Please note that index links point to page beginnings from the print edition. Locations are approximate in e-readers, and you may need to page down one or more times after clicking or tapping a link to get to the indexed material.
1:4:1 formula, 163–165, 223–224
aborting projects, 296
acceptance tests, 132, 153, 257–258, 276
accuracy, 5, 10–12, 45, 103–104, 157–161, 172–173, 283
activity level project estimates, 283
activity lists, 186–187
activity schedules, 138, 283–284
activity-on-arrow networks, 109, 194–195
Acts of God. See risk management
actual cost (AC), 176–177, 179, 293
actual cost of work complete (ACWC), 179
administrative costs, 162
administrative level, 15, 44–45, 124
adverse selection problem, 316
agency costs, 317
AHP (analytical hierarchical programming), 220–221
aid projects, 393
aliens, 5
allocating work, 284–286
analogy estimates, 174
analytical hierarchical programming (AHP), 220–221
analyzing risk. See also risk management
Monte Carlo analysis, 224–226
PERT, 224
three-point estimating, 223
annual appraisals, 49, 87, 305
annual budgets, 41–44
Ansoff's matrix, 35
appraisal estimates, 158, 164–165
approximate building industry methods, 173
areas of work, 103–104, 106, 108–113, 275, 279
arrow networks, 197–198
as-built design, 152, 242, 302, 305
assessing risk. See also risk management
combining risks, 221–223
impact of single risk, 216–219
prioritizing risk, 220–221
attitudes
seven forces model, 63–64
successful project management, 145
attribute approach, 345–346
audits, 114–118, 146–148, 306, 356, 371–375
avoiding risk, 226. See also risk management
back passes, 196–197
background change, 71
backward-looking control, 178
balanced matrix organizations, 127–129
bar charts, 9, 187–188, 191, 205–206, 281–282, 284
baselined cost of work complete (BCWC), 179
baselined cost of work planned (BCWP), 179
baselined cost of work scheduled (BCWS), 179
baselines, 152–153, 157, 186–188, 255–256
BCWC (budgeted cost of work complete), 179
benchmarking, 30–31, 252, 258, 261, 356–359
benefit-risk diagram, 329
benefits, 3, 5–6, 11–12, 67, 105–106, 290–296, 302–303
benefits maps, 29, 37–40, 302–303, 313–315
bills of materials (BOM), 172, 222
bills of quantities (BOQ), 172, 173
bimodal distribution, 165
BOM (bills of materials), 172, 222
BOQ (bills of quantities), 172, 173
Boston consulting matrix, 33–35
bottom-up estimation technique, 174
bounded rationality, 317
brainstorming, 211
breakdown structure, 65–66, 102–104
budgeted cost of work complete (BCWC), 179
budgets, 41–44, 158, 164, 179, 292–293
build profiles, 158
business change managers, 314–315, 337
business planning process, 41–44
business portfolios, 32
business risks, 212
CAD (computer-aided design), 251
CAE (computer-aided engineering), 251
CAM (computer-aided manufacture), 251
campaigns, 43–44
capability
competence, 345–350
competency traps, 362–364
developing, 350–359
improving, 359–361
knowledge management, 361–362
overview, 343
project management body of knowledge, 343–344
project management methodology, 344
technical and craft skills, 344–345
Capability Maturity Model (CMM), 153
career reviews, 305
cascades of objectives, 15–16
cash cows, 33–35
categorizing risks, 212–215. See also risk management
CBS (cost breakdown structure), 9, 165, 222
change
cultural, 250–253
extreme, life-modifying, 74–76
normal, 72–74
overview, 71–72
change control, 146, 149–154, 294
classical management, 18
classical marketing product life cycle, 236–237
client involvement, 64–65
close out stage, 10–11, 89, 132–133, 299–306
CMM (Capability Maturity Model), 153
code-and-fix model, 254–255
combining risks, 221–223. See also risk management
commitment, 64, 72, 83–87, 177, 270
communication
between PMs and sponsors, 317–319
of cross-cultural issues, 404
ensuring good, 58
on international projects, 396, 405
of schedules, 186–188
with stakeholders, 83–85
time management and, 190
communities of practice, 352–356
comparative estimation technique, 171
competence
assessing, 348
defining, 345–347
developing, 348–350
levels and stages of, 347–348
overview, 345
competitive advantage, 44
competitors, 363
completion certificates, 301
compromise, 296
computer-aided design (CAD), 251
computer-aided engineering (CAE), 251
computer-aided estimating, 172
computer-aided manufacture (CAM), 251
concept stage, 10–11
concurrent engineering, 250–254
configuration management, 143, 148–154, 255–256
configuration reviews, 152
contingency, 159, 163–165, 177, 227–228
contracts, 65–67, 123–126, 161, 212–214, 227, 363
control
calculating progress, 289–294
of configuration, 152–153
correcting deviations, 294–296
of costs, 176–181
of design process, 245
gathering data, 288–289
lowest level of, 104
of new product development, 249–250
project offices, 338–339
requirements for effective, 286–288
control estimates, 157–161
coordinated matrix organizations, 127–128
core competencies, 345
corporate killing, 214
corporate strategy
business planning process, 41–44
overview, 39–41
role of projects and operations, 44–45
selecting projects, 45–46
correspondence, 339
cost
components of, 162–165
contingency and, 227
cost and schedule control systems criteria (C/SCSC), 9, 165
cost breakdown structure (CBS), 9, 165, 222
cost performance index (CPI), 180
cost variance (CV), 180
coupling of projects, 363
CPA (critical path analysis), 9, 191
CPI (cost performance index), 180
CPM (critical path method), 9, 186, 191
craft skills, 344–345
creativity, 57
critical path, 185–186, 197, 205, 223–225
critical path analysis (CPA), 9, 191
critical path method (CPM), 9, 186, 191
cross-border coaches, 404–405
cross-functional teams, 251
C/SCSC (cost and schedule control systems criteria), 9, 165
CSS (customer service system), 120
cultural change, 250–253
cumulative probability, 163, 226
customer focus, 17
customer requirements, 17, 39, 131, 142–143, 249
customer service system (CSS), 120
cutovers, 301
CV (cost variance), 180
cyclic program delivery, 336
dashboards, 52–53
dates, 185–187
decision-taking modes, 134
defining mission, 42
definition, project, 61–63
deflecting risk, 227. See also risk management
deliverables, 66
dependencies, 193–197
design managers, 242–243
design phase, 10–11, 38–39, 63, 132, 242–245
design process life cycle, 242
designers, 49, 153–154, 243–244
desired performance improvement, 5–6
detailed estimation technique, 171–172
diagnostic questionnaires, 33–34, 376–387
diagnostic tools, 33–36
differentiating competencies, 345
differentiation, 253
direction and reporting (DR), 371
disbanding teams, 300, 303–305
disciplining underachievement, 305
distance, 395–396
documentation, 148, 151–153, 339–340
dogs, 33–35
DR (direction and reporting), 371
early dates, 185–186
earned value analysis (EVA), 9, 165, 178–181
earned value method (EVM), 175
ECI (European Construction Institute) project life cycle, 236–237
elemental estimating, 173
Emotional Intelligence School, 91–92, 94
empirical estimating, 173
end-of-project parties, 304, 305
end-of-stage reviews, 383–388
end-to-end dependencies, 109, 193–194
end-to-start dependencies, 193–194
environmental impact, 219, 240
establishing projects, 55–56
estimating
duration, 189–191
levels of, 103–104
estimating sheets, 191–192, 284
European Construction Institute (ECI) project life cycle, 236–237
EVA (earned value analysis), 9, 165, 178–181
EVM (earned value method), 175
excellence model, 65
exception lists, 340
execution stage
allocating work, 284–286
implementation planning, 280–284
internal organization, 132
overview, 10–11
resourcing projects, 279–280
explicit knowledge, 346
exploitation, project, 3
exponential methods, 172
external context, 61
external influences, 30, 61–62
external organization, 123, 126–131
external risks, 213–214
extreme, life-modifying change, 71, 74–76
Extreme Programming, 260
fast build, 62
fast track, 62
FCaC (forecast cost at completion), 180, 293
feasibility studies, 239–241
feedback, 84–85
fees, 162
finalization. See close out stage
financial prospects, 240
fish-tail programs, 335
five-element model, 144
flatter organization structures, 87
float, 184–188, 195–197, 204–205, 286
forecast cost at completion (FCaC), 180, 293
forecasting time to completion, 289–293
forward passes, 196
forward-looking control, 178, 204
four work package projects, 222
four-step quality control cycle, 146
fractal management, 13–14
function point analysis, 175
functional designs, 15
functional estimating technique, 171, 173
functional hierarchical line management, 17–19
functional line organization, 127
functional strategies, 63
funding, obtaining, 158
Gantt charts, 187
generic risk management process, 210
germination stage, 10–11
goal clarity, 86
goal directed, 106
goals and methods matrix, 21–22, 269–270
good quality, 143
governance
audits, 371–375
communication between PMs and sponsors, 317–319
compliance, 369–371
components of, 369
defined, 326–327
end-of-stage reviews, 383–388
health checks, 375–383
principal-agent relationship, 315–317
principles of, 368
group cohesion, 86
growth stage, 10–11
habitual incremental improvement, 44, 71
handovers, 301–302
Hartman's three questions, 50–52
health checks, 356, 371, 373, 375–383
hierarchy of needs, 87
high quality, 143
histograms, 201–204
Hofstede's parameters of cultural difference, 397–400
hunting packs, 300
hybrid networks, 194
idea generation, 247
ignorant-oppose stakeholders, 81
ignorant-support stakeholders, 81
impact matrix, 334
implementation, 3, 58, 280–284
incubation stage, 10–11
individual innovation, 246
influence diagrams, 221
influence strategies, 81–82
initial activity plans, 275
innovation, 246
input competencies, 345
insurable risks, 212
insurance, 227
integrated resources, 129
interfaces, managing, 253
interference, 189–190
internal audits, 373
internal implementation, 61
internal organization, 123, 131–133
internal pressures, 30
internal risks, 213–214
international partners, 406
international projects
cultural issues, 397–406
overview, 391
problems of, 394–397
types of, 391–394
investment portfolios, 326
irrational assessment of risk, 218
isolated resources, 129
iterative working techniques, 251
junior project managers, 347–348
key control parameters, 52
key messages, 84
key success factors, 410
kick-off meetings, 270
kit-marshalling lists, 286, 338
knowledge management, 361–362
knowledgeable-oppose stakeholders, 81
knowledgeable-support stakeholders, 81
knowledge-support influence strategy, 81–82
Kolb's learning cycle for individuals, 346
Kotler project life cycle, 247–248
labour, 162
lags, 195–196
language issues, 392, 395, 404
large projects, 327
late dates, 185–186
launch workshops, 268
lead time, 190–191
leadership competencies, 83, 92, 94
leadership schools, 90–95
leadership styles, 131–132
leads, 195–196
learning curve, 160–161
life cycles
configuration management and, 153–154
motivational factors with, 88–89
project management body of knowledge, 343
resourcing, 261–262
lily pond model, 394–395
line managers, 304
linkages, 334
local traditions, 391–392, 404
logical dependencies, 193
logistics, international, 396–397
long term objectives, 42
longevity, organizational, 3–4
lower level planning, 113–117
lowest level of control, 104
lowest level of estimating, 103
lowest level of work breakdown, 103
management
feasibility study, 241
portfolio
impact matrix, 334
overview, 328
postproject evaluation, 330–331
prioritizing projects, 329–330
project list and status reports, 331–332
sharing resources, 332–334
program, 335–337
project
four types of, 17
fractal, 13–14
functions of, 7–9
key questions for, 370
levels of, 14–17
life cycle, 9–12
principles of, 65–67
process approach, 17–19
seven forces model, 61–65
technical, 58
management cycle, 343–344
management overhead, 162
managers. See also project managers
business change, 314–315
design, 242–243
feasibility study, 240
with finishing skills, 300–301
line, 304
new product, 249
product, 249
resource, 333–334
T-shaped, 347
market conditions, 240
marketing, 39, 43–45, 236–238, 247–249
master project plans, 338
materials, cost management, 162
mathematical models, 174–175
matrix organization structures, 86–87
meetings
community of practice, 352
portfolio prioritization, 329
review, 59–60
metamorphosis stage, 10–11
middle management, attitudes of, 252
milestone launch workshops, 267
milestone plans, 106, 108–113, 241, 273
milestone tracker charts, 205–207
misrepresentation, strategic, 58
mission statements, 42
monitoring
achievement, 303
benefits realization, 39
progress, 59
results, 147
stakeholder satisfaction, 82–83
Monte Carlo analysis, 164, 224–226
moral hazard problem, 315–317
mourning, 86
multicultural teams, 403–404
multidisciplinary projects, 119–120, 394
near critical float, 186
negotiating
with resource providers, 280
nested bar charts, 281–282, 284
new product development (NPD), 246–250
Nonaka and Takeuchi's learning cycle, 356
nonlinearity, 363
nontechnical risks, 213
NPD (new product development), 246–250
OBS (organization breakdown structure), 9, 125, 222
Office of Government Commerce (OGC) project life cycle, 238
operational efficiency, 31, 36
operational level, 15
organization
external, 126–131
internal, 131–133
new product development, 248–249
principles of, 123–126
responsibility charts, 133–139
seven forces model, 61
organization breakdown structure (OBS), 9, 125, 222
organizational change, 250–253
organizational change projects, 22, 92, 95, 148, 250
organizational effectiveness, 36
outcome, 5
output competencies, 345
overseas project teams, 405–406
owner-contractor model, 6, 124
parametric estimating technique, 171–172
part-time working, 189
path-goal theory, 91
PBS (product breakdown structure), 8, 16, 66, 102, 141
PBS (project breakdown structure), 222
PCWC (planned cost of work complete), 179
PCWS (planned cost of work scheduled), 179
PD (portfolio direction), 369
people, systems, and organization (PSO) projects, 36–37
performance, 5–6, 29–32, 52–53, 86, 265, 345, 358
performance-based approach, 345–346
personal competencies, 91
PERT (program evaluation and research technique), 9, 57, 191, 224
Peter principle, 349
Pinto and Slevins success factors, 55
planned cost of work complete (PCWC), 179
planned cost of work scheduled (PCWS), 179
planned dates, 186
planned value (PV), 179
planning
activities, 281–283
design process, 244
effective, 287
feasibility studies, 240–241
importance of, 5
lower level, 113–117
new product development, 246–248
overview, 410
rundown of resources, 303
seven forces model, 64
strategic, 23
tools for, 57
PM. See project managers
PMBoK (project management body of knowledge), 343–344
pointwise probability distribution, 225
Porter's five forces, 35–36
portfolio direction (PD), 369
portfolio managers, 333
portfolio prioritization meetings, 329
portfolios
defined, 324–325
managing, 328–334
postcompletion audits, 306, 373
postcompletion reviews, 305–306
postproject evaluations, 330–331
potential stakeholders, 77
power-impact influence strategy, 82
power-impact matrix, 82
precedence networks, 109, 193–196, 199–200
predictable risks, 213
prioritizing
projects, 329–330
risks, 220–221
proactivity, 88
problem children, 33–35
problem-solving cycle, 12
procedural responsibility charts, 135–136
procedures manuals, 339, 350–352, 359
product breakdown structure (PBS), 8, 16, 66, 102, 141
product development projects, 21
product life cycle, 261–262
product quality management, 145–147
professional recognition, 88
professions, 395
profit sharing, 88
profitability, analyzing, 240
program directors, 348
program evaluation and research technique (PERT), 9, 57, 191, 224
program managers, 348
program plans, 338
programs
defined, 324–325
managing, 335–337
progress
calculating, 289–294
recording, 204
progress reports, 54, 57, 59, 319, 339
progression, 88
project breakdown structure (PBS), 222
project definition, 61–63, 104–108
project definition reports, 269, 274–276
project definition workshops, 267–268, 270–273
project directors, 348
project evaluation audits, 373
project excellence models, 66
project leaders, 403–405
project life cycle, 343
project line organization, 127
project lists, 331–332
project management, 409
project management body of knowledge (PMBoK), 343–344
project managers (PM)
appointing, 240
communication between sponsors and, 317–319
competence, 348
cultural profile of, 401–403
governance role of, 39
junior, 347–348
leadership schools, 92–95
leadership theories, 90–91
role in project success, 60
selection of, 403
sharing resources, 333
project offices, 337–340
project process
concurrent engineering, 250–254
design phase, 242–245
feasibility studies, 239–241
life cycle, 235–238
new product development, 246–250
project requirements statements, 269
project responsibility charts, 135, 137
project reviews, 356
project scope statements, 269, 274
project sponsorship (PS), 370
project status reports, 331–332
project strategy, 61
project success criteria, 51
project success diagnostics, 375, 383–387
project-based product development, 249
projectivity diagnostics, 375, 376–382
project-oriented organization, 1
projects, 3–4
projects and operations hierarchy, 45
projettes, 325
prototyping, 259
PS (project sponsorship), 370
PSO (people, systems, and organization) projects, 36–37
public perception of risk, 219
punctuality, 400
purpose, 87
PV (planned value), 179
quality management
configuration management, 148–154
five-element model, 144–145
management process, 147–148
of products, 145–147
on projects, 141–143
quality plans, 147–148
quantitative analysis, 210
questionnaires, diagnostic, 33–34, 376–387
Rapid Applications Development (RAD), 260
raw estimates, 164
rearview mirror control, 178
recording
as-built design, 302
progress, 204
recovering projects, 295
reducing risk, 226–228. See also risk management
regulation, international, 397
release of finance, 253–254
repeaters, 4
reporting structure, 67
research change projects, 22
residual losses, 317
resource constraints, 201
resource histograms, 201–204
resource managers, 333–334
resource plans, 338
allocating, 158
commitment of providers, 58
defined, 4
in project definition, 63
resourcing life cycle, 261–262
response plans, 210
responsibility assignment matrix, 133
responsibility charts, 9, 123, 133–139, 241, 271, 283–284
review meetings, 59–60
reviews
career, 305
configuration, 152
effective, 288
end-of-stage, 383–388
postcompletion, 305–306
project, 356
rewarding achievement, 305
risk controls, 254
risk item–tracking forms, 229
risk management
analyzing risk, 223–226
assessing risk, 216–223, 259–261, 272, 275
controlling risk, 229–230
identifying risk, 211–216
reducing risk, 226–228
spiral model and, 260
risk management process (RMP), 209–211
risk registers, 229–230
risk response strategies, 229
risks under criminal law, 214
risks under law of contract, 214
risks under law of tort, 214
RMP (risk management process), 209–211
rolling-wave planning, 115, 281
runners, 4
satisficing, 317
schedule performance index (SPI), 180
schedule variance (SV), 180
schedules
calculating with networks, 191–201
communicating, 186–188
dates, 186
duration, 184–185
early and late dates, 185–186
feasibility study, 241
purpose of, 183–184
of rates, 173
seven forces model, 61–62
total, 186
schools, leadership, 92–95
scope definition, 63
scope management
applications of, 118–120
lower level planning, 113–117
milestone plans, 106–113
overview, 101
principles of, 102–104
project definition, 104–106
scoping feasibility studies, 240
S-curves, 157, 179, 181, 207, 293, 300
secondment matrix organization, 127
simple cost control method, 176–178
single-point responsibility, 66
small projects, 327
small- to medium-sized projects (SMPs), 323–324, 326
SMART objectives, 325
smoothing, resource, 201–204
SMPs (small- to medium-sized projects), 323–324, 326
social competencies, 91
Sod's law, 215
SPI (schedule performance index), 180
spider web model, 357
spiral model, 258–260
sponsors, 39, 314–315, 317–319
sponsorship, 61–62
stage review reports, 267–269, 274
stage workshops, 267
stage-wise model, 255–258
stakeholder acceptance, 329–330
stakeholder management process, 77, 81
stakeholder registers, 79
stakeholders
communicating with, 83–85
developing influence strategy, 81–82
identifying, 77
monitoring satisfaction of, 82–83
success criteria of, 47–50, 60, 78
standardization policies, 253
Standish Groups success factors, 56
stars, 33–35
start-to-start dependencies, 193–194
start-up process
methods of, 267–269
objectives of, 266–267
overview, 265–266
project definition reports, 274–276
project definition workshops, 270–273
project manuals, 276–277
scheduling, 270
type of project and, 269–270
start-up reports, 267–269
statements of scope, 105
statistical process control, 147
status accounting, 153
step-counting methods, 172
strangers, 4
strategic issues, 32, 248, 303
strategic level, 15, 44–45, 124
strategic misrepresentation, 58
strengths, weaknesses, opportunities, and threats (SWOT) analysis, 78–80
structured approach, 20–21
structured breakdown, 65–66
subsidiary goals, 43
subsidiary milestone plans, 117
substitute products, 36
success factors, 54–60
success or failure diagnostics, 383
supply considerations, 240
support-agree influence strategy, 82
surgical teams, 300
surprise avoidance, 318
SV (schedule variance), 180
SWOT (strengths, weaknesses, opportunities, and threats) analysis, 78–80
tacit knowledge, 346
target audience, 83–84
target estimates, 164
taxation, 162
team leaders, 347
teams
cross-functional, 251
effectiveness of, 86
motivating, 86–89
multicultural, 403–404
overseas project, 405–406
venture, 249
virtual, 89
technical changes, 36
technical experts, 240
technical risks, 213
technical skills, 344–345
temporary organizations, 3–4
ten step problem solving cycle, 12–13
Terry Cooke-Davies success factors, 55
three-point estimating, 223
threshold competencies, 345–347
time issues, 400
time management. See also schedules
calculating schedules with networks, 191–201
contingency and, 227
control cycle, 204–205
estimating duration, 189–191
resource histograms, 201–204
visual representation, 205–207
time zones, 395
time-dependent elements, 184
timing of minimum cost of projects, 184
timing of optimum return from projects, 185
top-down estimation technique, 174
total schedule, 186
tracked bar charts, 205–206
traditional project management, 364
traffic light reporting, 53, 331
training, 301
transaction costs, 317
transactional leadership, 91
transformational leadership, 91
transient project nature, 87
T-shaped managers, 347
turnaround documents, 286–287, 290–292
Turner and Müller project success criteria, 51
two-way flow, 253
uncertainty avoidance, 253, 398–399, 401
unpredictable risks, 213
updating estimates, 175
urgency, 243–244
users
design phase and, 244–245
training in operation of facility, 301
transferring assets to, 301–302
value, project, 49
venture teams, 249
versatile project organization, 130–131
viability, project, 157–158
vicious cycles, 221
virtual teams, 89
virtuous cycles, 221
viscosity of information, 360
visual progress representation, 205–207
water-fall model, 255–258
WBS (work breakdown structure), 9, 16, 102, 114, 222
Wearne's project life cycle, 236
wiki spaces, 360–361
winning commitment, 72
work, 4–5
work breakdown structure (WBS), 9, 16, 102, 114, 222
work package scope statements, 116
work-dependent elements, 184
work-package level project estimates, 283
World Bank project life cycle, 236, 237
Academy of Management Executive, 97
Age of Unreason, The, 96
Agile Software Development: Principles, Patterns, and Practices, 263
Albrecht, A., 182
Anatomy of Major Projects, 69, 121, 208
Anbari, F.N., 25
Andersen, E.S., 69, 121, 140, 389
Ansoff, H.I., 46
APM Body of Knowledge, The, 5th ed., 365
Apts, C., 182
Aristotle, 90
Armstrong, Neil, 214
Association for Project Management, 231, 365, 389
Athanasou, J., 365
Australian Government Publishing Service, 365
Barnard, Chester I., 25
Bass, B.M., 97
Beck, K., 263
Boehm, Barry W., 182, 258, 263
Bredillet, C.N., 25
Brown, A.W., 182
BSB01 Business Services Training Package Version 4.00, 365
Business Process Reengineering, 25
Capability Maturity Models for Software, 155, 366
Carnegie Mellon University, 155
César, B., 97
Chapman, C.B., 231
Checkland, P.B., 25
Choosing Appropriate Project Managers: Matching Their Leadership Style to the Type of Project, 69, 96, 365, 407
Chulani, S., 182
Clarke, T., 321
Cleland, D.I., 69
CMMI® for Development, Version 1.2, 46
Cochrane, R.A., 25
Collinson, D., 97
Commercial Management of Projects, The, 69, 182, 263, 365
Competence at Work: Models for Superior Performance, 365
Competent Manager: A Model for Effective Performance, The, 365
Confiucius, 90
Contracting for Project Management, 231
Controlling Software Projects: Management, Measurement and Estimation, 182
Cooke-Davies, Terry J., 54, 55, 69, 360, 366
Corporate Cultures: The Rites and Rituals of Corporate Life, 69
Cost Estimation for Software Development, 182
Crawford, Lynn H., 345, 346, 351, 365, 366
Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations, 2d ed, 407
Deal, T.E., 69
Delisle, C., 389
DeMarco, T., 182
Den Hartog, D.N., 97
Development of Competency-Based Assessment Strategies for the Profession, The, 365
D'Herbemont, O., 97
Dickel, K.E., 46
Directing Change: A Guide to Governance of Project Management, 389
Don't Park Your Brain Outside: a practical guide to improving shareholder value with SMART management, 69
Dorfman, P.W., 407
Dumaine, B., 69
Earned Value Project Management, 3d. ed., 182
Engineering Construction Industry Training Board, 365
European Management Journal, The, 69, 321, 341
Experiential Learning: Experience as the Source of Learning and Development, 365
Extreme Programming Explained: Embrace Change, 2d ed., 263
Fangel, M., 278
Fangel, Morten, 266
Fayol, Henri, 12, 18, 25, 235, 263
Fleming, Q.W., 182
Flyvbjerg, B., 69
Foreman, S.E., 97
Fortune, 69
Fundamentals of Decision Making and Priority Theory with the Analytic Hierarchy Process, The, 231
Gantt, Henry, 187
Gaya-Walters, D., 69
General and Industrial Management, 25, 263
Ghandhi, Mahatma, 72
Goal Directed Project Management, 53, 54, 69, 121, 389
Goleman, D., 97
Goleman, David, 92
Gonczi, A., 365
Gower Handbook of Project Management, The 4th ed., 231, 341
Grude, Kristoffer V., 25, 53, 69, 74, 96, 97, 121, 140, 376, 389
Guide to Capital Cost Estimating, A, 121, 182
Guide to the Project Management Body of Knowledge, A, 3d ed., 25, 182, 231, 263, 365
Gupta, V., 407
Hager, P., 365
Hampden-Turner, C., 407
Handbook of Project Start-up: How to Launch Projects Effectively, 278
Handy, Charles B., 73, 85, 96, 97
Hanges, P.J., 407
Happy Projects!, 25
Hartman, Francis T., 50–51, 69
Hartog, Deanne den, 93
Harvard Business Review, 46
Het Verbeteren van uw Projectorganizatie: Het Project Excellence Model in de Praktijk, 69
Hierarchy of Needs, 87
Higgs, Malcolm, 72, 91, 92, 96
Hofstede, Gerd, 394, 397, 398, 407
Horizon, 72
Huemann, Martina, 140, 305, 307, 348, 349, 350, 365
Human Resource Management in the Project-Oriented Organization, 307, 365
Ibbs, Bill, 359
Ibbs, C.W, 366
IEEE Transactions on Software Engineering, 182
Institute of Electrical and Electronic Engineers, The, 263
Institution Chemical Engineering, 182
Institution of Chemical Engineers, 121
International Journal of Project Management, 25, 69, 97, 278, 365, 366, 389
International Project Management Association (IPMA), 65, 278, 365
IPMA Competence Baseline: The Eye of Competence, 3d ed., 365
Jensen, Michael C., 316, 317, 321, 407
Johansson, H.J., 25
Journal of Managerial Psychology, 96
Jugdev, K., 389
Katagiri, M., 69, 121, 140, 389
Keegan, Anne E., 93, 97, 130, 140, 263, 305, 307, 327, 341, 348, 349, 350, 359, 360, 365, 366
Keller, K.L., 263
Kennedy, A.A., 69
King, W.R., 69
Knowledge-Creating Company, The, 365
Koppelman, J.M., 182
Lock, E.A., 90
Locke, E.A., 97
Londeix, B., 182
Managing People Across Cultures, 407
Managing Projects in Organizations, 3d ed., 97, 307
Managing Risk, 231
Managing Sensitive Projects: A Lateral Approach, 97
Managing Successful Programs, 341
Managing Successful Projects with PRINCE2, 4th ed., 25, 121, 155, 182, 231, 278, 321, 365, 389
Managing Web Projects: The Management of Large Projects and Programmes for Web-space Delivery, 182
Marketing Management, 12th ed., 263
Martin, R.C., 263
Mason, R.O., 46
McHugh, P., 25
McKee, A., 97
Mechanical and Electrical Services Price Book: 2002, 2002ed., 182
Mechanisms of Governance, The, 321
Modelling Complex Projects, 208, 231, 298
Models of Man, 321
Morris, P.W.G., 61, 69, 121, 140, 208
Motivation and Personality, 97
Müller, Ralf, 50, 54, 60, 69, 72, 94, 95, 96, 313, 315, 318, 319, 321, 365, 403, 407
My Life Is Failure: 100 Things You Should Know to Be a Successful Project Leader, 69, 263
Mythical Man-Month, The, 25th anniversary ed., 182, 298
National Occupational Standards for Project Management, 365
Nature of Project Leadership, The, 407
New Leaders, The, 97
New Managerial Grid, The, 97
Nonaka, I., 365
Office of Government Commerce, 25, 121, 155, 182, 231, 321, 365, 389
OGC Gateway TMProcess: Gateway to Success, The, 389
Organization Theory: From Chester Barnard to the Present and Beyond, 25
Organizational Dynamics, 97
Organizational Project Management Maturity Model, 46, 366
Pendlebury, A.J., 25
People in Project Management, 321, 365, 366
Pinto, Jeffrey K., 53, 69, 140
Plant, K., 97
Plato, 90
Pressman, R.S., 182
Prince,The, 96
PRINCE2(tm) methodology, 19
Principles of Engineering Organization, 263
Principles of Scientific Management, The, 25
Project Categorization Systems: Aligning Capability with Strategy for Better Results, 366
Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 9th ed., 263
Project Management Handbook, 2d ed., 69
Project Management Institute (PMI), 25, 46, 69, 96, 182, 231, 263, 307, 366, 389, 407
Project Management Journal, 69, 341
Project Manager as Change Agent, The, 25, 96, 97
Project Risk Analysis and Management Guide, 2d. ed., 231
Project Risk Management: Processes, Techniques and Insights, 2d ed., 231
Quantifying the Value of Project Management 366
Revised Project Management Body of Knowledge, The, 231
Rowe, A.J., 46
Saaty, T.L., 231
Scholes, J., 25
Schopenhauer, Arthur, 72
Selling Project Management to Senior Executives: Framing the Moves that Matter, 389
Simon. H., 321
Simpsons, 75
Slevin, D.P., 69
Smith, A., 25
Smith, Adam, 18
Snyder, N.H., 46
Soft Systems Methodology in Action, 25
Software Cost Estimation with COCOMO II, 182
Software Engineering: A Practitioners Approach, 182
Software Engineering Economics, 182
Software Engineering Institute, 46
Software Engineering Institute of Carnegie Mellon University, 31
South African Qualifications Authority, 365
South African Qualifications Authority Project Management Competency Standards:Levels 3 and 4, 365
Spain, B.J.D., 182
Spencer, L.M.J., 365
Spencer, S.M., 365
Spon's Budget Estimating Handbook, 182
Standish Group International, 69, 263
Strategic Management: A Methodological Approach, 3d ed., 46
Takeuchi, H., 365
Taylor, Frederick, 18
Taylor, F.W., 25
Theories of Corporate Governance: The Philosophical Foundations of Corporate Governance, 321
Theory of the Firm: Governance, Residual Claims, and Organizational Forms, A, 321
Thomas, J., 389
Thurloway, L., 25, 96, 97, 140
Towards Improved Project Management Practice: Uncovering the Evidence for Effective Practices through Empirical Research, 366
Turner, J.R., 25, 69, 96, 97, 121, 140, 182, 231, 263, 307, 321, 341, 365, 366, 389, 407
Twain, Mark, 72
Understanding Organizations, 3d ed., 97
Verlag, Manz, 25
Volume 4B: Project Management, 365
Ward, S.C., 231
Wateridge, John. H., 47, 49, 60, 69, 383, 389
Wealth of Nations, The, 25
Wearne, S.H., 263
Wearne, Stephen, 236
Weber, C.V., 366
Wheeler, W.A., 25
Wilkinson, R., 97
Williams, Terry, 208, 231, 295, 298
Williamson, O.E., 321
Youker, Bob, 15
Examples and Companies
Accenture, 392
Association for Project Management (APM), 343, 367
Auschwitz, 215
Berkley, 358
British Museum, 211
Carnegie Mellon University, 357
Channel tunnel, 4
Chinese Government, 6
Construction Industry Institute, 357
Coopers and Lybrand, 73
CRMO Rationalization Project, 83, 112, 114–115, 116, 128, 129, 135–138, 166–168, 177, 191, 192, 199–200, 206–207, 229–230, 273, 383
Department of Homeland Security, 238
European Construction Institute (ECI), 236–237, 357
European Union, 302
Giotto, 183
Health Authority, 119
Henley Management College, 81, 92, 129, 164, 277, 396
Heysham 2 Nuclear Power Station, 103
Imperial Chemical Industries (ICI), 30, 76, 301
information systems department (ISD), 39
International Project Management Association (IPMA), 65
ISD (information systems department), 39
Jamaica Maritime Training Institute project, 393
Lunar Lander, 214
Ministry of Defence (MOD), 48
National Air Traffic Service, 251
Norwegian Securities Service, 119
Norwegian Security Centre projects, 186
OECD (Organization for Economic Coopertaive Development), 311–312
Office of Government Commerce (OGC), 18–19, 238, 325, 387
Organization for Economic Coopertaive Development (OECD), 311–312
palm nut plantation, 15–17
Polaris Project, 57
Project Management Information System (PMIS), 251
Project Management Institute (PMI), 12–13, 179, 218, 317, 343
Regional Health Authority, 186
Rhine to Danube Canal, 3
Royal Air Force, 214
Sarbanes-Oxley Act, 311, 369, 372
Software Engineering Institute (SEI), 357
Tesco, 84
TriMagi Communications, 31, 31–32, 37, 42–43, 52, 106–108, 128, 129, 201, 292
United States Defence Department, 165
United States Navy, 392
warehouse project, 226
World Bank, 236–237
aerospace, 128–129, 183, 214, 251, 304
building, 2, 4, 6–7, 18–19, 173
computing industry, 2, 53, 103, 119–120, 174–175
concurrent engineering, 250–254
construction, 2, 4, 6–7, 18–19
development, 119
engineering, 2, 21, 48, 76, 95, 128–129, 172–173, 243
industries, 2
information systems, 22, 254–257
information technology (IT) industry, 174
international projects, 6–7, 30, 393, 397, 400, 402
large projects, 14, 111, 238, 306, 326–327, 330, 367–368
maintenance, 2–3
management development, 2
manufacturing, 145
Locations
Alberta, 51
Australia, 238
Beijing, 400
Billingham, 219
Britain, 218–219
British Isles, 215
Canada, 82
European countries, 402
France, 4
Germany, 401
Jamaica, 393
new product development (NPD), 246–250
oil, gas, chemicals, 30–31, 51–52, 82, 169–170, 287, 304, 363, 404
organizational change, 22
people, systems, and organization (PSO) projects, 36–37, 376
performance improvement, 31, 32–33, 39–40
pharmaceuticals, 144
product development, 21
small projects, 111, 235, 315, 327, 330
software development, 257–262
strategic projects, 328
technology, 53
water, energy, transport, telecommunications (WETT), 2
Latin America, 404
London, 215
Malaysia, 15–17
Nairobi, 393
Naples, 392
New Zealand, 400
Scandinavian countries, 402
Shanghai, 4
Sweden, 211
United Kingdom, 103, 215, 217, 238, 325, 328, 345, 367
United States, 57, 238, 345, 402
Western countries, 402–403
Yangtze river, 4