Index
A
Activity-on-arrow (AOA) format, Critical Path Method (CPM) diagram, 186, 191
Activity-on-node (AON) format, Critical Path Method (CPM) diagram, 186, 192
Administrative skills, team member, 339
customization of, 284
drawing diagram, 283
example of, 282
grouping/sorting ideas, 282–283
idea generation, 282
information inputs, 282
issue definition, 282
and Postmortem Review, 505
purpose of, 281
variations of, 284
and Work Breakdown Structure (WBS), 283
customization of, 236
information inputs, 234
pros/cons of, 236
purpose of, 233
situations for use, 235
target project in, 233
variations of, 236
Analytic Hierarchy Process (AHP), 32–41
comparison matrices construction, 34–36
customization of, 40
decision hierarchy, levels of, 33
example of, 33
information inputs, 33
rating computation, 36
compared to Scoring Models, 38
variations in, 39
Aptitude Test for Project Managers, 343, 344
Armstrong World Industries (AWI)
project management (PM) strategy, 9
project management toolbox/competitive strategy alignment, 519–521
Artifacts, of systemigrams, 279
Assumptions, as risks, 292
Audit trail, and cost planning, 231
B
Backward chaining, flowchart construction, 276
Bar charts
example of, 73
See also Charts
Baseline-Current-Future Analysis. See B-C-F Analysis
Basic work element structure form, Parametric Estimate, 238
customization of, 395
example of, 390
future schedule, 392
and Gantt Chart, 390, 391, 393, 394
Jogging Line, 391
present schedule, 391
pros/cons of, 394
purpose of, 390
situations for use, 393
and Time-scaled Arrow Diagram (TAD), 390, 391, 393
variations of, 394
Benchmarking, Quality Function Deployment (QFD), 117–118
Best-cost competitive strategy, example of, 8
and Cost Planning Map, 244
customization of, 248
estimate format, 244
example of, 243
information inputs, 244
pros/cons of, 247
purpose of, 243
situations for use, 246
variations of, 247
and Work Breakdown Structure (WBS), 244
Brainstorming, Postmortem Review, 504–505
Branches, of Decision Tree, 312, 313, 314
categories of charts, 76
interpretation of, 78
old versus new types, 76
purpose of, 74
Budget estimates, elements of, 229
Budget planning. See Cost planning; Cost planning tools
buffers, use for decisions/actions, 409–410
critical chain (CC) monitoring, 409–412
critical chain feeding buffers (CCFBs) monitoring, 409
and Critical Chain Schedule (CCS), 407–410
customization of, 412
project buffer (PB) monitoring, 409
purpose of, 407
rehearsal with activity owners, 408
C
Capability Maturity Model, 9
Cascade format, Time-Scaled Arrow Diagram (TAD), 198
Cash flow forecasting, Cost Baseline (Time-Phased Budget), 254
Cause and Effect Diagram (CED), 466–471
customization of, 470
dispersion analysis, 468
information inputs, 467
problem determination, 467–469
process classification, 468, 470
purpose of, 466
and Quality Improvement Map (QIM), 454
review of diagram, 469
situations for use, 469
variations of, 470
Chance event, in Monte Carlo Analysis, 302
Chance nodes, of Decision Tree, 312, 313, 314, 315
Change Coordination Matrix (CCM), 360–365
cost/schedules updates, 363
customization of, 365
example of, 361
proactive use of, 364
and Project Change Log, 362–363
and Project Change Request, 362
purpose of, 360
Change in projects
change coordinators, 362
change-resistance, steps in, 144, 150
emergency actions, 369
intranets and communication of, 370
predictability and project management (PM) process, 277
scope creep, problem of, 366–367
updating budget, 254
See also Scope control tools
and balancing actions, 70
bar charts, 73
choosing type of, 69
customization of, 73
drawing of, 70
histograms, 72
information inputs for, 69
interpretation of, 70
pie charts, 69
purpose of, 68
variations of, 72
Closing project. See Performance reporting and closure tools
commitment, sources of, 351
communication of, 348
example of, 346
information inputs, 347
questionnaire completion, 347
score calculation, 347
score interpretation, 348
situations for use, 348
Competition risk
identification of, 59
meaning of, 54
Competitive strategy, 6–9, 517–523
best-cost strategy, 8
differentiation strategy, 7
project management (PM) toolbox alignment with, 521–523
project management (PM) toolbox as support, 6–9
Computer analysis
change log on Palm Pilot, 376
change log on spreadsheet, 374
for Net Present Value (NPV), 42
for Parametric Estimate, 239, 242
Concurrency, as deliverable, 15
Constraints, in Scope Statement, 146–147
Contingency allowances, Risk Response Plan, 291, 296
Contingency cost
meaning of, 230
planning for, 228
Continuous distribution, in Monte Carlo Analysis, 302
analysis/interpretation of, 476–478
customization of, 480
data for, 474
formulas/constants for, 475
pillars of, 474
planning chart, 473
problem-solving with, 478
pros/cons of, 479
purpose of, 471
Cost and Achievement Analysis, 438
Cost Baseline (Time-Phased Budget), 249–257
cost baseline criteria, 250–251
cost items identification, 250
cost item to time period allocation, 251–252
cost by period estimation, 252
customization of, 256
example of, 249
purpose of, 249
situations for use, 253
updates of budget, 254
variations of, 255
Cost control, and proactive cycle of project control (PCPC), 442
Cost control tools
Earned Value Analysis (EVA), 422–440
Cost estimating relationships (CERs)
calculation of, 231
in Parametric Estimate, 237–242
Cost leadership competitive strategy, example of, 7–8
Cost planning
budget estimates, 229
budgets, updating, 254
combinations of tools, use of, 235
contingency in, 228
costs, types of, 230
definitive estimates, 229
independent cost estimates, 228
order-of-magnitude estimates, 229
shadow estimates, 228
tips for, 231
tools for. See Cost control tools; Cost planning tools
Cost Planning Map (CPLM), 226–233
and Bottom-Up Estimate, 244
cost estimating relationships (CERs), 231
cost plan uses, selection of, 228
cost planning definition, 227–228
customization of, 233
designing cost planning process, 230–232
example of, 227
information inputs, 227
pros/cons of, 232
purpose of, 226
situations for use, 232
variations of, 233
Cost planning tools
Cost Baseline (Time-Phased Budget), 249–257
Cost Planning Map (CPLM), 226–233
Crashing
Critical Path Method (CPM) diagram, 189
schedule remedy, 393
Critical Chain Schedule (CCS), 201–208
activity durations estimate, 204
critical chain identification, 204
customization of, 208
example of, 202
identification of activities, 203
purpose of, 201
resource assignment, 204
resource buffer, 204
and safety time, 205
sequencing, 203
situations for use, 206
Critical path identification
Critical Path Method (CPM) diagram, 186–188
Time-Scaled Arrow Diagram (TAD), 197
Critical Path Method (CPM) diagram, 184–193
activity durations estimate, 186
activity-on-arrow (AOA) format, 186, 191
activity-on-node (AON) format, 186, 192
crashing, 189
critical path identification, 186–188
customization of, 192
dependencies between activities, 185–186
example of, 184
with Gantt Chart, 176
input information, 184
level of detail, 185
and Monte Carlo Analysis, 301
near-critical path, 188
pros/cons of, 191
purpose of, 184
resource assignment, 186
situations for use, 190
team approach, 185
total and free floats, 187
Critical success factors (CSFs)
and gap measurement/response to gaps, 136–139
meaning of, 135
and project capabilities, 135–136
and project environment, 135–136
Project SWOT Analysis, 135–139
Cumulative frequency, in Monte Carlo Analysis, 305
customer contact, 95
customization of, 97
example of, 91
Focus Statement in, 92
information inputs, 92
information processing for, 95
project scope, importance of, 96
pros/cons of, 97
purpose of, 91
sample selection, 93
variations of, 97
Customers
classification of satisfaction, 101
customer-driven quality, 267
customer intimacy tools. See Voice-of-the-customer tools
external customers, 94
internal customers, 94
Customization
and administrative projects, 564, 567
by project family, 525–528, 533, 549–560
by project size, 524–525, 533, 545–548
by project type, 529–533, 535, 561–567
and routine projects, 563, 567
and technical projects, 565, 567–568
See also customization of for specific tools
D
alternatives, evaluation of, 315
components of, 313
decision nodes of, 312, 313, 314
decision under risk description, 313–314
example of, 312
payoffs assessment, 315
possible outcomes assessment, 314
purpose of, 311
and Risk Response Plan, 313
rolling back procedure, 314
variations of, 317
Definitive estimates, elements of, 229
Deliverables
concurrency as, 15
identifying in Scope Statement, 146
major and minor deliverables, 146
project management (PM) tools as, 13
repeatability as, 14
speed as, 14
standardized project management (SPM), 10, 14–15
Work Breakdown Structure (WBS), 161
Dependencies
Critical Chain Schedule (CCS), 203
Critical Path Method (CPM) diagram, 185–186
mapping with Stakeholder Matrix, 334
Time-Scaled Arrow Diagram (TAD), 195–196
Deployment flowchart
example of, 275
pros/cons of, 274
Detailed flowchart
backward chaining, 276
pros/cons of, 274
Deterministic model, in Monte Carlo Analysis, 302
Dictionary, Work Breakdown Structure (WBS), 154
Differentiation competitive strategy, example of, 7
Direct cost, meaning of, 230
Discounting, Net Present Value (NPV), 42, 44
Discrete distribution, in Monte Carlo Analysis, 302
customization of, 112
depth of discussion, 110
example of, 109
information inputs, 110
phrasing of questions, 110–111
pros/cons of, 111
purpose of, 109
questioning pitfalls, 112
situations for use, 111
topic identification, 110
topic prioritization, 110
variations of, 111
Dispersion analysis, Cause and Effect Diagram (CED), 468
E
Earned standards method, Earned Value Analysis (EVA), 427, 428
Earned Value Analysis (EVA), 422–440
control account plans (CAP), 425–430
cost performance index (CPI) calculation, 433, 434
cost variance (CV) calculation, 433
earned standards method, 428
equivalent completed units, 429
estimate at completion (EAC) calculation, 434–435
example of, 423, 426, 430, 432
50/50 formula, 428
fixed formula, 428
percent complete method, 427
percent complete with milestone gates method, 428
performance measurement baseline (PMB), 425, 429–430
project results evaluation, 430–433
project results forecasting, 433–435
purpose of, 422
schedule analysis, cautions related to, 432–433
schedule at completion (SAC) calculation, 434
schedule performance index (SPI) calculation, 431–432, 434
spending and schedule variances calculations, 431
terms related to, 423
variations of, 438
weighted milestones method, 428
and Work Breakdown Structure (WBS), 424–426
choosing method, 44
Internal Rate of Return (IRR), 44
Net Present Value (NPV), 42, 44
Payback Time, 42
situations for use, 45
80:20 rule, 461
Equivalent completed units, Earned Value Analysis (EVA), 427, 429
Excel
Net Present Value (NPV), 42
Executives, and scheduling, 179
Expected value (EV), in Monte Carlo Analysis, 302, 305
External customers, 94
F
Fast-tracking, schedule remedy, 393
Feeding buffers, Critical Chain Schedule (CCS), 204–205
50/50 formula, Earned Value Analysis (EVA), 428
Firm-specific risk
identification of, 59
meaning of, 54
Fixed formula, Earned Value Analysis (EVA), 427, 428
Flexibility, and standardized project management (SPM), 12
Floats, Critical Path Method (CPM) diagram, 187
backward chaining, 276
checking for mistakes, 276–277
drawing, actions in, 275
example of, 272
information inputs, 273
as PM manual, 280
PM process evaluation, 277
by process owner, 272
situations for use, 278
types of flowcharts, 274
variations of, 279
budget, 101
clarification section, 100
Customer Roadmap, 92
documentation of, 102
example of, 99
information inputs, 99
pros/cons of, 103
roles/responsibilities, 101–102
situations for use, 102
time line definition, 101
variations of, 103
Folding back procedure, Decision Tree, 314
Forming stage, Four-Stage Model of Project Team Building, 325
Four-Stage Model of Project Team Building, 322–330
customization of, 329
example of, 323
forming stage, 325
information inputs, 324
management parameters, 324
norming stage, 326
performing stage, 326
team leadership style, 324–326
variations of, 329
Free float, Critical Path Method (CPM) diagram, 187
Frequency distribution, in Monte Carlo Analysis, 305, 306
G
and B-C-F Analysis, 390, 391, 393, 394
with Critical Path Method (CPM) chart, 176
example of, 173
and Hierarchical Schedule, 211–212
information inputs, 173
and Jogging Line, 387, 388, 389
and Line of Balance (LOB), 216–217
and Project Quality Program, 268, 270
purpose of, 172
and Slip Chart, 405
Gaps
categorization of, 137
measurement, Project SWOT Analysis, 136–137
Geographic area method, Work Breakdown Structure (WBS), 155
Goals
Scope Statement, 145
stretch goals, 128
Guide to the Project Management Body of Knowledge, A (PMBOK). See PMBOK (Project Management Body of Knowledge)
H
Hierarchical Schedule, 209–215
customization of, 215
detailed schedule (level 3), 211–212
example of, 210
information inputs for, 209
intermediate schedule (level 2), 211
master project schedule (level 1), 210–211
for multiple projects, 214
pros/cons of, 213
purpose of, 209
and Time-Scaled Arrow Diagram (TAD), 211
variations of, 214
and Work Breakdown Structure (WBS), 210–211
Histograms
example of, 72
See also Charts
House of Quality
See also Quality Function Deployment (QFD)
I
Independent cost estimates, 228
Indirect cost, meaning of, 230
Intel
competitive strategy of, 7
project management (PM) strategy, 9
project management toolbox/competitive strategy alignment, 518–521
schedules, classification of, 188
stretch goals, 128
Internal customers, 94
Internal Rate of Return (IRR)
pros/cons of, 21
situations for use, 44
Interpersonal skills, team member, 339
Intranets, communication of change in projects, 370
Issues
issue database, 491
issues aging chart, 491
in proactive cycle of project control (PCPC), 403
J
B-C-F Analysis, 391
completion date prediction, 386
customization of, 389
drawing of, 386
example of, 383
and Gantt Chart, 387, 388, 389
information inputs, 383
meeting with activity owners, 384–385
purpose of, 383
situations for use, 387
and Time-scaled Arrow Diagram (TAD), 387, 389
K
L
Lateral repeatability, 15
Leadership
commitment building by, 350
Four-Stage Model of Project Team Building, 324–326
skills of project managers, 340
Line of Balance (LOB), 215–220
drafting of, 217
example of, 215
information inputs, 216
objective setting, 216
purpose of, 215
review/refinement of, 217
single unit events, 217
situations for use, 218
Longitudinal repeatability, 14
M
Management activities. See entries under Project management (PM) activities
Management reserves, Risk Response Plan, 291, 296
Manual. See Project Management Manual (PM Manual)
Manufacturing-based quality, 267
Mapping
Market risk
identification of, 59
meaning of, 55
example of, 441
and proactive cycle of project control (PCPC), 441, 442
project results evaluation, 442–443
project results forecasting, 443
pros/cons of, 444
purpose of, 441
setting up milestones, 442
tracking milestones, 442
variations of, 444
activity dependencies, 179
customization of, 183
drafting/refining chart, 181
example of, 180
and Hierarchical Schedule, 211–212
milestone selection, 180
milestone sequence, 180
most valued milestones, 180
types of, 180
and Work Breakdown Structure (WBS), 181–182
Milestone Prediction Chart, 396–400
customization of, 401
example of, 396
information inputs, 397
pros/cons of, 400
purpose of, 396
rehearsal with milestone owners, 398
situations for use, 399
variations of, 401
Milestones
importance of, 182
in Scope Statement, 146
standardized project management (SPM), 10
Mission statement
project passion statement, 144
Mode, in Monte Carlo Analysis, 302
Model, in Monte Carlo Analysis, 302
MOGSA (Mission, Objectives, Goals, Strategies, Actions), components of, 39, 41
Monte Carlo Analysis (MCA), 300–311
and Critical Path Method (CPM) diagram, 301
probability distributions, 302–305
results, analysis/interpretation of, 307–308
results, processing of, 305–306
and Risk Response Plan, 301, 303
situations for use, 308
terms used in, 302
Time-Scaled Arrow Diagram (TAD) with, 301
trial run, 305
Most probable cost, meaning of, 230
Mulitiered scheduling, 212
Multiproject management
Hierarchical Schedule, 214
problems of, 197
Multiunit projects, Line of Balance (LOB), 217–218
N
Near-critical path, Critical Path Method (CPM) diagram, 188
Net Present Value (NPV)
pros/cons of, 21
situations for use, 44
Nominal group technique, Postmortem Review, 505
Norming stage, Four-Stage Model of Project Team Building, 326
O
Open-ended questions, elements of, 112
Opportunity flowchart, 274
Options
put option, 53
Order-of-magnitude estimates, 132
elements of, 229
Oregon Anesthesiology Group (OAG)
competitive strategy of, 8
project management (PM) strategy, 9, 519–521
project management toolbox/competitive strategy alignment, 519–521
P
Palm Pilot, change log on, 376
basic work element structure form, 238
cost estimating relationships (CERs) in, 237–242
customization of, 242
estimated preparation, 238–241
information inputs for, 238
purpose of, 237
situations for use, 241
variations of, 242
drawing chart, 463
example of, 460
interpretation of chart, 464
pros/cons of, 464
purpose of, 459
quality problem investigations, 460–461
situations for use, 464
variations of, 465
Payback Time
calculation projects, 43
pros/cons of, 21
situations for use, 44
Payoff, of Decision Tree, 312, 313, 314
Percent complete method
Earned Value Analysis (EVA), 427–428
Jogging Line, 388
with milestone gates method, 427, 428
with Plan vs. Actual Bar Method, 388
Performance measurement, and Work Breakdown Structure (WBS), 164
Performance reporting and closure tools
Summary Progress Report, 492–499
Performing stage, Four-Stage Model of Project Team Building, 326
PERT (Program Evaluation and Review Technique), 191–192
Pie charts
example of, 69
See also Charts
P-I matrix, 298
Plan-Do-Study-Act (PDSA) cycle
actual schedule status assessment, 391
and proactive cycle of project control (PCPC), 385
and Quality Improvement Map (QIM), 452
Plan vs. Actual Bar Method, Jogging Line, 388
PMBOK (Project Management Body of Knowledge), 12, 523
link to project management tools, 539–544
and Project Quality Program, 266, 268
Portfolio mapping. See Project portfolio mapping
Portfolio Selection Methods, 46–53
customization of, 52
situations for use, 51
example of, 501
ground rules, 500
postmortem meeting, participants of, 502
pros/cons of, 508
purpose of, 500
situations for use, 507
variations of, 508
Precedence diagram (PDM), 192
Predecessors, Critical Path Method (CPM) diagram, 185
Proactive cycle of project control (PCPC), 384–386
and cost control, 442
and issue database, 491
issues/risks, meaning of, 403
and Milestone Analysis, 441, 442
and Plan-Do-Study-Act (PDSA) cycle, 385
and schedule control, 384–386, 391
Probabilities
in Monte Carlo Analysis, 302
Probability distributions
examples of, 304
Monte Carlo Analysis (MCA), 302–305
Probability-Impact matrix, Risk Response Plan, 293–294
Process classification, Cause and Effect Diagram (CED), 468
Processes. See Project management (PM) process
Product-based quality, 267
Progress reporting. See Performance reporting and closure tools
Project authorization notice, 133
Project birth certificate, 133
Project buffer, Critical Chain Schedule (CCS), 204, 207
Project capabilities, and critical success factors (CSFs), 135–136
and Change Coordination Matrix (CCM), 362–363
customization of, 377
example of, 373
implementation tracking, 375
information inputs, 374
pros/cons of, 376
purpose of, 373
submission date, 374
Project Change Request, 366–373
and Change Coordination Matrix (CCM), 362
change identification, 369–370
cost/schedule, impact of change on, 369
customization of, 372
emergency changes, 369
example of, 367
information inputs, 366
reasons for change, 368
situations for use, 371
starting/stopping use of, 368
business purpose identification, 128–129
distribution list for charter, 130
example of, 127
milestone specification, 129
necessity of, 131
project goals identification, 129
and Project SWOT Analysis, 134
purpose of, 126
resource specification, 129–130
stretch goals, use of, 128
supporting details of, 130
team members/sponsor, 129
Project definitional index (PDI), 277
Project environment, and critical success factors (CSFs), 135–136
Project life cycle method, Work Breakdown Structure (WBS), 155
Project life cycle phase, standardized project management (SPM), 10
Project management (PM) activities
management by projects trend, 308
standardized project management (SPM), 10
Project management (PM) process
diagramming. See Flowchart
purpose of, 277
Project management (PM) toolbox
and competitive strategy, 6–9, 517–523
components of, 5
definition of, 13
options for use, 13
standardization of, 16
standardized project management (SPM) process comparison, 14–16
as standardized project management (SPM) process support, 4–16
Project Management Manual (PM Manual)
flowchart as, 280
Project Quality Program as basis of, 267–268
Project Management Maturity Model (PM3), 343
Project managers
leadership skills of, 340
multiproject management by, 197
project management professionals (PMP), 147
and scheduling, 179
Project mission, Project Charter, 128, 129
Project passion statement, 144
Project portfolio mapping
Project Quality Program, 264–272
customization of, 271
example of, 265
and PMBOK (Project Management Body of Knowledge), 266, 268
purpose of, 265
quality assurance task, 268
quality standard establishment, 266–268
responsibilities/roles, 268, 269
and Work Breakdown Structure (WBS), 266
work package (PM Manual) based on, 267–268
Project scenario, in Monte Carlo Analysis, 302
Project selection methods
Analytic Hierarchy Process (AHP), 32–41
Portfolio Selection Methods, 46–53
standardized project management (SPM), 20
Project SWOT Analysis, 133–141
critical success factors (CSFs), 135–139
customer requirements identification, 135
customization of, 141
example of, 134
gaps, actions to take, 137–138
information inputs, 134
and Project Charter, 134
pros/cons of, 140
and Scope Statement, 143
situations for use, 139
Put option, 53
Q
Qualitative assessment, Risk Response Plan, 292–294
Quality, definitions of, 267
Quality assurance (QA) team, 269
Quality control tools
Cause and Effect Diagram (CED), 466–471
Quality Improvement Map (QIM), 450–459
Quality Function Deployment (QFD), 113–121
customer requirements scenario, 114–116
House of Quality, construction steps, 113–115, 118–119
project requirements identification, 116–117
purpose of, 113
situations for use, 119
target values, 118
Quality improvement
breakthrough sequence, 453
quality improvement team, 461–464, 469
quality variables, 472
Quality Improvement Map (QIM), 450–459
and Cause and Effect Diagram, 454
corrective action, 455
customization of, 459
example of, 451
information inputs, 451
and Plan-Do-Study-Act cycle, 452
variations of, 459
Quality planning
quality assurance (QA) team, role of, 269
Quality Trilogy for, 270
steps in, 264
tools for. See Quality planning tools
Quality planning tools
Project Quality Program, 264–272
Quality Trilogy, 270
Quantitative assessment, Risk Response Plan, 294–295
Questions
questioning pitfalls, 112
types of questions, 112
R
Random sampling, Monte Carlo Analysis (MCA), 302, 304–305
Random variable, in Monte Carlo Analysis, 302
Range of accuracy, meaning of, 230
chart of methods, 21
customization of, 63
options identification, 60
pros/cons of, 21
risk management and project, 56–58
situations for use, 61
Repeatability
as deliverable, 14
lateral type, 15
longitudinal type, 14
Resource buffer, Critical Chain Schedule (CCS), 204
Resource-constrained scheduling situation, 188
Responsibility matrix, 163
Return on investment, as voice-of-customer, 93
Reversing questions, elements of, 112
Risk
assumptions as, 292
and contingency reserve, 291
issues aging chart, 491
and management reserve, 291
in proactive cycle of project control (PCPC), 403
risk event, 291
risk event status, 291
risk impact, 291
risk matrix, 298
risk owners, 297
risk probability, 291
risk register, 298
baseline risks, 487
example of, 487
information inputs, 487
purpose of, 486
risk response plan, 488
status of risk, 488
variations of, 490
Risk management
issue database, 491
risk planning. See Risk planning tools
Risk planning tools
Monte Carlo Analysis (MCA), 300–311
contingency allowances, 296
customization of, 299
and Decision Tree, 313
document generated from, 297
example of, 289
management reserves, 296
and Monte Carlo Analysis, 301, 303
Probability-Impact matrix, 293–294
pros/cons of, 298
purpose of, 288
qualitative assessment, 292–294
quantitative assessment, 294–295
response actions, determination of, 295–297
risks, identification of, 291–292
situations for use, 297
uncertainty continuum, 289
variations of, 298
and Work Breakdown Structure (WBS), 292
See also Bubble diagrams
Rolling back procedure, Decision Tree, 314
Rolling wave scheduling, 212
S
customer segment identification, 106
customer subgroup identification, 106
example of, 105
individuals, selection of, 106
information inputs, 106
purpose of, 105
Satisficing approach, schedule assessment, 391
Schedule control
proactive cycle of project control (PCPC), 384–386, 391
satisficing and schedule assessment, 391
and trend analysis, 397
Schedule control tools
Milestone Prediction Chart, 396–400
cost-conscious crashing, 415
cost-loaded schedules, 413
cost/time computation, 415
critical activities, crashing of, 415–416
customization of, 417
example of, 414
information inputs, 413
purpose of, 413
situations for use, 416
variations of, 417
Schedule development tools
Critical Chain Schedule (CCS), 201–208
Critical Path Method (CPM) diagram, 184–193
Hierarchical Schedule, 209–215
Line of Balance (LOB), 215–220
and scope of project. See Scope planning tools
Time-Scaled Arrow Diagram (TAD), 193–201
Schedule Management System, decision-making for, 174
Schedule performance index (SPI), 391
Schedule remedies
crashing, 393
fast-tracking, 393
Scheduling of projects
control of schedule. See Schedule control tools
of many projects. See Multiproject scheduling
mulitiered scheduling, 212
personnel involved in, 179
resource-constrained situation, 188
rolling wave scheduling, 212
time-constrained situation, 188
tools for. See Schedule development tools
and Work Breakdown Structure (WBS), 163
Scope connection, 159
Scope control tools
Change Coordination Matrix (CCM), 360–365
Project Change Request, 366–373
Scope creep, problem of, 366–367
Scope planning tools
Project SWOT Analysis, 133–141
Work Breakdown Structure (WBS), 152–166
assumptions/constraints identification, 146–147
business purpose identification, 144
change control statement/plan, 144, 150
customization of, 151
deliverables identification, 146
dos/don'ts in preparation, 148–149
example of, 143
exclusions, determination of, 147
fine-tuning of, 148
milestone selection, 146
project goals definition, 145
and Project SWOT Analysis, 143
pros/cons of, 149
purpose of, 142
and Work Breakdown Structure (WBS), 153–154, 159
compared to Analytic Hierarchy Process (AHP), 38
criteria to be considered, 22–23, 24–25
customization of, 31
information inputs, 22
variations in, 31
Scoring Models-based charts, 76
See also Bubble diagrams
S-curve
Cost Baseline (Time-Phased Budget), 252–253
example of, 253
Self-directed teams, positive/negative aspects, 327
Sequencing
Critical Chain Schedule (CCS), 203
Critical Path Method (CPM) diagram, 185–186
Time-Scaled Arrow Diagram (TAD), 195–196
Shaded Bar Method, Jogging Line, 388
Single-valued estimate, in Monte Carlo Analysis, 302
customization of, 343
documentation of, 341
example of, 336
first-time construction, 337, 341
information inputs, 338
pros/cons of, 342
purpose of, 336
scoring system, 337
subsequent applications, 337–338, 341
variations of, 343
drawing chart, 404
example of, 402
and Gantt Chart, 405
information inputs, 402
predictions of project completion, 404
purpose of, 401
rehearsal with activity owners, 403
situations for use, 405
variations of, 407
Software. See Computer analysis
Speed, as deliverable, 14
Spine format, Time-Scaled Arrow Diagram (TAD), 198
dependencies, mapping of, 334
example of, 331
information inputs, 331
purpose of, 330
stakeholder influence grid, 332
stakeholder influences, 331–332
Standard deviation, in Monte Carlo Analysis, 302
Standardization, and Quality Improvement Map (QIM), 455–456
Standardized project management (SPM)
management activities, 10
milestones, 10
project life cycle phase, 10
project management (PM) toolbox comparison, 14–16
as project management (PM) toolbox support, 4–16
project selection tools, 20
standardized, meaning/scope of, 10–12
steps in process, 5
technical activities, 10
voice-of-the-customer tools, 90
Stochastic model, in Monte Carlo Analysis, 302
Storming stage, Four-Stage Model of Project Team Building, 325–326
Strategic/business skills, team member, 339
Summary Progress Report, 492–499
corrective actions, 497
customization of, 499
design of reporting system, 494–495
example of, 493
pros/cons of, 498
purpose of, 492
risk/issues identification, 496
situations for use, 497
variance in, 495
variations of, 498
Switchover time, and multiproject management, 197
SWOT analysis. See Project SWOT Analysis
example of, 280
pros/cons of, 274
Systems method, Work Breakdown Structure (WBS), 155
T
Team approach
commitment of members, sources of, 351
Critical Path Method (CPM) diagram, 185
development of team. See Team-building tools
Project Charter, 129
project management toolbox improvement team, 535–536
quality assurance (QA) team, 269
quality improvement team, 461–464, 469
and scheduling, 179
self-directed teams, 327
skills of members, categories of, 339
Team-building tools
Four-Stage Model of Project Team Building, 322–330
Team Charter, purpose of, 12
Technical activities, standardized project management (SPM), 10
Technical skills, team member, 339
Templates, Work Breakdown Structure (WBS), 160
Time-constrained scheduling situation, 188
Time-Phased Budget. See Cost Baseline (Time-Phased Budget)
Time-Scaled Arrow Diagram (TAD), 193–201
activity duration estimates, 196
and B-C-F Analysis, 390, 391, 393
cascade format, 198
critical path identification, 197
and Hierarchical Schedule, 211
with Monte Carlo Analysis, 301
pros/cons of, 199
purpose of, 193
resource assignment, 196
review/refinement of, 198
spine format, 198
Top-down flowchart, 274
Tornado chart, in Monte Carlo Analysis, 306
Total float, Critical Path Method (CPM) diagram, 187
Traditional charts. See Charts
Transcendent definition, of quality, 267
Trend analysis, importance of, 397
V
Value-based quality, 27
Variance, in Monte Carlo Analysis, 302
Visualizing questions, elements of, 112
Voice-of-the-customer tools
Quality Function Deployment (QFD), 113–121
W
Weighted milestones method, Earned Value Analysis (EVA), 427, 428
Work Breakdown Structure (WBS), 152–166
and Affinity Diagram, 283
and Bottom-up Estimate, 244
branch in, 154
cost account in, 154
customization of, 166
deliverables in, 161
dictionary, 154
and Earned Value Analysis (EVA), 424–426
example of, 152
geographic area method, 155
Golden Rules for, 160
and Hierarchical Schedule, 210–211
naming groupings, 161
and performance measurement, 164
project life cycle method, 155
project management actions of, 162–165
and Project Quality Program, 266
purpose of, 152
and resource estimation, 164
and Risk Response Plan, 292
and scheduling of project, 163
and Scope Statement, 153–154, 159
situations for use, 162
structure evaluation, 160, 161–162
and Summary Progress Report, 495
systems method, 155
table of contents format, 153
templates, 160
work elements in, 154
Workflow, work statement, 145–146
Work package (PM Manual), Project Quality Program as basis of, 267–268