Index

Alphabets ‘f’ and ‘t’ after page numbers indicate figure and table respectively.

Association for Project Management (APM), 2

Association of Southeast Asian Nations (ASEAN), 17

 

business change, 21, 59, 109

drivers of, 14f

business and political ethic, 14–17

globalization, 17–18

technology, 18–19

industry concentration, 19

leaner organizations, 20

business lead, 65, 66, 75

selection, 76

business-as-usual (BaU), 9, 29, 44–45, 103

and communication, 96–97

impact on

lack of process improvements, 49–50

lost resources, 50

organizational performance, 49

organizational reputation, 52

staff performance, 50

and stakeholder-driven project manager, 81, 110

 

capital, 17

Competition Commission, 15

composite project, 3, 22. See also project manager

and business profit, 55–56

emotional intelligence, 81

initiation criteria, 89–92

and issues for business-as-usual staff, 44–45

issues with, 29, 30

methodology, 87–88, 111

and people project triangle, 37–39

and project initiation document, 89

and project triangle, 30, 55

recognized vs. unrecognized, 41, 52, 109

resources for, 65–66

role of team members, 75

and stakeholder-driven project manager, 81–82, 110

vision, importance of, 73, 109

vs. business-as-usual, 34–37, 46, 55

corporation, 7, 21, 59, 109

and labor, 17

need for projects, 7–8

customer matrix, 15–16

 

economies of scale, 15

emotional intelligence, 81

European Union, 17

 

London School of Economics (LSE), 20

 

North American Free Trade Agreement (NAFTA), 17

 

organization, 7. See also project triangle

composite project issue, 29, 30, 34–37, 43, 44–45

importance of reputation, 52

need for project, 7–8

project impact on reputation, 53

project vision, 73

purpose of, 7

reputation robustness, 53, 109

reputation, 52

 

people project triangle, 37–39, 90, 99, 107, 109

PRINCE2, 2, 9, 25

producer matrix, 16

program management, 10

project categorization, 2–3, 3f, 63

budget, 64

complexity, 63

criticality, 63–64

project communication

and business-as-usual manager, 96–97

during project launch, 97

meeting rules and criteria, 100–101

ongoing, 97

plan, 90, 111

principles, 95

report preparation, 101–102

and sponsor, 95–96, 110

and trust, 97

project initiation

clear objectives, 93

communication plan, 90, 95

estimation and forecasting, 90

kick-off workshop, 89

mini project initiation
document, 92

past project experiences, 91–92

project initiation document, 89, 97

project planning, 90–91

project scope, 90

risk assessment, 91

team and responsibilities, 90

project initiation document (PID), 89

communication goal, 97

and mini project initiation document, 92

project leadership, 95

and project sponsor, 69

reputation risks to, 41–43, 109

and stakeholder-driven project manager, 82

Project Management Institute
(PMI), 2

project management office (PMO), 23, 88

project management, 2, 23, 59, 66, 109. See also composite project; project manager

composite project initiation criteria, 89–92

day job issues, 103–104, 111–112

deliverables, 107

evolution of, 25, 26t

meeting rules and criteria, 100–101

plan management, 99–100

project methodology, 87–88

report preparation, 101–102

stakeholder-driven project manager, 81, 110

project manager, 24, 34, 65, 66

and business-as-usual manager, 96

composite vs. business-as-usual project, 34–37

day job issues, 103–104, 111–112

individual reputation, 41–43, 109

meeting rule and criteria, 100–101

method- and stakeholder
driven, 83t

method-driven, 79–80

people project triangle, 37–39

and plan management, 99–100

and project deliverables, 107

project methodology, 87–88

and project sponsor, 70, 72

and project triangle, 30

report preparation, 101–102

role of, 75, 90

selection, 76

stakeholder-driven, 80–82, 110

project resourcing

principles of communication, 95

resource advantages and disadvantages, 66

resource types, 65–66

team building, 85–86

team selection, 76–78

understanding the team, 86–87

project sponsor, 65, 66, 69, 107, 110

communication plan, 95–96

organizational qualities, 70–71

personal qualities, 71

project manager effect on, 72

role of, 69, 75

project team, 2, 65–66, 90, 110

principles of communication, 95

project methodology, 87–88, 111

role, 75, 90

selection criteria, 76–77

selection issues, 77–78

and team building, 85–86

understanding the team, 86–87, 110

project triangle, 90, 107

and composite project, 55

definition, 30

key concept, 30–31

and people project triangle, 37–39

project, 24. See also project team; project triangle

as-homework resources, cost of, 66–67

composite project issues, 29, 30

composite project risks, 41

dedicated resource, 65

definition, 9

deliverables, 9–10

features of, 9

impact on, 45, 53

initiation criteria, 89–92

methodology, 87–88, 111

program of, 10–11

vs. business-as-usual, 9, 10t, 29, 33t, 34–37, 44–45, 46

 

quality, 30, 31, 38, 52

 

scope creep, 90, 99

shareholder value, 14, 17

stakeholder management, 81

project initiation document, 89

stakeholder-driven project manager, 80–82, 110

subject matter expert (SME), 65, 66, 76

stakeholder-driven project manager, 81

super subject matter expert, 77

 

United Kingdom, 15

United States, 14

 

work-place stress, 20, 36, 38, 109

individual reputation, 41–43, 46, 109

workstream lead, 65, 66

selection, 76

and stakeholder-driven project manager, 81

workstream members, 65, 66

selection, 76–77

workstreams, 65

World Health Organization (WHO), 20

World Trade Organization (WTO), 17