- limitations of
- process
- and training trends
- Bendix Corporation
- Benefits:
- and business case
- categories of
- company-specific
- converting to value
- defined
- derived from
- estimation of
- and life-cycle phases
- portfolio
- realization of
- templates for
- Benefits management
- Benefit metrics
- Benefits monitoring
- Benefits realization management (BRM)
- Benefits Realization (BR) Phase
- Benefit-to-cost analysis
- Best (proven) practices
- from 1945 to 1960
- from 1960 to 1985
- from 1985 to 2014
- beliefs about
- communicating
- definitions of
- and definitions of project success
- discovery of
- drivers for
- ensuring usage of
- failure of
- identifying
- implementation of
- improper application of
- learned from failure
- levels of
- management of
- process for
- for recovery project management
- revalidating
- seeking out
- simplicity of
- templates for
- usage of
- usefulness of
- use of term
- validating
- Best practices applications:
- of AT&T
- of Churchill Downs
- of Computer Associates
- of EDS
- of government
- of Halifax Community Health Systems
- of Hewlett-Packard
- of HP Services
- of IBM
- of Indra
- of Microsoft
- of Motorola
- of Nortel Networks
- of Orange Switzerland
- of Our Lady of Lourdes Regional Medical Center
- of Sherwin-Williams
- of Siemens
- of Six Sigma
- of Wärtsilä
- Best practices audits
- Best practices library (BPL)
- communicating best practices with
- creating
- at Hewlett-Packard
- levels of best practices in
- and management of best practices
- and validating best practices
- Best practices overload
- Best Practice Owner
- Bhagavad Gita
- Bidding, competitive
- Biedermann, Michel
- Billings, Josh, on gluttony
- Binder, Jean
- Bodega, Domenico
- Boeing:
- corporate culture of
- informal project management at
- integrated management processes of
- PMO of
- risk management of
- and Thiokol Corporation
- Boeing
- Boilerplate proposal
- Bolzman, Doug:
- on best practices
- on critical success factors
- on culture at Hewlett-Packard
- on excellence
- on executives’ role
- on key performance indicators
- on methodology foundations
- on PMO approach at HP
- on project success
- on Six Sigma–PM relationship
- on sponsorship
- Bonuses
- Booz, Allen, and Hamilton
- Boston Consulting Group (BCG) Model
- Boundary boxes
- Boutros, Sameh, on global PMOs
- Boyd, Keri
- BPL, see Best practices library
- Braaflat, Kerry, on PMO at Boeing
- Brand actions, of DFCU
- Brandman, Jerry
- Branson, Richard, on administrative support
- BRM, see Benefits realization management
- Brown, James C.n
- and PMO of the Year Award
- on portfolio managementn
- Buchtik, Liliana
- Buddha, on lust
- Build phase (PLM VDM)
- Bureaucracy
- Burton, Robert, on gluttony
- Business Analysis (new-product development)
- Business Area Public Telecommunications
- Business Change Process
- Business component, in defining project success
- Business drivers
- Business education, need for
- Business impact of training programs
- Business knowledge
- Business Lead
- Business objectives, in Scrum
- Business process, project management as
- Business unit impact of training
- Buy-in
- CA (Computer Associates Technologies)
- Cancellation (projects)
- Capabilities, following mergers and acquisitions
- Capability Maturity Model Integration (CMMI)
- Capacity planning
- CapCom Credit Union
- Capellanus, Andreas, on avarice
- Capital projects
- CAPM (Certified Associate in Project Management)
- CAQ (Certificates of Added Qualification)
- Career Framework (IBM)
- Career path, project management
- Cash awards
- Cash flow
- Categorization, project
- Cavanaugh, Kathleen:
- on integrated processes
- on stakeholder engagement and sponsorship
- CDI, see Churchill Downs, Incorporated
- The Center for Business Practices
- Certificates of Added Qualification (CAQ)
- Certification:
- dual
- at Nokia
- PMP®
- in qualification process
- training for, at educational institutions
- Certification, at IBM
- Certified Associate in Project Management (CAPM)
- Challenger space shuttle disaster
- Challenges, in agile methodology
- Champions:
- initiation and exit
- for methodology development
- of project teams
- sponsors vs.
- Change(s):
- in benefits management
- and conflicts
- in corporate culture
- to customer requirements
- requests for, see Change requests
- Change control process (Microsoft Solutions Framework)
- Change management
- in aerospace and defense industries
- in agile methodology
- following mergers and acquisitions
- and integrated management processes
- in project-driven organizations
- as project management complement
- and risk management
- in Scrum
- Change management applications:
- of Churchill Downs
- of Deloitte
- of Naviair
- Change requests
- Charters:
- of AT&T
- of Churchill Downs, Incorporated
- as foundation of projects
- of GM Powertrain
- in Golden Rules for Project Management
- managing assumptions with
- preparing
- stakeholder signatures on
- Charvat, Jason, on methodologies
- Checklists
- Chrysler Motors
- “Chunking,”
- Churchill, Winston, on lust
- Churchill Downs, Incorporated (CDI):
- best practices of
- methodology of
- PMO of
- portfolio management at
- project success at
- scope change control at
- CIP (contract implementation process)
- Clarity, as DFCU brand action
- Classification process (proactive risk management)
- Client credibility tests
- Client Program Management Office (CPMO)
- Closed ended questions
- Closeout, with Open Book Estimates
- Close phase (PLM VDM)
- Closure
- in emerging markets
- at Indra
- measuring value at
- of Rockwell Automation
- at Sherwin-Williams
- CMMI (Capability Maturity Model Integration)
- Coaching, agile
- Code of Conduct and Professional Responsibility
- Code of Ethics and Professional Responsibility
- Codification strategy
- Coffin, Harold, on envy
- Cold War
- Coleman, Randy
- Collaboration
- in agile methodology
- at GEA and Heineken
- Collective belief
- Collectivism
- Co-located governance
- Color-coded status reporting
- Colton, Charles Caleb, on avarice
- Comau
- contract management at
- global project management process
- lessons learned by
- Paradigm Pyramid
- PMO at
- PMP certification at
- Project Management Academy
- risk management at
- Risk Register tool
- Comau Project Management Academy
- Commercialization stage (new-product development)
- Committees, governance
- Committee sponsorship
- Common product development (CPD)
- Communication(s):
- in agile methodology
- of best practices
- as core competency
- face-to-face
- at Fluor Corporation
- in global projects
- in Golden Rules for Project Management
- in informal project management
- at Naviair
- at Nortel Networks
- organizational
- in proactive risk management
- and project management politics
- for recovery project management
- UPPM™ methodologies for
- Communities, at Fluor Corporation
- Community building
- Community franchise expectations
- Community of Excellence
- Community of Practice (CoP)
- Community plan
- Company specific benefits
- Company specific best practices
- Competency models
- of Alcatel-Lucent
- of Eli Lilly
- job descriptions vs.
- Six Sigma for
- Competition for project funding
- Competitive benchmarking
- Competitive bidding
- Competitive cultures
- Competitiveness
- Complementary project management processes, see Integrated management processes
- Completion
- Complexity management (core competency)
- Compliance audits
- Compromise
- Computer Associates (CA) Technologies
- Computer Sciences Corporation (CSC):
- Conceptual models
- Conclusion phase
- Concurrent engineering:
- cost savings due to
- and integrated management processes
- and total quality management
- and TQM
- Cone of Uncertainty
- Configuration control board
- Conflict(s)
- change causing
- of interest
- of personality
- Conflict resolution
- Confrontation
- Conservation Measures Partnership
- Consideration phase
- Constraints:
- and agile methodologies
- in agile methodology
- maintenance of
- triple
- Consultants, education ROI determination by
- Context (cultural)
- Contextual delivery of knowledge
- Contingency planning, at Zurich America
- Continuous improvement
- DMAIC model for
- and training trends
- Continuous learning
- Contract(s):
- in agile methodology
- and customer expectations
- at GM Powertrain
- in Golden Rules for Project Management
- with Open Book Estimates
- Contractco (pseudonym)
- Contract implementation process (CIP)
- Contractual dates
- Contractual stage
- Control, of Integrated Multilevel Schedules
- Control model
- Convex Corporation
- COOPANS
- Cooperation
- Cooperative cultures
- CoP, see Community of Practice
- Core competency models. See also Competency models
- Core coursework (project management degree)
- Corporate culture. See also Culture
- in agile methodology
- of Boeing
- changes in
- creation of
- of DFCU Financial
- of Fluor Corporation
- of GEA and Heikeken (collaboration)
- of Hewlett-Packard
- of Indra
- methodologies created around
- methodologies requiring change to
- of Midwest Corporation (pseudonym)
- problems incorporating
- of Texas Instruments
- Corporate POs
- Corporate values
- Corporate-wide acceptance
- Corruption, in emerging markets
- Cost base, for Open Book Estimates
- Cost effectiveness of Six Sigma
- Costing:
- life-cycle
- project
- as triple constraint
- Cost management
- Cost-monitoring system
- Cost overruns
- Cost performance index (CPI)
- Cost reduction
- Course design (training)
- Coursework (education)
- Covetousness
- CPD (common product development)
- CPI, see Cost performance index
- CPMO (Client Program Management Office)
- Creativity
- Crises, defining
- Crisis dashboards
- Crisis management, maturity and
- Critical projects, vital signs of
- Critical success factors (CSFs):
- and business impact of training
- defining success in terms of
- at Hewlett-Packard
- identifying best practices from
- and long-term benefits
- in mission statement
- Critical thinking (core competency)
- “Critical to quality” (CTQ)
- Crosby, Phillip B.
- Crossman, Richard Howard Stafford, on lust
- Cross-stream integration
- Crotty, Jim, on training
- CSC, see Computer Sciences Corporation
- CSFs, see Critical success factors
- CSS3
- CTQ (“critical to quality”)
- Cultural shock
- Culture
- corporate, see Corporate culture
- and corporate values
- defined
- in emerging markets
- and implementation of change
- informal
- as M&A integration problem
- at Naviair
- and project management in emerging markets
- and technology use
- types of
- at Wärtsilä
- Custom-designed courses
- Customer(s)
- advertising best practices to
- in agile methodology
- expectations of
- external/internal
- focus on
- knowledge of
- management of
- methodologies accepted by
- needs of, during closure
- as references
- success defined by
- Customer base
- Customer experience
- Customer-focused project offices
- Customer group POs
- Customer Management Solution portfolio
- Customer-related benefits
- Customer-related projects
- Customer relations
- Customer requirements:
- changes to
- in Golden Rules for Project Management
- Customer Requirements Document
- Customer satisfaction
- and internal controls
- and PMO
- problems with
- in Six Sigma
- and success
- Customer satisfaction management
- Customer service
-
-
- DA (Disciplined agile)
- Daily Scrum
- Dashboards
- in agile methodology
- crisis
- financial health
- and governance
- scorecards vs.
- types of
- at WWF
- Data analysis phase (ROI)
- Data-collection phase (ROI)
- Data oriented culture
- Dates, contractual. See also Scheduling
- David Cleland Award
- Davis, David, on canceling projects
- Debriefing sessions
- Decentralized decision making
- Decision making:
- about best practices
- as core competency
- in crises
- decentralized
- preacquisition
- project governance and speed of
- by project managers
- sponsor support in
- Dedication, in emerging markets
- Defense industry:
- in 1950s and 1960s
- customer-focused project offices of
- new product development in
- project management training for contractors
- Defensive projects
- Definition of done (DoD)
- Delayed investment, in PM improvements
- Deliverables
- Delivery channels
- Delivery (D) Phase
- Deloitte
- agile methodology at
- change management at
- Enterprise Value Delivery at
- Enterprise Value Map™ of
- EPM framework at
- leadership and governance at
- People Dimension of Transformation framework
- portfolio management at
- program management at
- project management method of
- project teams at
- project variance at
- Deloitte Investment Framework
- Deming, W. Edwards
- Denryoku Work Breakdown Structure (D-WBS)
- Departmental Portfolio Management Office (DPMO)
- Department of Defense (DoD). See also Defense industry
- Department of Energy
- Dependencies
- Deploy phase (PLM VDM)
- de Sade, Marquis, on lust
- Design, of training courses
- Design alternatives
- Design Solutions (pseudonym)
- Design Thinking (Scrum)
- Detailed Schedule
- Development
- Development stage (new-product development)
- De Vries, Peter, on gluttony
- DEWA (Dubai Electricity & Water Authority)
- DFCU Financial, culture of
- DIPMF (Dubai International Project Management Forum)
- Direction, governance and
- Disagreements
- Disciplined agile (DA)
- Discretionary zone
- DMAIC model, with TQM
- Doctorate degrees in project management
- Documentation:
- in agile methodology
- amount of
- hidden
- maintenance of
- in project selection
- in Scrum
- DoD, see Definition of done
- DoD (Department of Defense). See also Defense industry
- Dodge Viper sports car
- “Dogs,”
- Donohoe, John, on PMOn
- Dow, Bill
- Dow Chemical Corporation
- Downsizing
- D (Delivery) Phase
- DPMO (Departmental Portfolio Management Office)
- Driving forces:
- for benefits management
- for best practices
- for excellence
- and maturity
- for PM improvement
- for project management
- Dual certification
- Dual sponsorship
- Duarte, D. L., on virtual teams
- Dubai, excellence in
- Dubai Canal
- Dubai Electricity & Water Authority (DEWA)
- Dubai International Project Management Forum (DIPMF)
- Dubai Metro
- Dubai Tram
- Dunham, David, on risk management
- D-WBS (Denryoku Work Breakdown Structure)
- Earned Value Management (EVM)
- Earned Value Management System (EVMS)
- Earned Value Measurement System
- Earned-value measurement (EVM) systems:
- KPIs as critical components of
- VMMs and EPMs vs.
- Eckerson, W.:
- on dashboards and scorecards
- on key performance indicators
- EDS, best practices at
- Education. See also Learning; Training
- business
- changes to coursework
- course design for
- fundamentals of
- ROI of
- Effectiveness
- Efficiency
- Einstein, Albert
- Electives (project management degree)
- Elenbaas, Marv, on protect as brand action
- Eli Lilly, competency model of
- Elmo
- Emaar Properties
- Emerging markets
- barriers in
- cultures of
- implementation of project management in
- recommendations for
- status and politics in
- Emerson, Ralph Waldo:
- Employees:
- in emerging markets
- empowerment of
- inappropriate allocation of
- Empowerment
- as DFCU brand action
- of employees
- and Golden Rules for Project Management
- of project managers
- of teams
- Enakta, driving forces at
- End-of-phase gate review
- End-of-phase gate review meeting
- End user documentation
- Enemies, true
- Engagement, stakeholder
- Engagement project management
- Engineering, concurrent, see Concurrent engineering
- Engineering, Procurement & Construction (EPC) contracts
- Engineering and Construction Services Division (Dow Chemical)
- Enhancement projects
- Enterprise content management system
- Enterprise PMO (EPMO)
- Enterprise program management (EPM)
- Enterprise Project Management (EPM)
- change control process
- client recommendations for
- and excellence
- and governance
- methodologies for
- for nontraditional projects
- VMM and EVM vs.
- Enterprise Value Delivery (EVD)
- Enterprise Value Delivery (EVD) for Agile Method
- Enterprise Value Map™
- Environmental Protection Agency
- Envy, in project environment
- EPC contracts, see Engineering, Procurement & Construction contracts
- Epics, in Scrum
- EPM, see Enterprise Project Management
- EPM (enterprise program management)
- EPM (enterprise project management)
- EPMO (enterprise PMO)
- Erichsen, Steen Myhre Taschnern
- Ericsson, Mikaeln
- Ericsson Telecom AB:
- methodologies of
- PROPS model of
- Estimate to Complete (ETC)
- Etihad Museum
- EVD (Enterprise Value Delivery)
- EVMS (Earned Value Management System)
- EVM systems, see Earned-value measurement systems
- Evolutionary years (training)
- Excellence. See also Behavioral excellence
- actions for
- in agile methodology
- defining
- and delay of maturity
- driving forces for
- in global project management, see Global project management excellence
- hexagon of
- and management support
- managing assumptions about
- and methodologies
- roadblocks to
- Excellence applications:
- of AT&T
- of Avalon Power and Light (pseudonym)
- of Hewlett-Packard
- of Hitachi Ltd.
- of Kombs Engineering (pseudonym)
- of Motorola
- of Naviair
- of Nokia
- and project governance
- of Pursuit Healthcare Advisors
- recognizing need for
- roadblocks to
- of Roadway Express
- of RTA
- in sponsorship
- staffing for
- steps for
- and strategic planning
- of Texas Instruments
- of Williams Machine Tool Company (pseudonym)
- of World Wide Fund for Nature International
- ExCom (Executive Committee)
- Execution phase:
- at Fluor Corporation
- purpose of
- at Rockwell Automation
- at Sherwin-Williams
- Executives. See also Senior management
- implementation by
- as initiation and exit champions
- IT governance by
- rewards for
- strategic planning by
- training for
- view of project management
- Executive buy-in
- Executive champions. See also Champions
- Executive Committee (ExCom)
- Executive management acceptance phase
- Executive sponsors. See also Sponsors
- in emerging markets
- executive champions vs.
- supportive roles of
- Executive sponsorship. See also Sponsorship
- Executive support, see Management support
- Executive understanding
- Exit audits
- Exit champions
- Expectations
- Expectation management
- Expertise:
- accelerated delivery of
- failure due to too much
- at Fluor Corporation
- and PMCP
- in recovery PM
- Exploration stage (new-product development)
- Exposure training
- External benchmarking
- External customers
- External growth. See also Mergers and acquisitions
- External speakers
- External trainers
- “eXtreme” Programming (XP)
- Facebook
- Face-to-face communications
- Facilitation
- Failing projects, methodologies for
- Failure:
- accountability for
- of best practices
- criteria for
- due to collective belief
- due to hidden agenda
- due to inflicting misfortune
- due to information filtering
- due to lust for power
- due to too much expertise
- due to union standard
- due to unjust anger
- due to wrong sponsor
- in emerging markets
- of governance
- of greed for bonuses
- of key performance indicators
- of laziness
- learning best practices from
- of methodologies
- of power
- of project management integration
- relationship
- reorganizational
- restructuring after
- reward
- of risk management
- and Seven Deadly Sins
- in Six Sigma
- and sponsorship
- of strategic plans
- tests for
- of too many resources
- Failure Modes and Effects Analysis (FMEA)
- Fallacies delaying project management maturity
- False perceptions, project failure and
- Feasibility study phase
- and expectations
- purpose of
- at Rockwell Automation
- Features, in Scrum
- Federal Express
- Federal Reserve Bank of Cleveland
- FEED, see Front-End Engineering Design
- Feedback, in agile methodology
- Feigenbaum, Norman
- Femininity
- Fence-sitters
- Fenzi, Mauro
- FFE (fuzzy front end)
- FiatChrysler Motors
- Fiat Group
- Fibonacci sequence
- Financial benefits
- Financial health dashboards
- Financial projects
- Financial review
- Financial risks
- Financing
- Firefighting, maturity and
- Fishbone diagrams
- Five Artifacts of Scrum
- Fixed-price contracts
- Flexibility
- Fluor Corporation
- communication at
- design alternatives at
- execution at
- expertise at
- future directions at
- KM Pioneers at
- knowledge communities at
- knowledge management at
- Knowledge OnLine™
- knowledge sharing at
- leadership at
- Flying Tiger
- FMEA (Failure Modes and Effects Analysis)
- Foes, on political projects
- Force
- Ford Motor Company
- Forensic team meetings
- Forms
- Formality
- Formal project management
- Forman, Mark, on portfolio management
- Foster Defense Group (pseudonym)
- Foundation
- Fragmented cultures
- Frameworks. See also Models
- for collaboration
- Deloitte’s EPM framework
- Deloitte’s Investment Framework
- enterprise program management
- Global Program
- IBM’s Career Framework
- Microsoft Solutions Framework
- Project Delivery
- release management
- value performance
- Franch, Laura, on WWPMM at IBM
- Franklin, Benjamin:
- on anger
- on avarice
- on sloth
- Franklin Engineering (pseudonym)
- Fregnan, Ezio
- Friends, on political projects
- Front-End Engineering Design (FEED)
- Functional managers
- Functional POs
- Funding, competition for
- Future benefits
- Future-related projects
- Future Value ManagementTM
- Fuzzy front end (FFE)
- Gap analysis
- Gap closure
- Gate review:
- Gate reviews
- Gateway
- GEA
- GEA Project Management Manual, stages in
- Gellerman, Bill
- General Electric (GE)
- General Motors (GM)
- General Motors Powertrain Group:
- four-phase model of
- methodology of
- sponsorship by committee in
- technical expertise of program managers in
- General Project Manager Accreditation
- Geographically dispersed governance
- GE Plastics
- Ghisolfi, Alexandre Sörensen
- Githens, Gregory, on risk management
- Gladwell, Malcolm
- Global Excellence Leaders
- Global PMOs, at Hewlett-Packard
- Global Program Framework (GPF)
- Global projects
- Global project management excellence
- at Comau
- at Deloitte
- at Fluor Corporation
- at IBM
- knowledge communities for
- at Microsoft
- at Siemens PLM Software
- Gluttony, in project environment
- GM (General Motors)
- GM Powertrain Group, see General Motors Powertrain Group
- Goals:
- alignment of
- as DFCU brand action
- fallacy about
- in Microsoft Solutions Framework
- in planning stage
- of Six Sigma
- Golden Rules for Project Management
- Goleman, Daniel
- Go-live project management
- Good intentions
- Google
- Governance
- at Deloitte
- by executives
- at Fluor Corporation
- and management support
- and Microsoft Solutions Framework
- with Siemens PLM VDM
- at Tokio Marine Group
- Governance committees
- Government:
- best practices of
- and emerging markets
- failure due to information filtering in
- GPF (Global Program Framework)
- Gray, Mark, on project health checks
- Greed, in project environment
- Green traffic lights
- Greer, Rustyn
- Gregerson, Steve, on integrated processes
- Griffin, A., on fuzzy front end
- Growth, internal vs. external
- Growth phase
- “Growth potential” value chains
- Guida, Roberton,
- Guidelines, evaluating maturity with
- Guinness Book of World Records
- Halifax Community Health Systems
- Hamdan Bin Mohamed Award
- Hansler, Jim, on HP project management
- Hard values, measuring
- Harrin, Elizabeth
- Harris Corporation
- Health Care Associates (pseudonym)
- Health care organizations
- Health checks, project
- Heavy methodologies
- Heavy Vehicle Systems Group
- Heineken
- Herbert, George, on gluttony
- Hernia reports
- Hershock, Robert:
- on failure
- on leadership
- on team membership
- Hester, Jeffn
- Hewlett-Packard (HP):
- best practices of
- culture of
- excellence at
- key-performance indicators
- management support at
- methodology of
- PMOs of
- project success at
- sponsorship at
- training at
- Hewlett-Packard (HP) Services
- best practices of
- commitment to project management
- executive view of project management at
- Global Method
- processes and methodology
- Hidden agendas
- Hillson, David
- Hiring
- Hitachi Ltd.:
- Denryoku Work Breakdown Structure of
- excellence at
- initiatives to strengthen project management capacity at
- Phase-Gate Management at
- “Hit the launch date” decision rule
- Hornwall, Jan, on global project methodologyn
- “How to Achieve Maturity in Project Management” (Dave Kandt)
- HP, see Hewlett-Packard
- HP Global Method
- HP Services, see Hewlett-Packard Services
- HRD (human resources development)
- HTML5
- Hubbard, D. W., on measurement and KPIs
- Hubbard, Douglas W.n.
- Hultman, Ken
- Human behavior
- Human resources development (HRD)
- Human resource management
- Huxley, Elizabeth, on sloth
- Hybrid organizations
- Hydra sessions
- Hynes, Martin D.
- IBM:
- executive view of project management at
- global project management excellence at
- methodologies of
- professional development at
- IBM System and Technology Group
- “Idea bank,”
- Idea Generation (IG) Phase
- ILL (International Institute for Learning)
- Impact, measuring
- Impediments, in agile methodology
- Implementation
- ASAP Methodology for
- of best practices
- blunders with
- costs vs. benefits of
- and culture
- in emerging markets
- as goal
- at Hitachi Ltd.
- of methodologies
- overcoming barriers to
- at Roadway Express
- role of executives in
- small vs. large projects for
- spearheading of
- of strategic plans
- Improvement, driving forces for. See also Continuous improvement
- Inaba, Yuichi “Rich,”
- Incentives. See also Rewards
- Incident Management
- Inclusive Value MeasurementTM
- Increments, in Scrum
- Increment-Specific DoD
- Individual best practices
- Individualism
- Indra:
- best practices of
- closing projects at
- culture of
- driving forces at
- integrated management processes of
- management support at
- methodology of
- PMO at
- portfolio management at
- project and program success at
- project management at
- stakeholder involvement at
- Industry specific best practices
- Inefficiencies, in emerging markets
- Influence
- Informality
- Informal project management
- at Boeing
- and color-coded status reporting
- communication in
- cooperation in
- and crisis dashboards
- formal project management vs.
- at Polk Lighting (pseudonym)
- teamwork in
- trust in
- Information:
- Information Services (IS) reengineering team
- Information Technology (IT), governance of
- Information Technology Enterprise Management (ITEM)
- Information Technology Information Library (ITIL)
- Information technology (IT) portfolio management
- Infrastructure, to support value-added chain
- Initiation champions
- Initiation phase
- at Rockwell Automation
- at Sherwin-Williams
- Innovation projects
- In-process indicators
- Insecurity, of emerging markets executives
- Insourcing
- Intangible benefits
- Intangible benefits of training
- Intangible values
- Integrated management processes
- and change management
- and concurrent engineering
- and empowerment
- evolution of
- and life-cycle costing
- and reengineering
- and risk management
- with total quality management
- understanding
- UPPM™ methodologies for
- Integrated management processes applications:
- of Alcatel-Lucent
- of Boeing aircraft
- of Indra
- of Wärtsilä
- of Zurich America Insurance Company
- Integrated Multilevel Scheduling
- Integrated Project Management (IPM)
- Integrated project plans
- Integrated Project Schedule
- Integration, cross-stream
- Integration, following mergers and acquisitions
- Integrative responsibility
- Intel Corporation
- Intellectual Capital RatingTM
- Interactions, and agile methodology
- Internal benefits
- Internal controls
- Internal customers
- Internal equity
- Internal growth
- Internal projects
- Internal training
- International Institute for Learning (IIL)
- International Project Management Day Symposium
- Internet Explorer
- Investment, in PM improvements
- Investment Council (CDI)
- IPM (Integrated Project Management)
- IPMM methodology
- Iridium LLP
- Iridium Project
- Iron constraints
- IS (Information Services) reengineering team
- Ishkawa diagrams
- ISO 9000
- Isolated cultures
- Issue management
- Issue Registry
- IT (Information Technology), governance of
- ITEM, see Information Technology Enterprise Management
- Iterations, in agile methodology. See also Sprints (Scrum)
- ITIL (Information Technology Information Library)
- ITIL (IT Infrastructure Library)
- IT (information technology) portfolio management
- IT Service Desk
- ITSM Consultants
- Jackson, Frank:
- on information as power
- on leadership
- on team membership
- Jagodzinski, Kamil
- JCI, see Johnson Controls, Inc.
- Job descriptions
- Johnson, E. LaVeme, on IIL training
- Johnson, Eric Alan:
- on culture
- on Six Sigma with TQM
- Johnson, Samuel, on avarice
- Johnson Controls, Inc. (JCI):
- excellence at
- project management and TQM at
- success at
- TQM culture at
- Joint ventures
- Juran, Joseph M.
- Just-in-time training
- Kallas, Siim, on air navigation regulation
- Kämi, Antti, on project management tools
- Kandt, David:
- on excellence
- on ISO 9000
- on success at Johnson Controls
- on TQM culture at Johnson Controls
- Kapur, Gopal, on critical project vital signs
- Keep informed (stakeholder map)
- Keep satisfied (stakeholder map)
- Keithley, Taran
- Kerzner, Haroldn.
- Key benefits
- Key performance indicators (KPIs)
- and business drivers
- on dashboards
- defined
- effective
- failure of
- identifying best practices from
- leading indicators vs.
- in mission statement
- other performance measures vs.
- selecting
- success in terms of
- and training
- Key results indicators (KRIs)
- Kidwell, Kerry, on being an expert
- KM Pacesetter award
- KM Pioneers
- Knowledge:
- anticipatory delivery of
- application of
- business
- contextual delivery of
- proprietary
- tacit
- value-based
- Knowledge assist
- Knowledge communities
- Knowledge management:
- codification and personalization strategies
- in context of project management
- at Fluor Corporation
- future directions for
- at IBM
- in support of project execution
- Knowledge of business (core competency)
- Knowledge OnLine™
- Knowledge sharing
- Knowledge transfer
- “Knowvember” celebration
- Kodak
- Kombs Engineering (pseudonym)
- Konechnik, Thomas J.
- KPIs, see Key performance indicators
- KRIs (key results indicators)
- Kumorowski, Sandra, on driving forces
- Kytonen, Sherry, on PMO at Boeing
- Lahr, John, on lust
- Landlords
- Landor, Walter Savage, on avarice
- Language
- Large companies
- Large Scale Scrum (LeSS)
- Law, Vernon, on experience
- Laws, in emerging markets
- Laziness, failure of
- Leadership
- and benefits
- as core competency
- at Deloitte
- and executive sponsorship
- at Fluor Corporation
- following mergers and acquisitions
- management
- in portfolio management
- programs for
- at RTA
- in Scrum
- situational
- strategic project management
- of teams
- and values
- Leading indicators, KPIs vs.
- Lean (Scrum tools)
- Lean Startup (Scrum)
- Learning. See also Education; Training
- continuous
- delivery systems for
- from mistakes
- responses to
- of training program participants
- Learning trends:
- during evolutionary years
- during revolutionary years
- LeSS (Large Scale Scrum)
- Lessons learned databases
- Level 1 Plan (Master Schedule)
- Level 1 project management
- Level 2 Plan (Project Summary Schedule)
- Level 2 project management
- Level 3 Plan (Detailed Schedule)
- Level 3 project management
- Lewis, C. S., on pride
- Life Cycle, customer
- Life Cycle, product
- Life-cycle costing
- Life-cycle phases
- expanding
- at Indra
- and methodology
- overlapping of
- and PMOs
- in portfolio analysis
- of ROI model
- and SDLC
- for Six Sigma assessments
- Life-cycle planning and control model
- Light methodologies
- Line management
- project management vs.
- and project managers
- support of
- Line management acceptance phase
- Locally dispersed governance
- Logistics (success pyramid)
- Long-term benefits
- “Loss-cost,”
- Low-ranking managers
- LSTK Contracts
- Lucas, Tom:
- on view of project management
- on vision for Sherwin-Williams
- Ludwig, Helmuth, on project management
- Lust, in project environment
- Lyman, Christinen
- McAdams, J., on rewarding project teams
- McQuary, Johnn
- Madsen, Susanne
- Maintenance:
- of constraints
- of documentation
- of projects
- MAKE Awards
- Maltzman, Rich
- Manage closely (stakeholder map)
- Management:
- adaptive
- of best practices
- of change, see Change management
- cost
- customer satisfaction
- executive, see Management support; Managers; Senior management
- human resource
- integrated processes for, see Integrated management processes
- issues
- leadership by
- over-the-fence
- of political projects
- portfolio, see Portfolio management
- proactive
- procurement
- program
- project, see Project management
- quality. See also Total quality management
- reactive
- relevance of project management staff for
- risk, see Risk management
- scope
- time
- walk-the-halls
- Management office, see PMO
- Management processes
- Management support
- in agile methodology
- for best practices
- and empowerment of project managers
- and executives as champions
- and line management
- for PM excellence
- problems solved by
- and project governance
- and project sponsorship
- by top-level management
- visible
- Management support applications:
- of AT&T
- of Contractco (pseudonym)
- of Health Care Associates (pseudonym)
- of Hewlett-Packard
- of Indra
- of Midline Bank (pseudonym)
- of Motorola
- of Tokio Marine Group
- of Zurich America Insurance Company
- Managers:
- functional
- line
- low-ranking
- project, see Project managers (PMs)
- senior, see Senior management
- as sponsors, see Executive sponsors
- training
- training for non–project
- trust in
- visible support by
- Managing Challenges Across Cultures-A Multicultural Project Team Toolbox (Comau)
- Manello, Carl, on methodologies
- Mansbridge, Bob, on integrated processes
- Manufacturing industries
- Manufacturing Six Sigma
- Many Methods of Learning™
- “Map Days,” and excellence
- Maps days
- Mares, Lee Ann, on DFCU value proposition
- Marketing, with Siemens PLM VDM
- Marketing Requirements Document (MRD)
- Marketplace trends
- Market risk
- Markgraf, Stephen, on PMO at Boeing
- Markham, Stephen:
- on champions
- on “valley of death,”
- Martyniuk, Danieln
- on leadership and governance
- on portfolio management
- Masculinity
- Masharei (program)
- Master Schedule
- Maturity:
- at Alcatel-Lucent
- defined by risk management
- and driving forces
- fallacies that delay
- of hybrid organizations
- at IBM
- levels of project management
- and managing assumptions
- methodologies created around
- of non-project driven firms
- of project managers vs. clients
- and recovery project management
- in Scrum
- speed of
- for survival
- and training trends
- Maturity phase
- Maurice, Eric, on project health checks
- MCI
- MDE (minimum delightful experience)
- Measurement. See also Metrics
- Medical Mutual (Antares Solutions), methodology of
- Meetings:
- end-of-phase gate
- forensic team
- senior management requirements of
- Mega projects, at RTA
- Member’s eye view of knowledge community
- Membership, governance and
- Mergers and acquisitions
- culture management in
- evaluating integration results after
- impact on project management
- and internal vs. external growth
- landlord–tenant relationship and integration in
- long-term benefits of
- preacquisition decision-making for
- and restructuring after failure
- and value-added chain
- value chain strategies for
- Methodologies. See also specific methodologies
- acceptance of
- barriers to
- characteristics of
- and corporate culture
- critical components of
- defined
- development of
- enterprise
- and excellence
- for failing projects
- failure of
- for global projects
- heavy
- implementation of
- incorporating best practices in
- internally developed
- and life-cycle phases
- light
- as M&A integration problem
- in mergers and acquisitions
- multiple
- overcoming barriers
- in project management chain
- recognizing need for
- risk management processes in
- and risk tolerance
- Methodology applications:
- of AirBus Space and Defence
- of Churchill Downs, Incorporated
- of Deloitte
- of Ericsson Telecom AB
- of GM Powertrain Group
- of Hewlett-Packard
- of Indra
- of Rockwell Automation
- of SAP
- of Sherwin-Williams
- of Sony Corporation
- standard, benefits of
- of Tecnicas Reunidas
- value measurement
- of Wärtsilä
- of Yanfeng Global Automotive Interior Systems Co. Ltd.
- Metrics. See also specific metrics
- in agile methodology
- for benefits
- of benefits
- evolution of
- identifying
- at Indra
- lack of
- for objectives
- out-of-tolerance
- pipeline
- for PMOs
- project managers’ use of
- project tracking
- and strategic business objectives
- in value management
- for value measurement
- Metric mania
- Metzeler Automotive Profile System, integrated processes of
- Micromanagement
- Microsoft Corporation
- Microsoft Solutions Framework (MSF)
- best practices in
- change control process in
- flexibility of
- goals in
- and governance
- milestones in
- for proactive planning
- risk management in
- success criteria in
- team model in
- templates in
- MIDAS library
- Middle managers
- Middleton, C. J., on benefits of project management
- Midline Bank (pseudonym)
- Midwest Corporation (pseudonym)
- MidWest Financial Credit Union
- Migraines, see Problems
- Milestones
- defined
- in implementing methodologies
- incentives at
- in Microsoft Solutions Framework
- in work model
- Milestone reviews
- Millhollan, Chuck:
- on best practices
- on methodology
- on PMO at CDI
- on portfolio management
- on project success
- on scope definition and change control
- Minimum delightful experience (MDE)
- Minimum viable product (MVP)
- Minnesota Power and Light
- Misfortune, inflicting
- Misinformation, in emerging markets
- Mission statements
- Mistakes
- Models. See also Frameworks
- aggregate planning
- Boston Consulting Group
- competency
- conceptual
- control
- core competency
- DMAIC
- Four-Gate/Nine-Step Management
- life-cycle planning and control
- probabilistic
- project scoring
- PROPS
- return on investment
- ROI
- team
- Molina, Enrique Sevilla
- Monitoring, of Integrated Multilevel Schedules
- Monitor only (stakeholder map)
- Motorola
- best practices theory of
- critical success factors at
- discovery of best practices at
- excellence at
- executive view of project management at
- failure due to collective belief at
- line management support at
- MRD (Marketing Requirements Document)
- MSF, see Microsoft Solutions Framework
- Multinational companies, risk management for
- Multinational projects:
- excellence in, see Global project management excellence
- with mergers and acquisitions
- Multiple-boss reporting
- Multiple methodologies
- Multiple PMOs
- Musil, Jann,
- Mutchler, Michael, on product-focused organizations
- MVP (minimum viable product)
- NASA
- National Aeronautics and Space Administration (NASA)
- National City Corporation
- Naviair, excellence at
- Neal, Jeffrey Alan:
- on culture
- on Six Sigma with TQM
- Negative politics
- Nelson, Gary
- Network teams
- New product development (NPD)
- as driving force
- and portfolio management
- risk management in
- “valley of death” for
- New York University School of Continuing and Professional Studies (NYU-SCPS)
- Nexus
- 9x9 rule
- Nokia (Actel-Lucent)
- Nokia EDU
- Noncash awards
- Noncooperative cultures
- Non-project driven firms
- Non–project managers, training for
- Nontraditional Six Sigma
- Nordea company, portfolio management at
- Nortel Networks:
- communications at
- executive view of project management at
- formal project management at
- integrated processes of
- project success at
- risk management at
- North American and Global Most Admired Knowledge Enterprise (MAKE) Awards
- “Not invented here” syndrome
- NPD, see New product development
- NTT DATA Services
- NXP Semiconductor, project health checks at
- Nyberg, Benny, on business skills
- NYU-SCPS (New York University School of Continuing and Professional Studies)
- OBE (Open Book Estimate)
- Objectives:
- for mergers and acquisitions
- and mission statements
- of PMOs
- in strategic planning
- of training programs
- Offensive projects
- Office, project, see PMO
- Office of Products and Operations
- Offshoring, in agile methodology
- Ohio Bell
- OnDemand Process Asset Library (OPAL)
- On-the-job training
- Oosterveer, Peter, on knowledge sharing
- OPAL (OnDemand Process Asset Library)
- Open Book Estimate (OBE)
- Open-door policy
- Open-ended deliverables
- Open-ended questions
- Open Standards for the Practice of Conservation (Conservation Measures Partnership)n.
- Operational dashboards
- Operational projects
- Operational Six Sigma
- OPMS (organizational project management system), at RTA
- Orange Switzerland, best practices of
- Organization, support by
- Organizational communications
- Organizational culture, see Corporate culture
- Organizational hierarchy, in emerging markets
- Organizational maturity
- Organizational milestones
- Organizational politics, see Politics, project management
- Organizational project management system (OPMS), at RTA
- Organizational waste
- Organization process, use of
- Organizing projects
- Orientation, at Fluor Corporation
- O’Sullivan, Martin, on project management
- Our Lady of Lourdes Regional Medical Center
- Outliers (Malcolm Gladwell)
- “Out of bounds” concept
- Out-of-tolerance metrics
- Outputs
- Outsourcing
- Overlapping
- Overload, best practices
- Over-the-fence management
- Overworked staff
- Paperwork
- Paradigm Pyramid (Comau)
- Parallel teams
- Parker, G., on rewarding project teams
- Parmenter, David, on performance measures
- Participants, training/selection of
- Passive anger
- PDUs (Professional Development Units)
- Pellerin, Charlie
- Penn, William, on avarice
- People Dimension of Transformation framework (Deloitte)
- People fit
- People involvement
- Perceptions, project failure and
- Performance:
- indicators of. See also Key performance indicators
- value performance framework
- Performance audits
- Performance indicators (PIs)
- Performance management, at Naviair
- Performance measures
- Personality conflicts
- Personalization strategy
- PERT, see Program evaluation and review technique
- Peters, Lawrence J., on anger
- Peters, Martha:
- on mergers and acquisitions
- on project initiation process
- Phase-Gate Management
- Phillips, J. J.n.
- PIs (performance indicators)
- Pile phenomenon
- Pilot testing
- Pinto, Donatella
- Pipeline metrics
- Pittiglio, Vince
- PjMCoE (Project Management Community of Excellence)
- Plan–do–check–act cycle
- Planning
- in agile methodology
- at Deloitte
- in emerging markets
- goals during
- long-term in agile methodology
- in Microsoft Solutions Framework
- at Sherwin-Williams
- for Six Sigma
- sprint
- understanding assumptions in
- Planning phase (ROI)
- Plan phase (PLM VDM)
- Pliny the Elder, on lust
- PLM (Product Lifecycle Management)
- PLM VDM (product lifecycle management value delivery methodology)
- PMs, see Project managers
- PMBOK® (Project Management Body of Knowledge) Guide
- aligning methodologies to
- and Comau PMO
- and culture
- and execution of strategic projects
- knowledge areas of
- on stakeholder involvement
- PM Centre of Excellence (PMCOE)
- PMCOE (PM Centre of Excellence)
- PMCP, see Proactive Management Capacity Propensity
- PMCP (Project Management Certification Program)
- PMCP (Project Management Community of Practice)
- PMG (Progress Maturity Guide)
- PMI®, see Project Management Institute
- PMIS, see Project management information system
- PMI Standards
- PM Newsflash
- PM@Nokia
- PMO (project office, project management office, PO)
- activities of
- benefits of
- creation of
- and customer satisfaction
- and ensuring use of best practices
- global
- and life-cycle phases
- management of best practices by
- metrics for
- multiple
- PMO of the Year awards
- portfolio management with
- problems with
- and project audits
- project health checks by
- role of
- and Six Sigma
- and training
- types of
- typical projects for
- validation of best practices by
- PMO applications:
- of ABB
- of Boeing
- of Churchill Downs
- of Comau
- of Hewlett-Packard
- of Indra
- at Pursuit Healthcare Advisors
- of Sherwin-Williams
- of Star Alliance
- of Wärtsilä
- of Zurich America
- PMO of the Year Award
- criteria for
- essay for
- recipients of
- PMP® Certification, see Project Management Professional Certification
- PMPnet
- PMP Study Groups
- PMS (Project Management Standards)
- PMU (Project Management University)
- PO, see PMO; Product owner (Scrum)
- Policies, checklists vs.
- Politics, in emerging markets
- Politics, project management
- attack vs. retreat strategies
- classifying friends and foes
- and effective communication
- and governance committees
- managing political projects
- political risks
- and power/influence
- reasons for playing
- situations for
- Political risks
- Polk Lighting (pseudonym)
- Portfolio analysis
- Portfolio management
- identification of projects in
- for IT projects
- meeting expectations in
- at Nordea Company
- PMO in
- portfolio analysis in
- preliminary evaluation in
- project selection obstacles in
- project selection process in
- senior management in
- stakeholders in
- strategic selection in
- strategic timing in
- Portfolio management applications:
- of AT&T
- of Churchill Downs
- of Comau
- of Deloitte
- of Indra
- of Rockwell Automation
- of Wärtsilä
- of World Wildlife Fund
- Portfolio Project Management Office (PPMO)
- Post-Project Evaluation Phase
- Postship acceptance indicators
- Posttraining surveys
- Power
- Power distance
- Powertrain Group, see General Motors Powertrain Group
- PPM (Project and Portfolio Management), at Nordea
- PPM Clarity
- PPMO (Portfolio Project Management Office)
- PPM (Program and Project Management) Practices
- Pre-Align phase (PLM VDM)
- Precontractual stage
- Predictive methodologies
- Preliminary evaluation of projects
- Prestudy phase
- Pride, in project environment
- Prioritization
- in agile methodology
- in defining project success
- in portfolio management
- and strategic planning
- Proactive management
- Proactive Management Capacity Propensity (PMCP):
- and amount of work
- benefits of
- increasing of
- overview of
- Proactive risk management
- Probabilistic models
- Problems. See also Ten uglies of projects
- cash flow dilemma
- crises vs.
- from customer requirements changes
- customer satisfaction
- enterprise project methodology
- good intentions becoming
- with meeting expectations
- outsourcing
- PMO
- politics as cause of
- project awards
- project cancellation
- scope change
- and Seven Deadly Sins
- smaller
- trade-off
- wrong culture placement
- “Problem child” value chains
- Procedures
- Process benchmarking
- Process definition
- Process Skills (core competency)
- Process structuring (core competency)
- Procurement management
- Product development
- Product development teams
- Production risk
- Production teams
- Productivity, in Scrum
- Product Lifecycle Management (PLM)
- Product lifecycle management value delivery methodology (PLM VDM)
- Product owner (PO) (Scrum)
- Product Realization Process (PRP)
- Product Requirements Document
- Professional Development Units (PDUs)
- Professional (PMI) standards
- Profit
- Program and Project Management (PPM) Practices
- Program evaluation and review technique (PERT)
- Program management:
- at Deloitte
- with Siemens PLM VDM
- Program Management Development Program, at HP Services
- Program manager, AT&T job description for
- Program Roadmap
- Progress Maturity Guide (PMG)
- Project(s):
- cancellation of
- classification of
- global
- maintenance of
- managing business as series of
- measurement of
- operational
- prioritization of
- and Six Sigma
- stakeholder involvement in
- success measurements for
- understanding success for
- for value-driven project management
- variance in
- vital signs of
- “Project and People Management” (Comau)
- Project and People Management-An Operational Guide (Comau)
- Project and Portfolio Management (PPM), at Nordea
- Project Approval (PA) Phase
- Project audits
- Project awards
- Project charters, see Charters
- Project Collaboration Portals
- Project Delivery Framework
- Project development methodologies
- Project-driven firms
- Project financing
- Project health checks
- Project Incubation/Feasibility Phase
- Projectized governance
- Project management
- from 1945 to 1960
- from 1960 to 1985
- advantages of
- artificial intelligence and
- and benefits
- benefits of
- as career path
- and culture
- development of
- driving forces for
- executive’s view of
- formal
- Golden Rules for
- go-live
- impact of mergers and acquisitions on
- implementation of
- informal
- knowledge management in context of
- levels of
- life-cycle of
- in manufacturing industries
- misconceptions concerning
- models of
- modern
- necessity for
- need for
- pockets of
- as a profession
- recovery
- Six Sigma relationship with
- standardization of
- strategic planning for
- with TQM and concurrent engineering
- training for
- and value management
- values of
- “Project Management at Indra” course
- Project Management Body of Knowledge, see PMBOK® Guide
- Project Management Certification Board (IBM)
- Project Management Certification Program (PMCP)
- Project Management Community of Excellence (PjMCoE)
- Project Management Community of Practice (PMCP)
- Project Management Development Program
- Project Management Governance Board
- Project management information system (PMIS)
- Project Management Institute (PMI®)
- Project management office, see PMO
- Project Management Professional (PMP®) Certification
- Project Management Standards (PMS)
- Project Management University (PMU)
- Project managers (PMs):
- accelerated expertise development by
- anticipatory delivery of knowledge by
- at AT&T
- business education for
- business knowledge of
- and connections of project team members
- contextual delivery of knowledge for
- dual certification for
- effective communication by
- empowerment of
- at Hitachi Ltd.
- implementation of strategic plans by
- at Indra
- with integrative responsibility
- job descriptions of
- and line managers
- maturity of clients vs.
- myths about
- political savvy of
- power and influence of
- selection of
- and value management
- Project office, see PMO
- Project Planning (PP) Phase
- Project plans
- Project quality gates (Q-gates)
- Project Race Track
- Project Retrospectives
- Project scoring model
- Project selection (in portfolio management):
- identification of projects
- obstacles in
- in portfolio management
- preliminary evaluation
- process for
- strategic selection
- Project selection (in Six Sigma)
- Project specific best practices
- Project sponsorship, see Sponsorship
- Project Summary Schedule
- Project sustainability
- Project teams:
- at Comau
- connections beyond
- debriefing, for best practices
- at Deloitte
- relevance of
- rewards for
- virtual
- Project Team of the Year Award
- “Project whack-a-mole,”
- Promise, as DFCU brand action
- Promotions
- Proposal
- Proprietary knowledge
- PROPS model
- Protect, as DFCU brand action
- ProVantedge (Pursuit)
- Proven practices, see Best (proven) practices
- PRP (Product Realization Process)
- Pryor, Bob
- Publicly held training programs
- Publilius Syrus, on avarice
- Pursuit Healthcare Advisors
- Putiri, Angelon
- Q-gates (project quality gates)
- Qualification process (IBM)
- Quality
- defining
- as DFCU brand action
- at IBM
- project quality gates
- at Pursuit Healthcare Advisors
- at source
- as trade-off
- Quality audits
- Quality Leadership (Kodak)
- Quality management, UPPM™ methodologies for
- Quality programs, Six Sigma and
- Quantitative methods
- Quantitative subjects
- Quick wins
- Quintilian, Marcus Fabius, on sloth
- Rachlin, Sue, on portfolio management
- R&D, see Research and development
- Reaction, of training program participants
- Reactive management
- Recertification (qualification process)
- Recognition, at Fluor Corporation
- Recovery project management
- Red flag issues
- Red traffic lights
- Reengineering
- Registered Education Provider (REP)
- Reinforcement model
- Relational databases
- Relationship failure
- Release Management Methodology
- Release phase, at Rockwell Automation
- Reliance Electric
- Reorganizational failure
- REP, see Registered Education Provider
- REP (Rewarding Employee Plan)
- Reports:
- color-coded
- hernia
- senior management requirements of
- Status, in agile methodology
- Reporting. See also Status reporting
- Multiple-boss reporting
- at Naviair
- Reporting phase (ROI)
- Requirements, in agile methodology
- Research and development (R&D)
- Resolution
- Resources:
- availability of
- failure of too many
- gluttony of
- greed for
- management at Nordea
- prioritization of
- as trade-off
- and value management
- Resource and Skills Management System (RSMS)
- Resource management
- Respect, as DFCU brand action
- Responsibility:
- as DFCU brand action
- of executives
- in Golden Rules for Project Management
- integrative
- Responsibility charts
- “Restricted” best practices
- Restructuring
- Results (success pyramid)
- Results chains
- Results focus (core competency)
- Results indicators (RIs)
- Resumes
- Retreat strategies, for political projects
- Return on investment (ROI):
- in agile methodology
- history of modeling
- and studies of project management benefits
- for training
- Return on investment (ROI) model
- data analysis phase of
- data-collection phase of
- planning phase of
- reporting phase of
- Revalidating best practices
- Revenga López, Felipe
- Review process, for best practices
- Reviews, in agile methodology
- Revolutionary years (training)
- Rewards:
- Rework
- RIs (results indicators)
- Rigodanzo, Mike:
- on excellence
- on project management
- Rigor
- Risk:
- acceptance of
- financial
- market
- political
- production
- scheduling
- technical
- as trade-off
- Risk growth
- Risk management:
- in aerospace and defense industries
- at Boeing aircraft
- and Challenger space shuttle disaster
- and change management
- in closure phase
- at Comau
- contemporary
- as core competency
- and customer service
- defining maturity using
- failure of
- in health care organizations
- and integrated management processes
- and issue management
- in methodology
- in Microsoft Solutions Framework
- proactive
- in recovery project management
- UPPM™ methodologies for
- at Wärtsilä
- Risk management process (proactive risk management)
- Risk/Opportunity Management
- Risk Register tool (Comau)
- Risk tolerance
- Roads & Transport Authority (RTA), excellence at
- Roadway Express, excellence at
- Rockwell Automation:
- common product development at
- PMO of the Year Award for
- portfolio management at
- ROI, see Return on investment
- ROI model, see Return on investment model
- Rolling wave concept
- Royer, Isabelle, on exit champions
- RSMS (Resource and Skills Management System)
- RTA (Roads & Transport Authority), excellence at
- Russett, Rose, on excellence at GM Powertrain
- Sadowski, Alex, on training at Harris
- Sadowski, Nani, on best practices
- Sadowski-Alvarez, Nani, on project audits
- SAFe (Scaled Agile Framework)
- Samarotto, Claudion
- Sanctioning direction (success pyramid)
- Sanford, Linda S., on project management
- SAP:
- methodology of
- project management career path at
- project quality gates at
- training at
- Sarbanes-Oxley Law
- Satisfaction. See also Customer satisfaction
- SBUs (strategic business units)
- Scaled Agile Framework (SAFe)
- Schedule Performance Index (SPI)
- Scheduling
- ineffective
- Integrated Multilevel
- at Naviair
- as triple constraint
- Scheduling risks
- Schornhorst, Eric, on brand action
- Scientific/Technical Expertise (core competency)
- Scope changes:
- in agile methodology
- at Churchill Downs, Incorporated
- managing
- in portfolio management
- problems with
- in Scrum
- Scope management:
- at Churchill Downs
- at Deloitte
- at Indra
- as triple constraint
- UPPM™ methodologies for
- Scope of work (SOW):
- defining
- and key performance indicators
- language of
- Scorecards
- Screening stage (new-product development)
- Scrum
- daily
- defined
- Five Artifacts of
- four events in
- and levels of project management maturity
- roles in
- Scrum ceremonies
- Scrum master
- Scrum-of-Scrums (SoS)
- Scrum teams
- SDLC (systems development life-cycle)
- SDM (software development methodology)
- Sears, Scott, on PMO at Boeing
- SEI (Software Engineering Institute)
- Self-confidence training
- Self-managed work teams
- Seneca, on anger
- Senior management. See also Executives
- meeting expectations of
- performance measure support from
- portfolio management role of
- reports and meetings required by
- visible support of
- vision of
- Servant leader, in Scrum
- Service management teams
- Sesame Street
- Seven Deadly Sins
- anger (wrath)
- envy
- gluttony
- greed (avarice)
- lust
- pride
- sloth
- Seven virtues
- Sevilla Molina, Enrique:
- on best practices
- on critical success factors
- on culture
- on driving forces at Indra
- on importance of PMO
- on key performance indicators
- on methodology
- on portfolio management
- on project and program success
- on project management as a profession
- Sharing Knowledge platform
- Sherwin-Williams:
- best practices of
- methodologies of
- project management at
- vision of
- Shibuya, Hiroyuki
- Shobe, Mark, on DFCU culture
- Short-range attack missile (SRAM)
- Short-term benefits
- Siemens Industry Automation Division
- Siemens PLM Software:
- executive view of project management at
- methodology of
- Sinco Energy (pseudonym)
- Single-source procurement
- Siri
- Situational leadership
- Six Sigma
- assessments for
- best practices of
- and Convex Corporation
- goals of
- myths of
- PMO for
- project management relationship with
- project selection for
- strategic planning for
- and TQM
- traditional vs. nontraditional
- typical projects for
- Sloth, in project environment
- Small projects, PLM VDM for
- SMEs (subject matter experts)
- SME Protégé Program (Fluor Corporation)
- Snyder, N. Tennant, on virtual teams
- SOAR (solution and opportunity approval and review) process
- Socialized project management
- Social obligations, in emerging markets
- Soft benefits
- Soft skills
- Soft values
- Software
- and agile methodology
- in agile methodology
- development
- fallacies about
- Software development methodology (SDM)
- Software Engineering Institute (SEI)
- Solution and opportunity approval and review (SOAR) process
- Solution providers
- Somermeyer, S., on fuzzy front endn.
- Sony Corporation
- Sophistication, in emerging markets
- SoS (Scrum-of-Scrums)
- Source, quality at
- SOW (scope of work), see Scope of work
- SOW (statement of work), see Statement of work
- Space shuttle disaster
- Speakers
- SPI (Schedule Performance Index)
- Spira, Jim, on benefits of project management
- Sponsor Awareness Workshop
- Sponsors. See also Executive sponsors
- champions as
- conflict resolution responsibilities of
- in emerging markets
- final acceptance by
- role of
- Sponsorship
- in agile methodology
- by committee
- and customer relations
- and decision-making
- and decision making by project managers
- dual
- excellence in
- executive
- lacking in
- and management support
- phases of
- and pride
- strategic planning of
- Sponsorship applications:
- of Design Solutions (pseudonym)
- of Franklin Engineering (pseudonym)
- of Hewlett-Packard
- of Naviair
- Spradley, Sue, on project management
- Sprint
- Sprints (Scrum). See also Iterations
- SRAM (short-range attack missile)
- SRD (Systems Requirements Document)
- SSTs (strategy support teams)
- Staffing
- Stage-gate reviews
- Stakeholders
- decision-making processes of
- and portfolio management
- project involvement of
- in value-driven project management
- “value drivers” for
- Stakeholder engagement
- Stakeholder mapping
- Standards for Conservation Project and Programme Management (WWF International)
- Standard methodologies
- Star Alliance
- Star Alliance Common IT Platform
- “Star” value chains
- Statement of work (SOW):
- in aerospace and defense industries
- for nontraditional projects
- and politics in project management
- Statistical tools, for Six Sigma
- Status, in emerging markets
- Status reporting
- in agile methodology
- color-coded
- length of
- and strategic planning
- Steady state, in agile contracts
- Stewardship
- Stibora, Mattn,
- Stories, in Scrum
- Story points, in agile methodology
- Stouffer, Debra, on portfolio management
- Strategic benefits
- Strategic business objectives, alignment of metrics to
- Strategic business units (SBUs)
- Strategic dashboards
- Strategic leadership
- Strategic plans
- Strategic planning
- benefits of project management for
- and executive view of project management
- failure of strategic plans
- and implementation by project manager
- myths about
- project management perspective on
- strategic project management leadership
- and training trends
- Strategic Planning for Project Management Using a Project Management Maturity Modele (Harold Kerzner)
- Strategic POs
- Strategic project management leadership
- Strategic selection of projects
- Strategic support (core competency)
- Strategic timing, in portfolio management
- Strategy support teams (SSTs)
- Subcontracting
- Subject matter experts (SMEs)
- Success:
- accountability for
- behavioral
- criteria for
- CSFs and KPIs in defining
- defining. See also Best practices
- fallacy about
- four cornerstones of
- and gluttony of resources
- identifying best practices from
- internal measurements of
- measuring
- Microsoft® Operations Framework criteria for
- in non-project driven firms
- problem with
- in project-driven firms
- redefining
- value component of
- Success pyramid
- Suitability criteria
- Suppliers, as solution providers
- Support, see Management support
- Supporters, true
- Surveys, posttraining
- Survival
- Systems development life-cycle (SDLC)
- Systems Requirements Document (SRD)
- Tacit knowledge
- Tacitus, Publius Cornelius, on envy
- Tactical dashboards
- Tangible values, measuring
- Tarantini, Riccardo, on project management
- Tasks, in Scrum
- Taylor, Peter
- Team(s):
- action
- in agile methodology
- composition of
- core
- defined
- leadership of
- membership into
- multicultural
- network
- performance measures for
- for product development
- production
- project, see Project teams
- rewards for
- Scrum
- service management
- for service management
- size of
- strategy support
- virtual project
- work
- Team building
- Team empowerment
- Team meetings
- Team members (Scrum)
- Team model, in Microsoft Solutions Framework
- Team players
- Team success (success pyramid)
- Team velocity
- Teamwork
- characteristics of
- as DFCU brand action
- in informal project management
- success pyramid for
- Technical expertise, in recovery PM
- Technical risk
- Technical risk management
- Technology:
- cultural factors with
- supporting global project management
- supporting value-added chain
- Technology Services Industry Association (TSIA)
- Tecnicas Reunidas, methodology of
- Templates:
- for benefit realization
- for best practices
- evaluating maturity with
- in Microsoft Solutions Framework
- in Six Sigma
- Tenants
- Ten uglies of projects
- dates are just numbers (10)
- lack of community plan (8)
- lack of maintained documentation (1)
- lack of right people (5)
- lack of rigor (7)
- lack of sponsorship (6)
- and maintenance of projects
- no plan for rework (9)
- no quality at source (3)
- pile phenomenon (2)
- and proactive management
- remedies for
- and team empowerment
- wrong people on job (4)
- Testing, in Scrum
- Testing stage (new-product development)
- Test phase (PLM VDM)
- Texas Instruments (TI), excellence at
- Thiokol Corporation
- Third-party administrators (TPAs)
- 3M
- thyssenkrupp North America
- TI (Texas Instruments)
- Time and material contract
- Time management, UPPM™ methodologies for
- Timing, strategic
- Tokio Marine Group, management support at
- Tolerance
- Tollgates
- Tools:
- for methodology support of PM
- PM
- for Six Sigma assessments
- Top-level management, see Senior management
- Total quality management (TQM)
- and concurrent engineering
- integrated management processes with
- at Johnson Controls
- and Six Sigma
- Six Sigma tools with
- Sprint process for
- TPAs (third-party administrators)
- TQM, see Total quality management
- Tradeoffs:
- in traditional vs. nontraditional projects
- in value-driven projects
- Traditional Six Sigma
- Traffic light dashboards
- Trainers
- Training. See also Education; Learning
- amount needed
- benefits of
- business skills in
- competency models for
- course design for
- in emerging markets
- fundamentals of
- identifying need for
- internal
- for modern project management
- need for
- in project-driven firms
- and project management as a profession
- and Project Management Capacity Propensity
- publicly held
- ROI of
- selecting participants for
- with Siemens PLM VDM
- in Six Sigma
- Training applications:
- of ABB
- of Churchill Downs
- at Comau
- of Ford Motor Co.
- of Harris Corporation
- of Hewlett-Packard
- of Hitachi Ltd.
- of IBM
- of Indra
- of International Institute for Learning
- of Nokia
- of SAP
- of thyssenkrupp North America
- Training directors
- Training managers
- Transactional Six Sigma
- Transitional checklists
- Transparency, in Scrum
- Trends:
- during evolutionary years
- learning
- and learning responses
- marketplace
- during revolutionary years
- Trickey, David
- Triompo, Jim, on PMOs
- Triple constraint
- True enemies
- True supporters
- True unknowns
- Trust
- and customers at end-of-phase review meetings
- in informal project management system
- of managers
- TSIA (Technology Services Industry Association)
- Turner, Mike, on Microsoft Solutions Framework
- UAE
- Uglies, see Ten uglies of projects
- UGS
- UI (user interface)
- Uncertainty
- Understaffing
- Unemployment, in emerging markets
- Unified Project Management® Methodology (UPMM™)
- Union employees, evaluating
- Union standard
- U.S. Air Force
- Unit testing, in Scrum
- University of Southern California’s Marshall School of Business
- Unjust anger, failure due to
- Unknowns, true
- UPMM™ (Unified Project Management® Methodology)
- Upper-level managers
- User interface (UI)
- User stories, in Scrum
- User-Story-Specific DoD
- VAC (Variance at Completion)
- Vaill, Peter B., on Six Sigma
- Validating best practices
- “Valley of death,”
- Value(s):
- capture, quantification, and reporting of
- converting benefits to
- and culture
- defined
- in defining project success
- and leadership
- measuring
- in project management. See also Value-driven project management
- and Scrum
- in Scrum
- and success
- Value added, rewards for
- Value-added chain. See also Mergers and acquisitions
- Value Analysis (VA) Phase
- Value-based knowledge, evolution of
- Value chain analysis
- Value chain strategies
- Value-driven project management
- capture, quantification, and reporting of value in
- committee sponsorship in
- and evolution of value-based knowledge
- leadership style in
- stakeholders in
- and types of projects
- value trade-offs in
- “Value drivers,” for stakeholders
- Value management
- in agile methodology
- and business case
- categories of
- and life-cycle phases
- and project management
- redefining
- and time
- Value measurement methodology (VMM)
- Value performance framework (VPF)
- Value proposition
- Value trade-offs, in value-driven project management
- Vannoni, Brian
- Vargas, Ricardo
- Variable scope, in Scrum
- Variance
- Variance at Completion (VAC)
- Vasciminno, Paolon
- Vázquez Díaz, Alfredon,
- Velocity, in Scrum
- Viper sports car
- Virtual Projects
- Virtual project teams
- Visible management support
- Vision, of senior management
- Visioning, in agile contracts
- Vital signs, of critical projects
- VMM (value measurement methodology)
- VoC (Voice of customer)
- Voice, as DFCU brand action
- Voice of customer (VoC)
- Voltaire, on pride
- VPF (value performance framework)
- Wage and Salary Administration Program
- Walk-the-halls management
- Wärtsilä:
- benefits management at
- integrated management processes of
- methodology of
- risk management at
- Waterfall methodology:
- agile methodology vs.
- delayed start due to
- and Scrum teams
- and short iterations
- WBS, see Work breakdown structure
- Weiss, Brian
- Weiss, Jeff, on project management
- Weiss, Zev, on project management
- Welch, Jack, on Six Sigma
- Westfield Group
- “Whack-a-mole,”
- Wibelius, Michaeln
- Wickham, Mike, on excellence at Roadway
- Williams Machine Tool Company (pseudonym)
- Willis, Kerry R.:
- on proactive management
- on Ten Ugliesn
- Withdrawal
- Wojala, Karenn,
- Work breakdown structure (WBS)
- in aerospace and defense industries
- at Churchill Downs, Incorporated
- as critical methodology component
- Denryoku
- at SAP
- for strategic planning
- Work ethic, in emerging markets
- Work kickoff, in agile contracts
- Work teams
- World-class project management methodologies, see Methodologies
- World Wide Fund for Nature (WWF) International:
- excellence at
- portfolio management at
- Wrath, in project environment
- WWF International, see World Wide Fund for Nature International
- WWPMM (Worldwide Project Management Method)
- XP (eXtreme Programming)
- Yanfeng Global Automotive Interior Systems Co. Ltd. (YFAI)
- (YFAI) Yanfeng Global Automotive Interior Systems Co. Ltd.
- Yellow flag issues
- Yellow traffic lights
- Zale, Suzanne:
- on best practices
- on communications
- on organizational structure
- Zielinski, D., on rewarding project teams
- Zurich America Insurance Company:
- integrated processes of
- management support at
..................Content has been hidden....................
You can't read the all page of ebook, please click
here login for view all page.