Index

NOTE: Page references in italics refer to figures.

A

  • Accountability, 323
  • Active listening, 331–335
  • Actual cost of work performed (ACWP)/actual cost (AC), 412, 414
  • Adams, Henry, 17, 18
  • ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement; Prosci), 385–389
  • Affected stakeholders, 106, 106–107, 118
  • Agile methods, 51–76
    • applications for, 69
    • burndown charts as earned value reporting, 416
    • common benefits of, 65–67
    • development team as constant in, 68
    • estimating with, 254–255
    • incremental delivery and, 61–63, 62
    • as iterative, 57, 60–61, 61, 63, 64 (See also Iteration)
    • requirements prioritized for, 63–64, 468–471, 475, 476
    • risk activities using, 146–147
    • scheduling calculation techniques and, 218–221
    • self‐managing teams as goal of, 23
    • stakeholder roles and, 109
    • useful product as goal for each iteration, 64–65
    • waterfall vs., 58–60, 60, 67–69
    • See also Scrum
  • Analysis document, 127
  • Arnold, Kristin, 345
  • Artist and Repertoire (A&R) managers, 302
  • Assignments, clarity of, 366–367
  • Assumptions
    • Logical Framework Approach for, 98–99
    • project charter for clarification of, 132
  • Authority
    • building expert and referent authority, 24–25
    • building personal authority, 26
    • as challenge of managing projects, 31
    • expert, 125
    • limited (non‐hierarchical) authority of project managers, 18, 19
    • project charter for establishing, 125–126
    • responsibility exceeding your authority, 425–426
    • responsibility matrix and, 136
    • types of, 24

B

C

  • Calculating of schedule, 190, 199, 201–208, 203–205
  • Capability Maturity Model (CMM, Software Engineering Institute, Carnegie Mellon University), 58
  • Cardwell, Michael, 298, 310
  • Carnegie Mellon University, 58
  • Case studies (stellar performers)
    • Bill & Melinda Gates Foundation, 458–463, 460, 462, 463
    • Boeing 767‐400ER Program, 291–292
    • Flexible Life Cycle Transcends Industries, 311–312
    • Habitat for Humanity, 355
    • Lean Startup innovation movement, 72–75
    • Lockheed Martin Aeronautics, 377–379
    • OrthoSpot, 4, 14
    • PM4NGOs, 4, 15
    • Seattle Children's Hospital and Regional Medical Center (case study), 46–49
    • Seattle Mariners Baseball Park, 287–290, 288
    • Tynet, Inc., 265–267, 266
  • Cash flow, estimating, 262–263
  • Causal thinking, Logical Framework Approach and, 97
  • Chandler, Heather, 295
  • Change management, 381–392
    • ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement), 385–389
    • adoption of change, 381–382
    • change by individuals, 382
    • change control and problem solving, 427–428
    • change created by project managers, 17–18
    • change thresholds and change boards, 397–400
    • defined, 382
    • organizational change management, 389–391
    • project charter as change control tool, 133–134
    • project management vs., 383
    • Prosci on, 381, 382, 385–389, 392
    • stakeholder engagement and, 107
    • team roles in, 391–392
    • unified value proposition of integrated approach, 383–384, 384
    • See also Scope control
  • Checklists, 11, 108, 183
  • Closeout
    • closeout reporting, 374–375
    • as decision point in project life cycle, 41, 41
  • Codes, for responsibility matrix, 135
  • Collaboration and collaborative problem solving
    • co‐location and, 232–233
    • conflict management and, 345–348
    • continuous learning for, 348–352
    • decision modes for, 340–345
    • diverge and converge method, 338–340, 339
    • guidelines for consensus building, 344–345
    • problem analysis discipline and, 338, 339–340, 341
    • project manager's role and, 19–21
    • by project team, overview, 317, 321, 337–340, 340
    • team process assessment and, 349–350
  • Communication, 357–380
    • for closing out projects, 374–375
    • communication plans, 358–365, 364, 426, 429
    • of goals and scope of project, 327
    • importance of, 357–358
    • interpersonal communication on teams, 321, 329–331, 359–361
    • leadership for, 358, 371–372
    • listening skills for, 331–335
    • Lockheed Martin Aeronautics (case study), 377–379
    • for project control, 39
    • project rules, stakeholders, and communication plan, 123–124
    • within project team, 365–371, 370
    • as success factor, 6–8
    • for virtual teams, 365, 370, 371–374
    • “Winning Cooperation from Supporting Team Members” (Kissler), 359–361
  • Competence, 322
  • Completion criteria, 183, 184, 407, 426
  • Component construction, 274, 275
  • Concurrent tasks, 191
  • Configuration management, 395, 400–402
  • Conflict management, 321, 345–348
  • Consensus. See Problem solving
  • Construct (product development life cycle phase), 42
  • Contingency plans, for risk management, 160–161, 165–166
  • Continuous learning, 321, 348–352
  • Continuous Risk Management Guidebook (Software Engineering Institute), 152
  • Contractors and vendors
    • estimating external labor costs, 259–262
    • estimating importance and use of, 239
    • expertise and cost‐schedule‐scope equilibrium, 277–278
    • outsourcing, 278, 279, 286, 304
    • work breakdown structure (WBS) provided by, 185–186
  • Contracts, reimbursable, 162
  • Contracts, transfer of risk and, 162
  • Control activities, 313–430
  • Corrective action for project control, 39
  • Cost
  • Cost‐benefit analysis
    • in business case, 92
    • document for, 126
    • financial models for, 89–90
    • project initiation and, 88
    • project initiation and return on investment (ROI), 88
  • Cost‐schedule‐scope equilibrium, 269–293
    • Boeing 767‐400ER Program (case study), 291–292
    • at business case level, 270–271, 281–285, 282
    • customers and stakeholder roles, 114–115
    • at enterprise level, 271, 285–286
    • estimating and, 244
    • estimating as challenge of managing projects, 31
    • foundation principles of project management, 37
    • at project level, 270, 271–280, 274, 275
    • project management office (PMO) for, 454–455
    • for project success, 37
    • realistic expectations and, 269–270
    • Seattle Mariners Baseball Park (case study), 287–290, 288
    • See also Measurement of progress
  • Creasy, Tim, 381
  • Creative Agility Tools (Shonkwiler), 301
  • Creative projects, 294–312
    • Eclectic Product Development (EPD) Life Cycle, 306, 306–308, 307, 309
    • film, television, and video production, 295–299, 297–298
    • Flexible Life Cycle Transcends Industries (case study), 311–312
    • Fusion PM Methodology, 308–309, 309
    • investing in creativity, 87–88
    • learning to manage, 305–309, 306–309
    • music production, 302–305, 303–304
    • overview, 294–295
    • video games, 299–302, 300
  • Critical path method (CPM), 33, 202–205, 280
  • Crosby, Philip, 280, 284, 481, 483
  • Crosswind Project Management, Inc., 497
  • Customers
    • communicating with, 361
    • customer representatives, 115
    • project delays caused by, 427–428
    • Scrum for customer feedback, 224
    • stakeholder role of, 114–115
    • See also Stakeholders

D

  • Data analysis, 418–419
  • Decision making
    • building network of authority for, 26
    • change thresholds and change boards for, 397–400
    • decision points in project life cycle, 40–43, 41
    • impact of decision to pursue project, 78–79
    • managers as stakeholders in, 116–117
    • phase gates of, 54
    • by project team, 321, 340–345
    • responsibility matrix and, 135–136
    • See also Problem solving
  • Deliverables
    • change control process for, 395
    • deliverable‐oriented work breakdown structure (WBS), 185
    • intermediate, 130, 395–397
    • phased product delivery, 283–284
    • project charter, 129–131
  • DeLuca, Joel, 25
  • DeMarco, Tom, 279
  • Deming, W. Edwards, 491
  • Design (product development life cycle phase), 42
  • Desirability (IDEO framework), 53, 56–57, 69–70
  • Detailed planning model, 498, 498–506
  • Detectability of risk, 161
  • Development process
  • Dietz, Amanda “Mandy,” 465
  • Digital Brew, 298
  • Disaster recovery, 426–427
  • Diverge and converge (problem analysis method), 338–340, 340
  • DMAIC (Define, Measure, Analyze, Improve, Control) methodology (Six Sigma), 488–491
  • Documentation
  • Drucker, Peter, 88, 430
  • Duration (scheduling)
    • duration of tasks, 195
    • labor and duration relationship, 197, 198
    • productivity and duration relationship, 196, 198, 198–201, 200
    • timebox and duration of sprint, 227–230

E

  • Earned value reporting, 411–419
    • agile burndown charts as, 416
    • calculating cost variance using, 412–414, 413
    • calculating schedule variance using, 414–415
    • data analysis and, 418–419
    • defined, 411
    • graphing, 415, 416
    • “on schedule and on budget” combinations, 411, 412
    • project management discipline for, 416–417
    • project size and, 419
    • terminology of, 414
    • work breakdown structure (WBS) and, 417–418
  • Eclectic Product Development (EPD) Life Cycle, 306, 306–308, 307, 309
  • Edge of Cinema, 296
  • Egerton, Brandon, 302, 304, 305, 310
  • 8/80 rule, 182
  • Emerson, Ralph Waldo, 26
  • Engaged stakeholders, 106, 106–107
  • Enterprise project management (EPM), 433–464
    • Bill & Melinda Gates Foundation (case study), 458–463, 460, 462, 463
    • components of, overview, 440–441
    • cost‐schedule‐scope equilibrium and, 271, 285–286
    • defined, 435–436
    • enterprise requirements, defined, 83, 83
    • enterprise requirements as ideal future state, 87
    • enterprise requirements in business case, 92–93
    • overview, 433–434, 434
    • people component of, 447–448
    • PMP Exam Prep questions about, 464
    • process component of, 441–444, 442
    • project management office component of, 448–456, 450, 452
    • for project management success, 435
    • technology component of, 444–447, 446
    • tiers of (portfolio, program, project), 436–440
  • Equilibrium. See Cost‐schedule‐scope equilibrium
  • Escalation thresholds, 419–420, 420
  • Estimating, 238–268
    • accuracy levels of, 244–245
    • agile practices for, 254–255
    • apportioning technique, 248–249, 249, 252, 253, 255
    • basing on past performance, 243
    • bottom‐up, 189, 195, 245, 249, 252–254, 254, 262
    • cash flow and, 262–263
    • cautions about, 240–242, 243
    • as challenge of managing projects, 31
    • cost‐schedule‐scope equilibrium and, 244
    • defined, 94
    • detailed estimates, 255–257, 255–262, 260, 261
    • equipment estimates, 195, 259–262, 260–261
    • estimate at completion (EAC), 413
    • estimates vs. bids, 241
    • estimate to complete (ETC), 413
    • estimators appropriate for job, 242–243
    • for forecasting the future, 238–239
    • fundamentals of, 239
    • golden rules of, 242
    • materials, 195–196, 262
    • parametric estimating technique, 250–252, 254, 255, 259, 266
    • phased estimating technique, 245–248, 248, 249, 251, 252, 265–266
    • Planning Checklist for, 264
    • project charter and cost/schedule estimates, 131
    • reestimating, 271–272
    • specifications for, 241
    • techniques, overview, 245–246
    • Tynet, Inc. (case study), 265–267, 266
    • of work packages, 195–201, 196–200, 427
  • Execution (decision point in project life cycle), 40–41, 41
  • Expert authority
    • building, 24–25
    • subject matter experts (SMEs) and quality experts for quality, 481
  • External labor costs, 259–262

F

  • Face‐to‐face meetings, 370, 372
  • Fast Foundation in Project Management, 507
  • Fast tracking
    • defined, 282–283
    • Seattle Mariners Baseball Park (case study), 287–290, 288
  • Feasibility (IDEO framework), 53, 56–57, 70
  • Feedback for teams, 349–350
  • Feist, Jonathan, 302, 305, 310
  • Felder, Oak, 302
  • The Fifth Discipline (Senge), 352
  • Film, television, and video production
  • Financial models. See Budget; Cost
  • Finish‐to‐finish (FF) tasks, 194
  • Finish‐to‐start relationship, 193–194, 194
  • Fitness for use, 483
  • Five L (loathe, lament, live, like, love) scale, 345
  • Fixed‐price bids, 196
  • Fixed‐price contract, 162
  • Flexible Life Cycle Transcends Industries (case study), 311–312
  • Float, 202, 203–204, 205, 207, 208, 209, 212–213, 214, 217
  • Formal authority, 24
  • Forming, Storming, Norming, Performing, and Adjourning model, 21–23, 331, 336
  • Forms
    • for action plan, 222
    • for change log, 402
    • for change request, 402
    • checklists, 11, 108
    • for communication planning matrix, 376
    • Definition Checklist, 123, 138
    • downloadable forms, overview, 12, 507
    • FastForwardPM, 371
    • Fast Foundation Stakeholder Analysis form, 108, 119
    • Gantt chart template, 222
    • Habitat for Humanity (case study), 355
    • High Performance Team Checklist, 354
    • Planning Checklist, 264
    • Project Business Case, 90, 95
    • Project Charter, 123, 126, 138
    • for project closure, 374
    • Responsibility Matrix, 138
    • Risk Analysis template form, 155, 168
    • Risk Register, 163, 164, 168
    • for scope control, 402
    • Small Project Charter, 123, 138
    • Stakeholder Analysis, 119
    • Task Assignment, 367
  • Forward pass, 202
  • Foundation principles of project management, 29–50
    • challenge of managing projects, 31–32
    • cost‐schedule‐scope equilibrium, 37
    • leadership of project managers, 44–45 (See also Project managers)
    • organizational structure and, 43–44
    • product development life cycle and, 41–42, 42, 43
    • project life cycle and, 40–43, 41
    • project management as industry‐independent, 34–36, 35
    • project management discipline, evolution of, 32–34
    • project management functions and, 38–40, 39
    • projects, essential characteristics of, 30
    • for project success, 36
    • projects vs. ongoing operations, 29–32
    • Seattle Children's Hospital and Regional Medical Center (case study), 46–49
    • stakeholder expectations of value and, 37–38
    • team morale and, 38
    • understanding project environment, 29
    • waterfall and agile development approaches for, 43
  • Frederick, Lester, 294, 306, 309
  • Full Sail, 294–295, 305–307
  • Functional management
    • on change control boards, 398
    • communicating with, 361
    • defined, 5
    • stakeholder role of, 111–114
  • Function‐driven organizations, defined, 44
  • Fusion PM Methodology, 308–309, 309

G

H

  • Habitat for Humanity (case study), 355
  • Hiatt, Jeff, 385
  • Historical records, 152
  • Humility, 24–25

I

  • Identity of project team, 326–331
  • IDEO framework
    • for product development process, 53, 56–57, 69–70
    • for project initiation, 81–82, 89
  • “If it's useful” rule, 182
  • “If‐then” hypotheses, 97
  • Incremental delivery, 61–63, 62
  • Individuals, change by, 382
  • Initial schedule, calculating, 198, 208
  • Innovation
    • Lean Startup innovation movement (case study), 72–75
    • product development process and, 69–70
    • project management as platform for, 2–15
  • Inputs
    • inputs, tools and techniques, and outputs (ITTOs), 495
    • Logical Framework Approach for, 99
  • Integrated product teams (IPTs), 273
  • Intention, 27
  • Internal labor costs, 258–259
  • International Institute for Business Analysis (IIBA), 467
  • International Project Management Association (IPMA), 4
  • Interviewing about risk, 149
  • Issue logs, 398–399, 399
  • Iteration
    • agile method needed for, 57
    • cost‐schedule‐scope equilibrium and iterative development approach, 282
    • defined, 60–61, 61
    • delivering value with, 66–67
    • prioritizing requirements and, 63–64
    • producing working part of product as goal for, 64–66
    • structure of, 64
    • See also Scrum

J

  • Job satisfaction, 353
  • Johnson, Tony, 493
  • Jones, Quincy, 303
  • Judgment, suspending, 333–334
  • Juran, Joseph, 483

K

  • Kanban boards, 309, 309
  • Kickoff meetings, 367–368, 372
  • Kingsberry, Don, 458–463
  • Kipling, Rudyard, 141
  • Kissler, Marlene, 359–361
  • Klamon, Virginia, 46–49
  • Knowledge management, 152
  • Known unknowns and unknown unknowns, 144, 166
  • Kurien, Suku, 378–379

L

  • Labor
    • cost‐schedule‐scope equilibrium and adding people to project, 272–273
    • duration relationship to, 197, 198
    • estimates, 195
    • estimating labor costs, 258–262
    • overtime work by, 279
    • reporting labor hours, 409–410
  • Law of diminishing marginal returns, 272
  • Leadership
    • for communication, 358, 371–372
    • project management as essential skill set of, 5
    • project rules and, 124
    • project team and responsibilities for, 315, 323–324
    • for risk management, 167–168
    • scheduling as leadership opportunity, 189
    • for working with stakeholders, 118–119
  • Leading metric, 84
  • Lean Startup innovation movement (case study), 72–75
  • The Lean Startup (Ries), 70, 72–75
  • Learning
    • continuous learning culture for project team, 348–352
    • through repetition, 327
  • Legitimate authority, 24
  • Legman, Vicki, 349
  • Leser, Michael, 308
  • Level of effort (LOE), 417–418
  • Line management. See Functional management
  • Listening skills, 331–335
  • Lister, Timothy, 279
  • Lockheed Martin Aeronautics (case study), 377–379
  • Logical Framework Approach (LFA), 96–103
    • critical questions of, 97–100, 99
    • defined, 96, 97
    • example of, 100–101
    • “if‐then” hypotheses in, 97
    • increasing business case rigor with, 84
    • LogFrame document and, 96
    • origin of, 96–97
    • project plan, 102–103
    • as tool for communication and collaboration, 100
  • Longest path, 205
  • Luke 14:28–29, 32
  • Lyons, Stewart, 295–296, 298, 310

M

  • Management
    • business management skills, 34
    • demonstrating support to project teams, 328–329
    • enterprise project management and, 438
    • executives and functional managers, defined, 5
    • management by exception precaution, 407
    • project charter and chain of command, 132, 133
    • project rules for support by, 122, 123
    • steering committee oversight and enterprise project management, 439
    • support of, as success factor, 6–8, 11
    • See also Functional management
  • Manhattan Project, 32–33
  • Materials, estimating, 195–196, 262
  • Matrix organizations, defined, 44
  • Maurya, Ash, 74
  • Measurement of progress, 404–424
    • completion criteria and, 183, 184, 407, 426
    • cost and schedule baselines of, 421, 422
    • for cost performance accuracy, 409, 410
    • earned value reporting for, 411–419, 412, 413, 416, 420
    • escalation thresholds, 419–420, 420
    • graphing cost performance and, 410, 411
    • leading metric for, 84
    • Lean Startup and actionable metrics, 73–74
    • Logical Framework Approach for, 97–98
    • management by exception problem and, 407
    • PMP Exam prep questions about, 424
    • project charter for, 131–132
    • for project control, 39
    • for schedule performance accuracy, 404–405, 406, 407
    • scheduling multiple tasks and, 408, 408–409
    • starting early in project, 404
    • 0‐50‐100 rule of, 405
  • Media, Entertainment, Technology, and Art (M.E.T.A.) Life Cycles, 305–307, 306–308
  • Meeting management
    • communication within project team, 365–371, 370
    • face‐to‐face meetings, 370, 372
    • for high‐performance project teams, 335–337
    • kickoff meetings, 367–368, 372
    • status meetings and problem solving, 426, 427, 430
    • technology for, 373–374
  • Michelangelo, 33
  • Microsoft Project, 181, 218
  • Milestones for scheduling, 192–193, 193
  • Minimum viable product (MVP), 73–74
  • “Miracle on Ice,” teamwork and, 322
  • Mitigation of risk, 162–163
  • Music production
  • Myers‐Briggs Type Indicator, 330
  • The Mythical Man‐Month (Brooks), 272–273

N

O

  • Objectives, Logical Framework Approach for, 97
  • Office politics, savvy needed for, 25–28
  • Open‐ended tasks/activities, 179–181
  • Open task reports (OTR), 369, 370
  • Operations
    • as product development life cycle phase, 42
    • projects vs., 29–32
  • Organization, importance of, 429
  • Organizational change management, 389–391
  • Organizational structure, project management principles and, 43–44
  • OrthoSpot (case study), 4, 14
  • Outsourcing, 278, 279, 286, 304

P

  • Padding of estimate, 241–242, 243
  • Parametric estimating technique, 250–252, 254, 255, 259, 266
  • Peer reviews, 183
  • Peopleware (DeMarco and Lister), 279
  • Personal authority, 24
  • Personality assessment, 330
  • Phased estimating technique, 245–248, 248, 249, 251, 252, 265–266
  • Phased product delivery, 283–284
  • Phase gates, 54, 130, 439
  • Planned cost, 412
  • Planned value (PV), 414
  • Planning process, 141–312
  • PM4NGOs (case study), 4, 15
  • PMP Exam
    • passing, 493–497
    • PMI certification, 493
    • prep questions
      • communication, 380
      • cost‐schedule‐scope equilibrium, 293
      • enterprise project management (EPM), 464
      • foundation principles of project management, 50
      • measurement of progress, 424
      • product development process, 76
      • project initiation, 104
      • project rules, 139
      • project team, 356
      • quality discipline, 492
      • requirements, 479
      • risk management, 169
      • scheduling, 222
      • scope control, 403
      • Scrum, 237
      • stakeholders, 120
      • work breakdown structure (WBS), 185, 187
    • requirements for, 494
    • study tips for, 494–497
    • See also Videos
  • Political savvy, 25–28
  • Positional authority, 24
  • Practical Concepts Incorporated (PCI), 96
  • Predictive life cycle, 59–60, 60
  • Preplanning activities, 189
  • Prioritized product backlog, 63–64
  • Probability theory, 156–159, 158
  • Problem solving, 425–430
    • anticipating problems, 425
    • defining problem for, 86–87
    • disaster recovery, 426–427
    • managing volunteers and, 429–430
    • organization for, 429
    • problem/opportunity statement, 91
    • project delays caused by customers, 427–428
    • proposed solution, 91
    • responsibility beyond your authority, 425–426
    • unrealistic expectations and, 428
  • Product backlog
    • Scrum and, 225, 230–232
    • work breakdown structure (WBS) vs., 174
  • Product development life cycle
  • Product development process
    • benefits of consistency for, 56
    • best practices for, 57–58
    • configuration management and, 400–402
    • defined, 53–56, 54, 55
    • IDEO framework for, 53, 56–57, 70
    • innovation and, 69–70
    • Lean Startup innovation movement (case study), 72–75
    • process component of enterprise project management (EPM), 436, 441–444, 442
    • product development life cycle and, 51–52
    • project management influenced by, 70–71
    • project management vs., 58
    • for value, 52–56
    • See also Deliverables; Scope control
  • Productivity
  • Product/market fit, discovery of, 74
  • Product owner (Scrum), 225, 226, 232
  • Product scope, defined, 37
  • Program evaluation and review technique (PERT), 33
  • Program management (enterprise project management tier), 436–440
  • Progressive elaboration, 130
  • Project charter, 40, 124–134
    • authority established by, 125–126
    • chain of command, 132, 133
    • as change control tool, 133–134
    • cost and schedule estimates, 131
    • deliverables, 129–131
    • foundation of, 134
    • importance of, 426
    • as key document, 123, 124–125
    • measures of success, 131–132
    • problem solving and, 426, 428
    • project manager as author of, 133
    • purpose statement, 126–127
    • reviewing/approving, 112
    • scope description, 127–129, 128
    • stakeholders, 132
    • writing, overview, 126
  • Project control
  • Project definition
    • as decision point in project life cycle, 40, 41
    • defined, 38–39, 39
    • as preplanning activity, 189
    • risk management and relationship to, 145, 145–146
  • Project initiation, 78–104
    • analysis work needed for, 79–80, 80
    • designing process for, 94
    • impact of decision to pursue project, 78–79
    • Logical Framework (LogFrame) Approach for, 84, 96–103, 97, 99, 102–103
    • principles of, 84–89, 85
    • project life cycle role of, 79
    • project selection and prioritization for, 89–90
    • using business case for, 81–84, 83, 90–93, 95
    • value as focus of project managers, 94–95
  • Project life cycle
    • decision points of, 40–41, 41
    • enterprise project management and, 442, 442–443
    • product development life cycle vs., 42, 42–43, 43
    • role of project initiation in, 79
  • Project management
    • change management vs., 383
    • closing out projects, 374–375
    • earned value reporting and discipline of, 416–417
    • evolution of discipline, 32–34
    • product development process as influence on, 58
    • product development process vs., 58
    • as skill, 34
    • specialized software for, 179, 181, 217, 218
    • as task within work breakdown structure (WBS), 183, 183
  • Project management, advanced practices, 431–497
  • Project management, overview, 1–76
  • Project Management Institute (PMI), 185
    • certification of, 493
    • measurement terminology of, 414, 415
    • on predictive development approach, 59
    • work of, 4
  • Project management office (PMO)
    • accountable PMO, 451–452
    • avoiding entropy with, 448
    • as center of excellence, 449
    • inception of, 34
    • organizational chart example, 452
    • program management office and, 451
    • project support office (PSO) vs., 449–451
    • responsibilities and authority of, 449, 450, 452–455
    • scaling to projects, 456
    • terminology of, 449
    • value of various forms of, 455–456
  • Project managers, 16–28
    • authority of, 18, 19, 24–25
    • career growth of, 455
    • challenges facing, 31–32
    • change created by, 17–18
    • communicating with, 362
    • importance of leadership for, 44–45
    • leadership for communication by, 358
    • leadership importance for, 16–17
    • managing volunteers, 429–430
    • meeting tone set by, 374
    • political savvy of, 25–28
    • as project charter author, 133
    • project initiation value as focus of, 94–95
    • responsibilities of, 38–40, 39
    • risk management as responsibility of, 145
    • Scrum and role of, 236
    • skills needed by, 34–36, 35
    • stakeholder role of, 109–110
    • stakeholders expectations for, 18
    • subject matter experts (SME) vs., 24
    • team building as responsibility of, 315 (See also Project team)
    • team culture and, 19–23
  • Project‐oriented organizations, defined, 44
  • Project portfolio management
    • enterprise project management and, 436–440, 445, 446
    • project initiation and, 81
    • project management office (PMO) and, 455
    • project selection and ranking criteria, 91–92
  • Project rules, 121–139
    • forms for, 123, 138
    • as foundation, 122–123
    • importance of, 121–122
    • overview, 77
    • PMP exam prep about, 139
    • project charter for, 123–134 (See also Project charter)
    • responsibility matrix for, 123, 134–138
    • stakeholders, project communication, and, 123–124
  • Projects, defining, 77–139
    • cost‐schedule‐scope equilibrium at project level, 270, 271–280, 274, 275
    • defining project with rules, 77
    • essential characteristics of projects, 30
    • initiating project, 78–104 (See also Project initiation)
    • ongoing operations vs. projects, 29–32
    • project rules and, 121–139 (See also Project rules)
    • stakeholders and, 105–120 (See also Stakeholders)
  • Project scope, defined, 37, 127
  • Project selection (order of magnitude), 244–245, 439
  • Project size
  • Project team, 314–356
    • agile method and development team as constant, 68
    • building positive culture with, 324–326, 326
    • change management roles of, 391–392
    • communicating with, 362 (See also Communication)
    • consensus of, as success factor, 6–8
    • configuration management responsibility of, 401–402
    • conflict management and, 321, 345–348
    • continuous learning by, 321, 348–352
    • decision making by, 321, 340–345
    • enterprise project management (EPM) and people component, 436, 447–448
    • estimating by, 242
    • expertise and cost‐schedule‐scope equilibrium, 276–278, 284
    • Forming, Storming, Norming, Performing, and Adjourning model, 21–23, 331, 336
    • goals of, 320, 327
    • ground rules of, 325–326, 326
    • high‐performance team framework, overview, 318–320, 319
    • job satisfaction of, 353
    • leadership responsibilities in, 315, 323–324
    • listening skills and, 331–335
    • maturity of, 235, 344
    • meeting management and, 335–337
    • morale and, 38
    • overview, 314–315
    • personnel as challenge in managing projects, 31
    • PMP Exam prep questions about, 356
    • problem solving by, 317, 321, 337–352 (See also Collaboration and collaborative problem solving)
    • safety and trust, 20–21
    • Scrum and development team, 226–227
    • Scrum as continuous learning habit, 224, 352
    • self‐managing teams, developing, 21–23
    • self‐managing teams and Scrum, 235
    • stakeholder role of team, 110
    • status meetings with individuals of, 367
    • team, defined, 314
    • team culture and collaboration, trust, resilience, 19, 20
    • team dynamics, 315–322, 319
    • team identity in, 326–331
    • team members, defined, 5
    • temporary nature of, 317–318
    • trust and, 305, 321
    • See also Functional management; Labor; Leadership; Management; Project managers
  • Proposals, 126
  • Prosci
    • ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement), 385–389
    • on individuals and change, 382
    • overview, 381, 392
    • 3‐Phase Process for organizational change management, 389–391
  • Purpose statement (project charter), 126–127

Q

  • Quality discipline, 480–492
    • building into projects, 483
    • cost of, 481–483
    • grade vs., 483
    • for improvement of products and processes, 481, 488
    • PMP Exam prep questions about, 492
    • quality, defined, 480, 483
    • quality assurance, 485–486
    • quality control, 485, 486–487
    • requirements and, 480–481, 487–488
    • Six Sigma standard, 484–485, 488–491
    • subject matter experts (SMEs) and quality experts for, 481
    • upgrades vs., 484
    • work breakdown structure (WBS) and, 183
  • Quality Is Free (Crosby), 280, 284, 481, 483

R

  • The Radical Team Handbook (Redding), 349
  • Ranking criteria, 91–92
  • RE costs (redo, revisit, rescope, redesign, rework, retrain, retreat), 382
  • Redding, John, 349
  • Referent authority, 24–25
  • Reimbursable contract, 162
  • Repetition, learning through, 327
  • Reporting period rule, 182
  • Reports, brevity of, 362–363
  • Requirements
    • audience for requirements and, 476–478
    • business analysts for, 467, 477
    • controlling requirements change to, 475–476
    • defined, 467
    • development activities, 471–474
    • development and management, overview, 465–466
    • enterprise requirements, 83, 467–468
    • iterative development changes to, 469–471
    • management activities, 474–476
    • PMP Exam prep questions about, 479
    • as product development life cycle phase, 41
    • product development process and, 63–64
    • project initiation and management of, 82–83, 83
    • project management and connection to, 466–467
    • quality discipline and, 480–481
    • scope and processes, 469, 470
    • solution requirements, 469
    • types of, overview, 468
    • user requirements, 468
  • Reserve plans. See Contingency plans, for risk management
  • Resilience, 19–21
  • Resources
  • Response plans, for risk management, 159–165, 160, 164
  • Responsibility matrix, 112, 115, 134–138, 137
  • Reworking, cost‐schedule‐scope equilibrium and, 280, 284–285
  • Ries, Eric, 70, 72–75
  • Right‐to‐left scheduling, 291
  • Risk management, 143–169
    • agile methods for, 146–147
    • analyzing and prioritizing risks, 153–159, 155, 156, 158
    • in business case, 93
    • business risk vs. project risk, 82, 147
    • continuous risk management, 166–167
    • defined, 94
    • developing response plans, 159–165, 160, 164
    • establishing contingency and reserve, 165–166
    • framework of, 147–167
    • identifying risks, 149–153, 151
    • known unknowns and unknown unknowns, 144
    • leadership for, 167–168
    • Murphy's Law of, 150
    • overview, 147–148, 148
    • perspective and, 150
    • planning for ongoing risk control, 148–149
    • PMP Exam prep about, 169
    • as preplanning activity, 189
    • as primary job of project managers, 145
    • problem solving, 428
    • project initiation and, 82, 89
    • relationship to project definition, project planning, and project control, 145, 145–146
    • risk analysis, 153–159, 155, 156, 158
    • Risk Analysis template form, 168
    • risk examples, 143–144
    • risk profile for, 150–152, 151
    • Risk Register form, 163, 164, 168
    • stakeholder management as, 108
  • Roebling, John and Washington, 33
  • Rosenberg, Leon, 96
  • Rough order of magnitude (ROM), 244–245
  • Running Lean (Maurya), 74

S

  • Scaling, 74
  • Scheduling, 188–222
  • Schmidt, Jeremy, 296, 310
  • Schmidt, Terry, 84, 96–103
  • Scope control, 393–403
    • change control process, 394–396, 395
    • change thresholds and change boards for, 397–400
    • communication and, 327
    • configuration management for, 395, 400–402
    • control documents for, 396–397
    • expectations and, 393–394, 402
    • forms for, 402
    • issue logs, 398–399, 399
    • iteration for reducing scope, 66–67
    • PMP Exam prep questions about, 403
    • product scope and project scope, defined, 36, 129, 281
    • project rules for, 122, 123
    • project success and, 36
    • requirements, scope, and processes, 469, 470
    • scope creep and, 127
    • scope description in project charter, 127–129, 128
    • scope in business case, 93
    • as success factor, 6–8, 10–11
    • work breakdown structure (WBS) for, 175
    • See also Cost‐schedule‐scope equilibrium
  • Scrum, 223–237
    • activities before/during/after sprint, 227–230
    • for agile method, 223–237
    • in creative projects, 301
    • daily Scrum, 228
    • defined, 70
    • development team and, 226–227
    • effectiveness of, 235
    • as framework, 225
    • for incremental delivery, 223–234
    • origin of, 236
    • overview, 225
    • PMP Exam prep questions about, 237
    • product backlog and, 225, 230–232
    • product owner and, 225, 226, 232
    • project team communication with, 371
    • Scrum master for, 225, 226
    • sprint, defined, 225
    • stakeholders and, 227
    • structuring iteration with, 64
    • task boards and burndown charts for, 232–235, 233, 234
    • for team management and customer feedback, 224
  • Scura, Matthew, 296, 310
  • Seattle, City of, 147
  • Seattle Children's Hospital and Regional Medical Center (case study), 46–49
  • Seattle Mariners Baseball Park (case study), 287–290, 288
  • Seldman, Marty, 25
  • Self‐managing teams
  • Senge, Peter, 352
  • Sequence constraints, 191
  • Shonkwiler, Grant, 299, 301, 310
  • Six Sigma standard, 484–485, 488–491
  • Slack, 202
  • Software Engineering Institute (SEI, Carnegie Mellon University), 58
    • Continuous Risk Management Guidebook, 152
    • on recording risk, 154
  • Sponsors
    • communicating with, 361
    • customers and funding, 115
    • enterprise project management and, 439
    • management's stakeholder role as, 111–112
    • problem solving and, 426
    • project charter signature by, 126
  • Sprints
  • Stakeholders, 105–120
    • affected, 106, 106–107, 118
    • change boards, 397–400
    • change control process and, 395–396
    • communicating with, 361–362
    • customer interaction in development process, 65
    • customers and end users as, 51, 114–115, 224, 361, 427–428
    • customers as, 114–115
    • decision making by, 116–118
    • defined, 18
    • engagement of, 106, 106–107
    • expectations of value from, 37–38
    • external sources of, 117–118
    • Fast Foundation Stakeholder Analysis form, 108, 119
    • importance of identifying stakeholders, 105–106
    • leadership and, 118–119
    • management as, 111–114
    • PMP prep questions about, 120
    • project charter and, 132, 136
    • project initiation and involvement of, 85–86
    • project managers as, 109–110
    • project rules, project communication, and, 123–124
    • project team members as, 110
    • risk management role of, 149
    • roles of, overview, 109
    • Scrum and, 227
    • stakeholder management as risk management, 108
    • types of, 86
    • user requirements, 468
    • See also Change management; Communication
  • Start‐to‐start (SS) relationships, 194
  • Statement of Work (SOW), 124
  • Status meetings, 367, 368–370, 426, 427, 430
  • Status reports
    • for enterprise project management, 445
    • problem solving and, 428
  • Subject matter experts (SMEs)
    • project managers vs., 24
    • quality and, 481
  • Summary tasks
  • Swivel, DJ (Jordan Young), 304–305, 310
  • Syncroness, 69
  • Systematic testing, 183
  • System development life cycle (SDLC), 59

T

U

  • United States Agency for International Development (USAID), 96
  • Unknown unknowns and known unknowns, 144, 166
  • U.S. Department of Defense (DoD), 414
  • Users. See Stakeholders

V

  • Value
    • delivered by successful projects, overview, 6
    • iteration and delivery of, 66–67
    • product development process and, 52–56
    • stakeholder expectations of, 37–38
  • Variance at completion (VAC), 413
  • Versatile Company website
  • Viability (IDEO framework), 53, 56–57, 69–70
  • Video games
  • Videos
    • Calculate a Schedule, 202
    • Compress the Schedule, 280
    • Opportunity Management, 167
    • Organizing for Project Management, 44
    • overview, 12, 13, 218
    • Project Cost Target, 263
    • project management software, 181, 218
    • Project Selection, 90, 92
    • Work Breakdown Structure, 185
  • Virtual teams, communicating with, 365, 370, 371–374
  • Vision, strategic, 27
  • Volunteers, managing, 429–430

W

  • Waterfall method
    • agile method vs., 17, 43, 58–59, 67–69
    • as predictive development approach, 59–60, 60
  • Williams, Pharrell, 303
  • “Winning Cooperation from Supporting Team Members” (Kissler), 359–361
  • Work breakdown structure (WBS), 170–187
    • on agile projects, 174
    • building, 175–177
    • cautions about, 185
    • communicating goals and scope of project, 327
    • completion criteria of, 183, 184, 407, 426
    • consistency in development process and, 56
    • contractors/vendors as providers of, 185–186
    • defined, 170, 171, 172
    • deliverable‐oriented work breakdown structure (WBS), 185
    • earned value reporting and, 417–418
    • estimating and, 248, 249, 254, 262
    • importance of, 170
    • importance to scheduling, 190
    • PMP Exam prep questions about, 185, 187
    • product backlog vs., 174
    • project management as activity of, 183, 183
    • quality and, 183
    • software for, 179, 181
    • success of, 177–181, 178–180
    • summary tasks and work packages, defined, 171–174, 172–174
    • uses of, 171
    • work package size and, 181–185
  • Work packages

Y

  • Young, Jordan “DJ Swivel,” 304–305, 310

Z

  • 0‐50‐100 rule, 405
  • Ziesmer, Jerry, 296
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