Index

Note: Page numbers followed by “f” or “t” refer to figures and tables, respectively.

• Acceptance criteria, 49, 74, 94, 273
• Accountability, 35–36, 273
• Action items, 164, 166, 213
• Action plans, 150, 151f, 152, 273
• Activity, 273
• Activity Board for Small Projects, 197, 230, 271–272
• Activity list, 103–106, 105–106f, 107–109f
• Adaptability, 191
• Adaptive life cycle, 246–250, 273
• Adjourning stage, 218, 273
• Affinity analysis, 98, 221
• Agile, 243–270
  • benefits of, 250
  • case example of, 265–270
  • collaboration as feature of, 243, 259
  • common practices, 264–265
  • defined, 273
  • history of, 244
  • key features of, 243
  • knowledge areas and, 250–254
  • life cycle characterized by, 246, 247f, 248, 249, 250f
  • servant leadership and, 254–256
  • teams, 256–260
  • tools and techniques, 260–264
• Agile Alliance, 244, 251
• Agile Glossary, 244
• Agile Manifesto, 243, 244, 245, 274
• Agile Practice Guide, 251, 254, 263
• Analogous estimation, 122
• Archive. See Document management system
• Assignments, 10–11, 229
• Assumption log, 71, 78f, 95, 124, 141
• Assumptions, 48, 71, 74, 94–95, 274
• Authority, 35–36, 274

• Backlogs, 265
• Baseline plan, 142
• Benefits management plan, 45, 46, 69
• Bennis, Warren, 27
• Bottom-up estimation, 122–123
• Brainstorming, 98, 126–127, 219–220, 274
• Budget, 274
• Budgets, 73, 114, 122–124. See also Cost management Business analysts, 210
• Business case, 4, 19, 45, 46, 47, 69
• Business documents, 19, 45, 46
• Business needs/opportunities, 46–47, 48
• Business process impact, 74
• Business value, 6

• Celebrations, at project completion, 178–179, 218
• Change control, 79, 162–164
• Change requests, 162, 165f
• Character, of leaders, 38–42, 274
• Character Core, 39–42
• Closing process, 62, 169–181
  • archiving project information, 179–180
  • checklist, 171f
  • defined, 274
  • evaluation of project, 171–172
  • guide to, 180–181
  • keys for success, 180, 238–239
  • for larger Projects, 234–235
  • leadership in, 180
  • lessons learned review, 173–177
  • for program management, 204
  • Project files closure, 170–171
  • report production, 177
  • summary of, 169–170
• Collaboration: agile and, 243, 259
  • of project managers, 199–208
• Colocation, 259, 274
• Communications barriers, 141
• Communications documents, 135, 137–139, 152
• Communications management, 32–33, 253, 277
• Communications matrix, 137, 138f, 152, 274
• Conflict resolution, 217
• Consensus, 216
• Consolidated project schedule, 196
• Constraints, 71, 74, 94–95, 274
• Controlling process, 62, 155–168
  • action items, 164, 166
  • activities of, 156–157
  • case example of, 159, 162, 164
  • change control, 162–164, 165f
  • cost control, 157–158
  • defined, 274
  • deliverables review and approval, 161–162, 163f
  • guide to, 167–168
  • issue management, 159, 161
  • keys for success, 166, 238
  • for larger Projects, 234
  • leadership in, 166
  • for multiple Projects, 196
  • risk management, 161
  • schedule updating, 157
  • status report preparation, 158–159
  • summary of, 155–156
  • time spent on, 155
  • warning signs, 164
• Cost estimates, 114, 122–123
• Cost management, 31, 157–158, 252, 278. See also Budget
• Cross-functional team members, 258, 259
• Customers: collecting requirements from, 91
  • communication with, 13
  • defined, 274
  • expectations of, 24, 52
  • Project charter and, 68, 71, 72, 75
  • as recipient of deliverables, 59
  • roles and responsibilities of, 82

• Daily planning, 230
• Daily standups, 265
• Decision grids, 220–221, 274
• Decision making, 215, 216
• Decomposition, 96, 98, 100, 274
• Dedicated team, 260
• Definitive estimates, 122
• Deliverable/activity list, 145, 275
• Deliverables: complex, 8
  • control of, 161–162, 163f
  • defined, 59, 275
  • final, 59
  • high-level, 74
  • interim, 59
  • for phases, 56
  • planning for, 19
  • program management and, 203–204
  • revisions to, 5
  • in scope statement, 94
  • WBS for, 96, 100
• Document management system, 179–180, 230
• Duration, 111–112, 275

• Effort, 110–111, 275
• Electronic filing system, 139
• Estimation, of project effort and duration, 110–112. See also Cost estimates
• Exclusions. See project exclusion
• Execution of project plan. See Controlling Process
• Experts. See Subject matter experts
• Explicit knowledge, 204–205

• Facilitation tools, 219–221, 275
• Facilitators, 213, 258
• Failure, 23–25
• Focus, 196–197
• Forming stage, 215–216, 275

• Gantt, Henry, 113
• Gantt chart, 113, 120f, 195–196
• Gap analysis, 221, 275
• Greenleaf, Robert K., 254–256

• Influence, leading by, 36–37
• Information gathering, 71
• Initiating process, 61, 62, 67–86
  • assumption and constraint identification, 71, 78f
  • defined, 275
  • guide to, 85–86
  • importance of, 67
  • interviewing project sponsor and other stakeholders, 70–71
  • keys for success, 85, 237
  • for larger Projects, 234
  • leadership in, 84
  • preproject documents, 69–70
  • for program management, 202–203
  • project charter preparation, 71–75, 76–77f, 79, 81f
  • project charter review, 71
  • project sponsor approval, 72
  • roles and responsibilities, 80, 82
  • stakeholder identification, 70, 82–84
  • steps of, 69–72
  • summary of, 68
• Integration management, 29–30, 251, 278
• Interproject dependencies, 195
• Interviews, 70–71, 91
• Issues, project-related, 48
• Issues log, 159, 161

• Jensen, Mary Ann, 214

• Kanban boards, 229–230, 261–264, 263f, 271, 275
• Kanban method, 261–263, 275
• Knowledge areas, 29–35, 250–254, 278
• Knowledge management plan, 205
• Knowledge sharing, 204–208
• Knowledge transfer, 205
• Kotter, John, 27–28

• Larger Projects, transition to, 233–239
• Lead, defined, 275
• Leader, defined, 275
• Leadership: aspects of, 35–36
  • character as component of, 38–42
  • in closing process, 180
  • in controlling process, 166
  • defined, 12, 275
  • influence of, 36–37
  • in initiation phase, 84
  • management compared to, 27–28
  • in multiple project management, 197
  • and the power of one, 227–228
  • project management process and, 64
  • qualities of, 36, 227–228
  • servant leadership, 254–257
  • of simple Projects, 43–44, 153
  • skills associated with, 12–13, 43, 235–236
  • of small Projects, 35–43, 143
  • of teams, 222
  • trust in, 36–39
• Learning. See Knowledge sharing; Lessons learned
• Lessons learned: activities, 177
  • budget-related, 124
  • as closing process step, 173
  • defined, 275
  • key questions, 173
  • as planning process step, 89
  • process of, 174, 174f
  • in program management, 206–208
  • report, 175–176f
  • review of, 90
  • sessions for, 173
  • tips for, 207–208
• Life cycles. See Project life cycles

• Manage, defined, 28, 276
• Management: good vs. poor, 43
  • knowledge areas for, 29–35
  • leadership compared to, 27–28
  • of multiple Projects, 185–197
  • of simple Projects, 43–44
  • skills associated with, 43
  • of small Projects, 28–35, 42–43. See also Project management
• Management plan, 59, 141–142, 278
• Manifesto for Agile Software Development. See Agile Manifesto Meetings: agenda for, 212
  • facilitation tools, 219–221
  • formal, 214
  • informal, 213–214
  • minutes of, 213
  • roles and responsibilities for, 212–213
  • tips for productive/e1ective, 214, 219
• Mentoring, of project managers, 205–206
• Microsoft Excel, 114, 139
• Milestone charts, 113, 121f
• Milestone list, 106, 110f
• Milestone reports, 196
• Milestones, 73, 112, 113, 276
• Minutes, of meetings, 213
• Monitoring. See Controlling Process
• Multiple project management, 185–197
  • benefits of, 185
  • consolidation of project plans, 192–196
  • controlling process for, 196
  • defined, 280
  • keys for success, 197, 239
  • leadership in, 197
  • overview of, 186
  • portfolios, 189–190
  • problems of, 185, 190–191
  • process for, 191–197
  • project plan development, 191–192
• Multiproject calendar, 196
• Multiproject summary, 192–193
• Multitasking, 260
• Multivoting, 220, 276

• Norming stage, 217–218, 276

• Operations, compared to projects, 6, 7f
• Oversight committee, 80

• PALM principle, 63–64, 229, 276
• Parametric estimation, 122
• Performing stage, 218, 276
• Phases, 56–57
• Planning, reasons to, 17–18, 21
• Planning process, 17–21, 61, 62
  • action plan development, 150, 151f, 152
  • activity list, 103–106, 105–106f, 107–109f
  • assumption log updating, 141
  • budget development, 114, 122–124
  • case example of, 19–20, 92, 95–96
  • challenges of, 18
  • communications document development, 135, 137–139, 152
  • considerations in, 18–19
  • defined, 276
  • duration of, 87–88
  • effort and duration estimation, 106, 110–112
  • guide to, 144–146, 153–154
  • importance of, 17, 19–21, 88
  • keys for success, 143–144, 153, 237–238
  • for larger Projects, 234
  • leadership in, 143
  • management plan development, 141–142
  • milestone list, 106, 110f
  • preparatory steps, 89–91, 148
  • procurement management plan, 139–141
  • for program management, 203
  • quality standards identification, 124
  • requirements collection, 91–92, 148–149
  • resources identification and acquisition, 124–125, 152
  • risk analysis, 127, 129, 131
  • risk management, 125–135
  • schedule development, 112–114
  • scope statement development, 92, 94–96, 149
  • for simple Projects, 147–154
  • for small Projects, 87–146
  • sponsor approval of, 142
  • steps of, 88–89
  • summary of, 88
  • top-down, 88
  • work breakdown structure, 96, 98–103, 149–150
• PMBOK® Guide (Project Management Institute, A Guide to the Project Management Body of Knowledge), 4, 29, 44, 49, 56, 57, 59, 60, 62–63, 68, 88, 94, 96, 125, 131, 155, 169, 186, 209, 217, 251
• Portfolio management, 186, 189, 276
• Portfolio of related projects, 189–190, 276
• Portfolio of unrelated projects, 189–190, 276
• Portfolios: defined, 186, 276
  • projects and programs compared to, 187–188f
  • small-project, 189–190
• Positive attitude, 166, 222, 228, 231
• Power of one, 225–231
  • keys for success, 231, 239
  • leadership and, 227–228
  • making the most of, 228–229
  • pros and cons, 226
  • roles and responsibilities of, 226–228
  • time management, 229–231
• Preproject activities, 45–52
• Preproject documents, 69–70, 277
• Process, 60
• Process, project-management: defined, 277
  • keys for success, 65
  • leadership and, 64
  • overview of, 55–59
  • preproject activities, 45–52
  • for small Projects, 59–64
• Process groups, 61–62, 278
• Procurement management, 33–34, 139–141, 253, 278
• Product, defined, 277
• Product owners, 258
• Product scope, 47, 277. See also Scope statement
• Program evaluation and review technique (PERT), 110
• Program management, 199–208
  • case example of, 200
  • closing phase, 204
  • collaboration in, 199–204
  • defined, 186, 277
  • delivery phase, 203–204
  • initiation phase, 202–203
  • knowledge sharing in, 204–208
  • planning phase, 203
  • project management compared to, 186, 188
• Programs: defined, 186, 277
  • portfolios compared to, 187–188f
  • projects compared to, 187–188f, 201f
• Progressive elaboration, 6, 277
• Project approval committee, 69
• Project charter, 71, 72–75, 76–77f, 79, 277
• Project charter lite, 75, 79, 81f, 277
• Project closure report, 177–178, 179f
• Project documents, 59
• Project exclusion, 94
• Project failure, 23–24
• Project life cycle, 56
• Project life cycle methodology, 55
• Project life cycles: agile, 246, 247f, 248, 249, 250f
  • defined, 278
  • incremental, 249, 250f
  • iterative, 249, 249f
  • management process contrasted with, 63
  • waterfall/traditional, 56–58, 58f, 244, 246, 247f, 248, 249f
• Project management: art and science of, 12–14
  • best practices in, 4
  • defined, 12, 186, 278
  • keys for success, 237–239
  • for larger Projects, 233–239
  • multiple Projects, 22–23
  • overview of, 12
  • preproject activities, 45–52
  • problems from neglecting, 23–25
  • Process for, 55–181, 233–235
  • value of, for small Projects, 7, 15–16, 23–25. See also Management
• Project Management Institute (PMI), 3, 251. See also PMBOK® Guide
• Project management methodology, 55
• Project managers: as coaches, 222
  • collaboration of, 199–208
  • defined, 12, 278
  • failure of, 24–25
  • meeting management by, 212–213
  • mentoring of, 205–206
  • power of one when working alone, 225–231
  • project charter description of, 73
  • responsibilities of, 22–23, 82, 210, 222
• Project notebook, 139, 152, 278
• Project request, 45, 47–52, 51f–52, 69
• Project reviews, 19, 30, 57
• Projects: characteristics of, 5–6
  • defined, 5–6, 186, 277
  • larger, 233–239
  • operations compared to, 6, 7f
  • portfolios compared to, 187–188f
  • programs compared to, 187–188f, 201f
  • programs comprising, 199–208
• Project schedules, 112–114, 115–120f, 157, 195–196, 266f, 279. See also Schedule management
• Project sponsors, 70–72, 74, 75, 142, 280
• Project success measures, 49–52
• Project survey, 172f
• Project types, 69

• Quality management, 31–32, 252, 278–279
• Quality standards, 124

• Requirements documentation, 91–92, 93f, 148–149
• Resource management, 32, 252–253, 279
• Resource planning, 124–125, 152
• Responsibility, 35–36, 279
• Responsibility assignment matrix, 137–138, 139, 140f, 152, 279
• Retrospectives, 264
• Risk, 125–135
  • acceptance of, 132
  • avoidance of, 132
  • categories of, 126, 127
  • defined, 279
  • escalated, 131–132
  • impact of, 128, 130f, 131f
  • management planning, 125–126
  • mitigation of, 132
  • multiproject, 194–195
  • response planning, 131–132, 133–134f
  • transfer of, 132
• Risk analysis, 127, 129, 131, 279
• Risk description, 127
• Risk identification, 49, 74, 126–127, 279
• Risk management, 33, 161, 253, 279
• Risk management planning, 125–126
• Risk priority, 129, 130f
• Risk probability, 127, 129, 131f
• Risk register, 127, 128f, 131, 136f, 161, 194–195
• Rough order of magnitude (ROMf), 122

• Scalability, 191, 279
• Schedule management, 30–31, 88, 251–252, 279. See also project schedules Scope change, 79, 162–164
• Scope creep, 18, 23, 156
• Scope management, 30, 251, 279
• Scope of work, 18, 72, 73
• Scope statement, 92, 94–96, 97f, 149. See also Product scope description
• Scribes, 213
• Scrum, 260–261, 261f, 280
• Scrumban, 263–264
• Scrum master, 257–258, 261
• Self-managing team, 259
• Servant leadership, 254–257
• Simple Projects: characteristics of, 10–12
  • defined, 280
  • examples of, 11
  • leadership in, 153
  • managing and leading, 43–44
  • planning for, 147–154
  • small projects compared to, 10–11
• Skills: leadership, 12–13, 235–236
  • project-management, 233–235
• Small and simple project management (SPM) methodology, 55, 56, 156
• Small and simple project management (SPM) process, 60–63, 62, 67, 72, 88, 191, 280
• Small projects: challenges for, 17–23
  • defined, 7–8, 280
  • examples of, 8–10
  • failure of, 23–24
  • leadership of, 35–43
  • management of, 28–35, 42–43
  • multiple, management of, 185–197
  • planning for, 17–21, 87–146
  • portfolio, 189
  • prioritization of, 21
  • priority of, 21
  • processes for, 23
  • project management process for, 59–64
  • roles and responsibilities, 80, 82
  • simple projects compared to, 10–12
  • success criteria for, 15, 52
  • teams for, 21–22
  • tools for, 23
  • value of project management for, 7, 15–16, 23–25
• Small Projects Kanban Board, 229–230
• SMART objectives, 48, 73
• Software, 235, 244
• SPM methodology. See Small and simple project management (SPM) methodology
• SPM process. See Small and simple project management (SPM) process
• Sponsors, 280. See also Project sponsors
• Spreadsheets, 113
• Spring planning board, 269f
• Sprint planning sheet, 267–268f
• Sprints, 260, 263–264, 280
• Stakeholder management, 34, 253–254
• Stakeholder register, 82–84, 84f, 135, 137, 152
• Stakeholders: business value for, 6
  • collecting requirements from, 91–92
  • communication with, 12, 13, 14, 18, 19, 32–33, 37, 42–44
  • defined, 34, 135, 280
  • expectations of, 11, 15, 19, 31–32, 70–71
  • identification of, 70, 80, 82–84, 135
  • interviewing, 70–71, 91
  • key, 74
• Statement of work, 5, 45, 46–47, 50f, 69
• Status reports, 158–159, 160f, 196
• Steering committee, 80
• Storming stage, 216, 281
• Strata Leadership, 39–40
• Strategic plan alignment, 47
• Strategic plans, 200
• Strawman, 90, 281
• Subject matter experts, 22, 71, 82, 210, 228
• Success criteria, 15, 45, 49, 52

• Tacit knowledge, 204–205
• Task-level planning, 114, 118–119f, 120f
• Team building, 13, 209, 281
• Team charter, 210–212, 281
• Team facilitator, 258
• Teams, 209–223
  • adjourning stage, 218
  • agile, 256–260
  • defined, 209, 279
  • experience of, 21–22
  • forming stage, 215–216
  • identity of, 215–216
  • key members, 74
  • keys for success, 223, 239
  • knowledge sharing among, 205
  • leadership of, 222
  • meeting management, 212–213, 219–221
  • norming stage, 217–218
  • performing stage, 218
  • planning process participation of, 89–90
  • roles and responsibilities of, 82, 210, 221–222
  • size of, 8, 11
  • small-project, 209–210
  • storming stage, 216
  • Tuckman model for, 214–218, 281
  • WBS created by, 100–101
• Three-point estimation, 110–111, 123
• Timekeepers, 213
• Time management, 229–231
• To-do lists, 230
• Traffic light reports, 158
• Trust, 36–39, 70–71
• Tuckman, Bruce W., 214
• Tuckman model, 214–218, 281
• 12 Principles Behind the Agile Manifesto, 243, 245–246

• User stories, 264, 265, 270f, 281

• Video conferencing, 259

• Work breakdown structure (WBS): bottom-up, 98
  • de2ned, 96, 281
  • guidelines, 101–102
  • for multiple projects, 191–192
  • outline format, 102, 103f
  • project effort displayed in, 111
  • sample, 99f, 150f
  • for simple projects, 149–150
  • for small projects, 96, 98–103
  • strawman for, 90
  • tips for fun planning session, 104
  • top-down, 98, 100
  • using, 102
• Workspace organization, 230