,

Index

acceptance of risk

accountabilities, 2^nd, 3^rd, 4^th, 5^th, 6^th

assigning

business programmes

for change decisions

coach/facilitator

handover of

implementation

individual

programme management director, 2^nd, 3^rd, 4^th

programme managers

project board

project manager, 2^nd

project review group, 2^nd

and responsibility

for reviews

shared

single point accountability

of sponsor, 2^nd

and structure

team managers and members

workouts, 2^nd, 3^rd, 4^th

accounting systems, 2^nd, 3^rd

see also finances; management accounting

acknowledgements

active reporting

activity list, 2^nd

administration of project

advice from organisations

agile projects

analysis code

analysis paralysis

application code, 2^nd

approvals, 2^nd

recording, 2^nd

Aristotle

assertiveness

assumptions as risks

authorisation, 2^nd, 3^rd, 4^th

of funds, 2^nd

Authorisation Support Office, 2^nd, 3^rd

backcasting

Bacon, Francis

Bagehot, Walter

balanced optimisation, 2^nd, 3^rd, 4^th

bar charts

milestones

progress reports, 2^nd

batching projects

reason for

benchmarking, 2^nd, 3^rd

benchmarking study, 2^nd

benefits, 2^nd

and business objectives, 2^nd

categories of

estimating

FAST (technique)

financial

focus on

forecasting, 2^nd

intangible and tangible

measuring, 2^nd, 3^rd

net

timing

benefits statements

Bernal, J.D.

Bonar Law, Andrew

bonus schemes

bookkeeping, 2^nd

bottlenecks, resource

brainstorming, 2^nd

Brecht, Bertolt, 2^nd

bridging

Bronowski, Jacob

Brooks, F.

bubble diagrams

buffers, 2^nd, 3^rd, 4^th

report, 2^nd

business case, 2^nd, 3^rd, 4^th, 5^th

administration of project

finance

initial document, 2^nd, 3^rd, 4^th

milestones

progress reporting

project definition, 2^nd

project organisation, 2^nd

project plan

sections

Business Case Gate

business objectives, 2^nd, 3^rd, 4^th, 5^th, 6^th

and benefits, 2^nd

business planning, 2^nd, 3^rd, 4^th

and business programmes

cycle

Business Planning Office, 2^nd

business programme board, 2^nd, 3^rd

Business Programme Offices, 2^nd

business programmes, 2^nd, 3^rd

accountabilities

building

and business plans

definition, 2^nd

managers, 2^nd, 3^rd, 4^th, 5^th

roles

schedule and expected revenue

sponsor, 2^nd, 3^rd, 4^th

Business Strategy and Planning Board, 2^nd, 3^rd, 4^th

Butler, Samuel, 2^nd

capacity buffer, 2^nd

career progression, 2^nd

Carr, E.H.

cause and effect analysis

Cavafy, Constantine

champions, 2^nd

change control

accountability for decisions

cause and effect analysis

continuous change, 2^nd

failed initiatives

impact assessment, 2^nd

and issues

process

software

sources of change

workout

change log, 2^nd, 3^rd, 4^th, 5^th, 6^th

change in project

change request form

Chesterton, G.K., 2^nd, 3^rd

closed project

closure, 2^nd, 3^rd

actions

checklist, 2^nd

objective

report, 2^nd, 3^rd, 4^th

review

statement

steps

see also termination

closure meeting

agenda

CMMI (Capability Maturity Model Integration)

coach/facilitator, 2^nd

accountabilities

concepts, 2^nd, 3^rd

conditions of satisfaction, 2^nd, 3^rd

Congreve, William

constraints

critical chain

in project definition

Constraints, Theory of, 2^nd, 3^rd, 4^th, 5^th, 6^th

consultancies, 2^nd

contact list

contingency costs, 2^nd, 3^rd

contingency plans, 2^nd, 3^rd

health check

contracting organisations

core team, 2^nd, 3^rd

corporate maturity, 2^nd

correspondence in project file

cost centre code

cost performance index (CPI)

cost plans, 2^nd

base estimate, 2^nd

contingency, 2^nd, 3^rd

hard estimate, 2^nd

scope reserve, 2^nd

soft estimate, 2^nd

costs, 2^nd

actual and committed

data needs

estimating

forecasting, 2^nd, 3^rd

measuring

and time reporting

critical chain, 2^nd, 3^rd, 4^th, 5^th

critical path, 2^nd

software

steps in chain

critical success factors

cross-functional working, 2^nd, 3^rd, 4^th

teams, 2^nd, 3^rd

culture, 2^nd, 3^rd, 4^th

and implementation

of organisation

customer-facing projects

decision making, 2^nd, 3^rd

at gates, 2^nd, 3^rd

cross-functional

Detailed Investigation Gate

Development Gate

devolving

gate questions, 2^nd

Initial Investigation Gate

for major issues

prioritising projects, 2^nd

project sponsor

Release Gate

Trial Gate

workout

deliverable report

deliverables, 2^nd, 3^rd, 4^th, 5^th

breakdown structure

closure checklist

and initial business case

in project definition

in project file

in project plan

workout

Detailed Investigation Gate, 2^nd, 3^rd, 4^th

decision making, 2^nd, 3^rd

review

simple projects

Detailed Investigation Stage, 2^nd, 3^rd, 4^th, 5^th

checklist

forecasts

key deliverables

process steps

Develop and Test stage, 2^nd, 3^rd, 4^th, 5^th

checklist

key deliverables

process steps

Development Gate, 2^nd, 3^rd, 4^th, 5^th

decisions at, 2^nd

painting by numbers, 2^nd

Dimension Four method, 2^nd, 3^rd

discounted cash flow, 2^nd

‘doability’ of projects

documentation, 2^nd, 3^rd

closure checklist

Initial Business Case, 2^nd

process framework

reviews

drivers

value drivers

drum buffers

DSDM projects

duration of project

early stages see investigative stages

earned value

cost and time reporting

performance indices

S-curves

usefulness

efficiency savings

Einstein, Albert

Eisenhower, Dwight D.

Eliot, T.S.

Ellis, H.F.

emergency projects

enabling projects

end of project

environment for projects

new structures

project control

support offices

systems

envisioning

e:PSO

exceptions, 2^nd

expertise health check

extended project life cycle

extended team, 2^nd

facilitated workshops

facilities: closure checklist

failed change initiatives

fast-track processes

feasibility report, 2^nd

feedback, 2^nd

feeder buffer, 2^nd

finances, 2^nd, 3^rd

authorisations, 2^nd

benefits, 2^nd

earned value

forecasting

management controls

plan

in progress report

in project file

summary

workout

financial reporting

financial sheet

focus groups

fog, walking in, 2^nd, 3^rd, 4^th, 5^th

forecasting

benefits, 2^nd

in business case

costs, 2^nd, 3^rd

financial

manpower

purpose of

resource allocation, 2^nd, 3^rd

update report

workout

framework see staged project

functional analysis systems technique (FAST), 2^nd

functional boundaries

functional structures, 2^nd, 3^rd

future role of functions

functional thinking

fund management, 2^nd

funding project

see also finances

gates, 2^nd, 3^rd

decisions at, 2^nd, 3^rd

as entry points, 2^nd, 3^rd

naming, 2^nd

plans

Release Gate, 2^nd, 3^rd, 4^th

and revalidating projects

reviews

Trial Gate, 2^nd, 3^rd, 4^th, 5^th

see also Detailed Investigation; Development Gate; Initial Investigation

GenSight Group

Gide, André

Gilbert, W.S.

goal directed programmes

Goldratt, Eli, 2^nd, 3^rd, 4^th, 5^th, 6^th

handover

health checks, 2^nd, 3^rd

in workout, 2^nd, 3^rd, 4^th

heartbeat programmes

helicopter view

hold, project on

Horace

How–Why charting, 2^nd

Hoyle, Fred

Hubbard, Douglas

Huxley, Aldous

idea creation

implementation

accountabilities

advice from others

benchmarking

and corporate culture

corporate maturity, 2^nd

employing consultants, 2^nd

stages

strategy

tailoring framework

timescale

top management support, 2^nd

influence mapping

information systems

Initial Business Case, 2^nd

document, 2^nd

Initial Investigation Gate, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

decisions at, 2^nd

review

Initial Investigation Stage, 2^nd, 3^rd, 4^th, 5^th

addressing risk

checklist for starting

deliverables

goal of, 2^nd

process steps

and proposal

steps prior to

interdependencies, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

in project plan

internal projects

internal rate of return

investigative stages, 2^nd, 3^rd

importance of, 2^nd

and multiple projects

rapid projects

simple projects

see also Detailed Investigation; Initial Investigation

investment appraisal methods

investment review group, 2^nd

Isochron Dimension Four, 2^nd, 3^rd, 4^th

issue breakthrough technique

issues, 2^nd, 3^rd

closure checklist

dealing with

defined, 2^nd

opportunity issues, 2^nd

problem issues

in progress report

resolving

and risk

issues log, 2^nd, 3^rd, 4^th

using

job descriptions and roles

‘just do it’ projects

Kissinger, Henry

large projects

launch stage

leadership

style, 2^nd

legitimate projects, 2^nd

lessons learned, 2^nd, 3^rd

Levicki, Cyril

life cycle stages of project

line management, 2^nd, 3^rd, 4^th

lists

benefits forecasting

cost data

milestone data

new proposals

project header data

project interdependencies

RAG status

reporting requirements

web enabled

logs

business case

change, 2^nd, 3^rd, 4^th, 5^th, 6^th

issues, 2^nd, 3^rd, 4^th, 5^th

opportunity, 2^nd, 3^rd, 4^th

project, 2^nd

risk, 2^nd, 3^rd, 4^th

loose cannon projects

Luce, Clare Booth

McCaulay, Lord

making a movie project, 2^nd, 3^rd, 4^th, 5^th, 6^th

management accounting systems

analysis code

application code, 2^nd

cost centre code

management portfolio

management summaries, 2^nd

management team

manager, project see project manager

manpower forecasting, 2^nd, 3^rd

manpower sheet

Marx, Groucho

matrix management, 2^nd, 3^rd

maturity models, 2^nd

measurement

benefits, 2^nd

project performance

meetings

on closure

first team meeting

microplanning

milestone report

milestones

business case

data

in project plan, 2^nd

Miller, Henry

Molière

monitoring, 2^nd, 3^rd, 4^th

Monte Carlo analysis

movie making projects, 2^nd, 3^rd, 4^th, 5^th, 6^th

‘must-do’ projects

network diagram, 2^nd

Nicholson, Harold

Obeng, Eddie, 2^nd

four types of projects

objectives, 2^nd, 3^rd

health check

tracking progress

see also business objectives

open project

operational stages

opportunities, 2^nd

defined

workouts

see also risk

opportunity log, 2^nd, 3^rd, 4^th

optimisation, balanced, 2^nd, 3^rd, 4^th

options analysis

organisation portfolio

organisational context

originator, 2^nd, 3^rd

output definition, 2^nd

output description

ownership health check

painting by numbers projects, 2^nd, 3^rd, 4^th, 5^th, 6^th

passive reporting

Pellegrinelli, S.

performance indices

‘pet projects’

phased programmes

phases

Phelps, Edward John

planning, 2^nd, 3^rd

costs

software packages

test plan, 2^nd

workout

see also finances

portfolio management, 2^nd, 3^rd, 4^th, 5^th

defined, 2^nd

environment for

improving

portfolio assessment

portfolio optimisation, 2^nd, 3^rd

prerequisites

prioritising projects

and project selection

and risk

and staged framework

strategy context

workout

Post-Implementation Review, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th

closure checklist

report

in workout

power, sources of

predictability

prioritising projects

problem issues

process framework

component parts, 2^nd

documentation

see also staged project process

processes, 2^nd

product description

product development, 2^nd

product lifecycle

programme board

programme management, 2^nd

Programme Management Design Authority, 2^nd

accountabilities

Programme Management Director, 2^nd, 3^rd, 4^th

programme manager, 2^nd

programmes, 2^nd

definitions, 2^nd, 3^rd

goal directed

heartbeat

organisation structure

phased

questioning

simple

progress check

progress reports, 2^nd

bar chart, 2^nd

contents

finances

management summaries, 2^nd

slippage report, 2^nd

project board, 2^nd, 3^rd, 4^th

project closure see closure; termination

project control cycle, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th

project definition, 2^nd, 3^rd, 4^th

assumptions and constraints

benefits

business objectives

case study

checklist

deliverables

interdependencies, 2^nd

output description

prerequisites

project approach

risks and opportunities

scope and impacts

sections

timescales

workout

see also business case

project files

Project Initiation Document

project life cycle

extended

project management, 2^nd

building excellence

as core competence

defined

plan

roles

Project Management Institute

project manager, 2^nd, 3^rd

accountabilities

after closure

and change

good and bad reasons for selection

and initial stage, 2^nd

levels of competence

manpower forecasting, 2^nd

release stage

role and skills, 2^nd

trial stage, 2^nd

project organisation

checklist

project plan, 2^nd, 3^rd, 4^th, 5^th

bar charts

benefits of

content

deliverables

format of

health check

Release Stage, 2^nd

Trial Stage

see also planning

project review group, 2^nd

accountabilities, 2^nd

aim of

and change, 2^nd

decision making, 2^nd, 3^rd

divided between projects

role, 2^nd, 3^rd

project sponsor see sponsor

Project Support Office see support offices

projects

approach, 2^nd, 3^rd

big

categorising

coordination, 2^nd

cost, time and scope, 2^nd

definition, 2^nd

organisation structure

revalidating

sharing

and subprojects

types, 2^nd

see also lists

promoting organisations

proposal, 2^nd, 3^rd, 4^th, 5^th, 6^th

review

prototyping, 2^nd

PRTM maturity model, 2^nd

quest projects, 2^nd, 3^rd, 4^th, 5^th, 6^th

RAG status

rapid projects

ready for service review, 2^nd, 3^rd, 4^th, 5^th

ready for trial report, 2^nd, 3^rd, 4^th, 5^th, 6^th

recognition events, 2^nd, 3^rd

reforecasting, 2^nd, 3^rd, 4^th

Release Gate, 2^nd, 3^rd

decision making, 2^nd

Release Stage, 2^nd, 3^rd, 4^th

checklist for

closure report, 2^nd

process steps

project plan for, 2^nd

reorganisation

reports

active and passive

activity list, 2^nd

bar charts

closure

cost and time

deliverable report

deliverable/product breakdown structure

for drafting plan

feasibility, 2^nd

financial

milestone, 2^nd, 3^rd

network diagram, 2^nd

requirements

slippage, 2^nd

update form

see also progress reports; schedule reports

resource allocation

conditions for

example, 2^nd

financial sheet

forecasting

resource buffer

resources

authority to commit

bottlenecks

capacity buffer, 2^nd

constraints theory

critical chain solution

dedicated and shared

drum buffer, 2^nd

forecasting levels, 2^nd

health check

management, 2^nd, 3^rd

manpower forecasting, 2^nd

manpower sheet

and micro planning

planning

time recording

visibility of, 2^nd, 3^rd

white space

responsibility and accountability

retirement stages

revalidating projects

revenue gap

review points

reviews, 2^nd

accountability for

deliverables related, 2^nd

during the project

event driven

gate related

health checks, 2^nd, 3^rd

issue related

post-implementation

project closure

in project file

purpose of, 2^nd

recording

risk related

stage related

timing of

risk log, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th

risk management, 2^nd, 3^rd, 4^th, 5^th

acceptance of risk

brainstorming risks

business risks, 2^nd

contingency

and culture

definition

health checks

identifying risks

ignoring risk

initial stages

investigative stages

and opportunities, 2^nd, 3^rd, 4^th

and portfolio of projects

project risks

reducing risk

risk matrix, 2^nd

scenario analysis

sensitivity analysis

and shared projects

simulation

and staged approach

transference

roles, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

business programmes

and job titles

of programme manager

project board

project manager

of team members

workout

see also accountabilities

rules, 2^nd

Rutherford, Lord

S-curves

safety and timescale

Saki

scenario analysis, 2^nd, 3^rd

schedule control cycle

schedule plan

bar charts

contents of

detailed

instability

management

problem anticipation

progress measurement

reforecasting

summary, 2^nd

terminology

updating

workout

schedule reports

formats, 2^nd

inter-project dependencies

layout

scope

defining

and impacts

in schedule report

scope creep, 2^nd, 3^rd

scope reserve, 2^nd

scorecard prioritisation, 2^nd

selection of projects

balanced optimisation, 2^nd, 3^rd, 4^th

and business planning

criteria for, 2^nd

‘doability’ of projects

executive decision, 2^nd

financial return

idea creation

matrix, 2^nd

more bangs for bucks

principles

scoring techniques

shortlisting

and strategy, 2^nd

visualisation techniques

see also prioritising

self-diagnosis workout

semi-closed project

semi-open project

sensitivity analysis

setting up projects

documentation

key steps

sharing projects

simple programmes

simple projects, 2^nd

stages for

simulations, 2^nd

slippage, 2^nd

report, 2^nd

small projects

Snell, Col Blashford

Somerset Maugham, W.

sponsor, 2^nd, 3^rd, 4^th, 5^th

accountabilities, 2^nd

as business leader

business programmes, 2^nd, 3^rd, 4^th

and change, 2^nd

changing sponsor

decisions, 2^nd, 3^rd

Develop and Test stage

and Initial stage

role of, 2^nd, 3^rd, 4^th

sponsorship portfolio

staged project process framework, 2^nd, 3^rd

applying, 2^nd

as bar chart

characteristics of

common mistakes

diagrammatic form

implementation

number of stages

rapid projects

and risk management

simple projects

speeding up projects

supporting processes

tailoring, 2^nd

terminology

types of projects

see also Detailed Investigation; Develop; implementation; Initial Investigation; Trial

stages, 2^nd, 3^rd

number of

stakeholders, 2^nd, 3^rd, 4^th

closure checklist

communication and tracking

engaging

health check

influence mapping

post-implementation review

roles

steering group

stopping projects see termination

strategic fit, 2^nd, 3^rd

in selecting projects, 2^nd, 3^rd

workouts, 2^nd, 3^rd, 4^th, 5^th

structure, 2^nd, 3^rd

functional, 2^nd, 3^rd

matrix, 2^nd, 3^rd

new

project organisation

reorganisation

for simple programmes

subprojects, 2^nd, 3^rd, 4^th

defined

support offices, 2^nd, 3^rd

examples

naming

role of

workout

systems, 2^nd, 3^rd, 4^th, 5^th, 6^th

complete system

lists

management accounting systems

process framework

workout

Tawney, R.H.

Taylor, A.J.P.

teams, 2^nd

closure checklist

communication

core team, 2^nd, 3^rd

cross-functional, 2^nd, 3^rd

extended team, 2^nd

failure of teamwork

first meeting

leadership style, 2^nd

roles of members, 2^nd

setting up

team spirit, 2^nd, 3^rd

values, 2^nd

termination of projects, 2^nd, 3^rd, 4^th, 5^th

reasons for

terminology, 2^nd, 3^rd, 4^th, 5^th, 6^th

programme or schedule

test see Develop and Test

test plan, 2^nd

test results, 2^nd, 3^rd

time recording

time sheets

timescales, 2^nd, 3^rd

timing of benefits

timing of reviews

top management support

transference of risk

transfiguration, 2^nd

Trial Gate, 2^nd, 3^rd

decision making, 2^nd

trial plan, 2^nd, 3^rd

trial results, 2^nd

Trial Stage, 2^nd, 3^rd, 4^th, 5^th, 6^th

checklist

key deliverables

need for

process steps

purpose of

uncertainty see risk

updating forecasts

upgrade stages

value drivers

value, earned

value flashpoints, 2^nd

visualisation techniques

web enabled systems, 2^nd

criteria

e:PSO

examples

features

white space

workout

work breakdown structure, 2^nd, 3^rd, 4^th, 5^th, 6^th

work packages 2^nd, 3^rd, 4^th

in project plan