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أخواني في الله أحضرت لكم كتاب Effective Project Management - Traditional, Agile, Extreme, Hybrid Eighth Edition Robert K. Wysocki
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Contents at a glance Preface xxxiii Introduction xxxvii Part I Understanding the Project Management Landscape 1 Chapter 1 What Is a Project? 3 Chapter 2 What Is Project Management? 23 Chapter 3 What Is Strategic Project Management? 63 Chapter 4 What Is a Collaborative Project Team? 91 Chapter 5 What Are Project Management Process Groups? 115 Part II Traditional Project Management 151 Chapter 6 How to Scope a TPM Project 153 Chapter 7 How to Plan a TPM Project 191 Chapter 8 How to Launch a TPM Project 263 Chapter 9 How to Execute a TPM Project 313 Chapter 10 How to Close a TPM Project 343 Part III Complex Project Management 353 Chapter 11 Complexity and Uncertainty in the Project Landscape 355 Chapter 12 Agile Complex Project Management Models 381xiv Contents at a glance Chapter 13 Extreme Complex Project Management Models 393 Chapter 14 Hybrid Project Management Framework 405 Chapter 15 Comparing TPM and CPM Models 453 Appendix A Terms and Acronyms 537 Appendix B Case Study: Workforce and Business Development Center 543 Appendix C Case Study: Pizza Delivered Quickly (PDQ) 557 Appendix D Cited References 561 Appendix E What’s on the eiipbs.com Website? 565 Index 569xv Contents Preface xxxiii Introduction xxxvii Part I Understanding the Project Management Landscape 1 Chapter 1 What Is a Project? 3 Defining a Project 4 Sequence of Activities 5 Unique Activities 5 Complex Activities 5 Connected Activities 5 One Goal 6 Specified Time 6 Within Budget 6 According to Specification 7 A Business-Focused Definition of a Project 7 An Intuitive View of the Project Landscape 8 Defining a Program 10 Defining a Portfolio 10 Understanding the Scope Triangle 11 Scope 11 Quality 12 Cost 12 Time 13 Resources 13 Risk 13 Envisioning the Scope Triangle as a System in Balance 14 Prioritizing the Scope Triangle Variables for Improved Change Management 15xvi Contents Applying the Scope Triangle 16 Problem Resolution 16 Scope Change Impact Analysis 16 The Importance of Classifying Projects 17 Establishing a Rule for Classifying Projects 17 Classification by Project Characteristics 17 Classification by Project Application 19 The Contemporary Project Environment 20 High Speed 20 High Change 21 Lower Cost 21 Increasing Levels of Complexity 22 More Uncertainty 22 Discussion Questions 22 Chapter 2 What Is Project Management? 23 Understanding the Fundamentals of Project Management 24 What Business Situation Is Being Addressed by This Project? 25 What Does the Business Need to Do? 25 What Are You Proposing to Do? 26 How Will You Do It? 26 How Will You Know You Did It? 26 How Well Did You Do? 26 Challenges to Effective Project Management 28 Flexibility and Adaptability 28 Deep Understanding of the Business and Its Systems 30 Take Charge of the Project and Its Management 30 Project Management Is Organized Common Sense 30 Managing the Creeps 31 Scope Creep 31 Hope Creep 32 Effort Creep 32 Feature Creep 32 What Are Requirements, Really? 32 Introducing Project Management Life Cycles 37 Traditional Project Management Approaches 40 Low Complexity 41 Few Scope Change Requests 41 Well-Understood Technology Infrastructure 42 Low Risk 42 Experienced and Skilled Project Teams 42 Plan-Driven TPM Projects 42 Linear Project Management Life Cycle Model 43 Incremental Project Management Life Cycle Model 44 Agile Project Management Approaches 45 A Critical Problem without a Known Solution 45 A Previously Untapped Business Opportunity 46Contents xvii Change-Driven APM Projects 46 APM Projects Are Critical to the Organization 46 Meaningful Client Involvement Is Essential 46 APM Projects Use Small Co-located Teams 47 Iterative Project Management Life Cycle Model 48 Adaptive Project Management Life Cycle Model 49 Extreme Project Management Approach 50 The xPM Project Is a Research and Development Project 51 The xPM Project Is Very High Risk 51 The Extreme Model 52 Emertxe Project Management Approach 54 A New Technology without a Known Application 55 A Solution Out Looking for a Problem to Solve 55 Hybrid Project Management Approach 55 Recap of PMLC Models 56 Similarities between the PMLC Models 57 Differences between the PMLC Models 57 Choosing the Best-Fit PMLC Model 57 Total Cost 58 Duration 59 Market Stability 59 Technology 59 Business Climate 59 Number of Departments Affected 60 Organizational Environment 60 Team Skills and Competencies 60 Discussion Questions 61 Chapter 3 What Is Strategic Project Management? 63 Definition of Strategic Project Management 64 The Business Environment: A View from the Top 65 Business Climate 66 PESTEL 68 Porter’s Five Forces Model 69 SWOT 69 Market Opportunities 71 BCG Growth-Share Matrix 71 How to Use the BCG Growth-Share Matrix 73 How Are You Going to Allocate Your Resources? 73 Enterprise Capacity 73 SWOT 75 Value Chain Analysis 75 VRIO 76 Objectives, Strategies, and Tactics Model 77 Vision/Mission 78 Strategies 80 Tactics 81xviii Contents OST Dependency Structure 83 What Is the Enterprise Project RASCI Matrix? 84 Complex Project Profiling 84 Putting It All Together 89 Discussion Questions 89 Chapter 4 What Is a Collaborative Project Team? 91 Overview 92 The Complex Project Team 93 Project Executive 97 Core Team 98 Project Sponsor 98 Process Co-Manager 98 Product Co-Manager 98 Development Team Leader 98 Client Team Leader 98 Business Systems Engineer and Business Analyst 98 Process Team and Product Team 99 Selecting the Project Team 99 Co-Managers Define Project Team Structure and Core Team Roles 99 Co-Managers Populate the Roles with Skill Requirements 101 Gain Approval of the Staffing Plan 101 Using the Co-Manager Model 101 Establishing Meaningful Client Involvement 103 The Challenges to Meaningful Client Involvement 104 What If the Client Team Does Not Understand the HPM Framework? 105 Commercial Off the Shelf (COTS) Facilitator-Led Training 106 Custom-Designed, Instructor-Led Training 106 Real-Time, Consultant-Led Training 106 What If You Can’t Get the Client to Be Meaningfully Involved? 107 What If the Client Is Hesitant to Get Involved? 108 What If the Client Wants to Get Too Involved? 108 Stakeholder Management 109 Who Are the HPM Framework Stakeholders? 110 Challenges to Attaining and Sustaining Meaningful Client Involvement 111 Always Use the Language of the Client 111 Maintain a Continuous Brainstorming Culture 112 Establish an Open and Honest Team Environment 112 Use a Co-Project Manager Model 112 Discussion Questions 113 Chapter 5 What Are Project Management Process Groups? 115 Overview of the 10 Project Management Knowledge Areas 116Contents xix Project Integration Management 116 Project Scope Management 117 Project Schedule Management 117 Project Cost Management 118 Project Quality Management 118 Quality Planning Process 119 Quality Assurance Process 119 Quality Control Process 119 Project Resource Management 120 Project Communications Management 120 Who Are the Project Stakeholders? 121 What Do They Need to Know about the Project? 121 How Should Their Needs Be Met? 121 Project Risk Management 121 Risk Identification 123 Risk Assessment 124 Risk Mitigation 128 Risk Monitoring 128 Project Procurement Management 129 Vendor Solicitation 130 Vendor Evaluation 133 Types of Contracts 137 Discussion Points for Negotiating the Final Contract 138 Final Contract Negotiation 139 Vendor Management 139 Project Stakeholder Management 143 Overview of the Five Process Groups 144 The Initiating Process Group 144 The Planning Process Group 145 The Executing Process Group 146 The Monitoring and Controlling Process Group 147 The Closing Process Group 147 Mapping Knowledge Areas to Process Groups 148 How to Use the Mapping 148 Using Process Groups to Define PMLC Models 149 A Look Ahead: Mapping Process Groups to Form Complex PMLC Models 149 Discussion Questions 149 Part II Traditional Project Management 151 Chapter 6 How to Scope a TPM Project 153 Using Tools, Templates, and Processes to Scope a Project 154 Managing Client Expectations 155 Wants vs. Needs 155 Project Scoping Process 156xx Contents Conducting Conditions of Satisfaction 157 Establishing Clarity of Purpose 158 Specifying Business Outcomes 159 Conducting COS Milestone Reviews 159 The Project Scoping Meeting 159 Purpose 160 Attendees 160 Agenda 161 Project Scoping Meeting Deliverables 161 Creating the RBS 162 Stakeholder Participation in Requirements Elicitation and Decomposition 164 Approaches to Requirements Elicitation and Decomposition 165 Shuttle Diplomacy and Resolving Requirements Elicitation and Decomposition Differences 170 Project Classification 171 Determining the Best-Fit PMLC Model 173 Writing the POS 174 Submitting the POS 187 Discussion Questions 190 Chapter 7 How to Plan a TPM Project 191 Using Tools, Templates, and Processes to Plan a Project 192 The Importance of Planning 193 Using Application Software Packages to Plan a Project 194 Determining the Need for a Software Package 194 Project Planning Tools 195 Sticky Notes 196 Marking Pens 196 Whiteboard 196 How Much Time Should Planning Take? 197 Planning and Conducting Joint Project Planning Sessions 198 Planning the JPPS 199 Attendees 200 Facilities 202 Equipment 203 The Complete Planning Agenda 203 Deliverables 204 Running the Planning Session 205 Building the WBS 206 Using the RBS to Build the WBS 206 Uses for the WBS 208 Thought-Process Tool 209 Architectural-Design Tool 209 Planning Tool 209 Project-Status-Reporting Tool 209Contents xxi Generating the WBS 210 Converting the RBS to the WBS 210 Six Criteria to Test for Completeness in the WBS 212 Status and Completion Are Measurable 212 The Activity Is Bounded 213 The Activity Has a Deliverable 214 Time and Cost Are Easily Estimated 214 Activity Duration Is Within Acceptable Limits 214 Work Assignments Are Independent 214 The Seventh Criterion for Judging Completeness 215 Exceptions to the Completion Criteria Rule 215 Approaches to Building the WBS 216 Noun-Type Approaches 218 Verb-Type Approaches 218 Organizational Approaches 219 Selecting the Best Approach 220 Representing the WBS 220 Estimating 223 Estimating Duration 223 Resource Loading versus Task Duration 224 Variation in Task Duration 226 Six Methods for Estimating Task Duration 226 Extrapolating Based on Similarity to Other Tasks 227 Studying Historical Data 227 Seeking Expert Advice 228 Applying the Delphi Technique 228 Applying the Three-Point Technique 229 Applying the Wide-Band Delphi Technique 230 Estimation Life Cycles 230 Estimating Resource Requirements 231 People as Resources 232 Resource Organizational Structure 233 Determining Resource Requirements 234 Resource Planning 234 Estimating Cost 235 Cost Budgeting 237 Cost Control 237 Constructing the Project Network Diagram 238 Envisioning a Complex Project Network Diagram 238 Benefits to Network-Based Scheduling 239 Building the Network Diagram Using the Precedence Diagramming Method 240 Dependencies 242 Constraints 243 Technical Constraints 244 Management Constraints 246xxii Contents Interproject Constraints 246 Date Constraints 247 Using the Lag Variable 247 Creating an Initial Project Network Schedule 248 Critical Path 250 Near-Critical Path 252 Analyzing the Initial Project Network Diagram 253 Compressing the Schedule 253 Management Reserve 255 Writing an Effective Project Proposal 256 Contents of the Project Proposal 257 Executive Summary 257 Background 257 Objective 257 Overview of the Approach to Be Taken 257 Detailed Statement of the Work 258 Time and Cost Summary 258 Appendices 258 Format of the Project Proposal 258 Gaining Approval to Launch the Project 258 Discussion Questions 259 Chapter 8 How to Launch a TPM Project 263 Using the Tools, Templates, and Processes to Launch a Project 264 Recruiting the Project Team 265 Core Team Members 266 When to Select the Core Team Members 266 Selection Criteria 266 Client Team 269 When to Select the Client Team 269 Selection Criteria 269 Contract Team Members 269 Implications of Adding Contract Team Members 270 Selection Criteria 270 Developing a Team Deployment Strategy 271 Developing a Team Development Plan 272 Conducting the Project Kick-Off Meeting 272 Purpose of the Project Kick-Off Meeting 273 Attendees 273 Facilities and Equipment 274 Sponsor-Led Part 274 Project Manager–Led Part 275 The Working Session Agenda 275 Introducing the Project Team Members to Each Other 275 Writing the Project Definition Statement 276 Reviewing the Project Plan 277Contents xxiii Finalizing the Project Schedule 277 Writing Work Packages 277 Establishing Team Operating Rules 277 Situations that Require Team Operating Rules 278 Problem Solving 278 Decision Making 280 Conflict Resolution 281 Consensus Building 282 Brainstorming 283 Team Meetings 284 Team War Room 286 Physical Layout 286 Variations 287 Operational Uses 287 Managing Scope Changes 287 The Scope Change Management Process 288 Management Reserve 290 Scope Bank 292 Managing Team Communications 292 Establishing a Communications Model 292 Timing 293 Content 293 Choosing Effective Channels 294 Managing Communication beyond the Team 296 Managing Communications with the Sponsor 296 Upward Communication Filtering and “Good News” 297 Communicating with Other Stakeholders 298 Assigning Resources 298 Leveling Resources 299 Acceptably Leveled Schedule 301 Resource Leveling Strategies 301 Utilizing Available Slack 302 Shifting the Project Finish Date 302 Smoothing 303 Alternative Methods of Scheduling Tasks 303 Further Decomposition of Tasks 303 Stretching Tasks 304 Assigning Substitute Resources 304 Cost Impact of Resource Leveling 305 Finalizing the Project Schedule 305 Writing Work Packages 307 Purpose of a Work Package 307 Format of a Work Package 308 Work Package Assignment Sheet 308 Work Package Description Report 309 Discussion Questions 311xxiv Contents Chapter 9 How to Execute a TPM Project 313 Using Tools, Templates, and Processes to Monitor and Control 314 Establishing Your Progress Reporting System 314 Types of Project Status Reports 315 Current Period Reports 315 Cumulative Reports 315 Exception Reports 315 Stoplight Reports 316 Variance Reports 317 How and What Information to Update 319 Frequency of Gathering and Reporting Project Progress 320 Variances 321 Positive Variances 321 Negative Variances 321 Applying Graphical Reporting Tools 322 Gantt Charts 322 Stoplight Reports 322 Burn Charts 323 Milestone Trend Charts 324 Earned Value Analysis 326 Integrating Milestone Trend Charts and Earned Value Analysis 331 Integrating Earned Value 331 Integrating Milestone Trend Data 332 Managing the Scope Bank 334 Building and Maintaining the Issues Log 334 Managing Project Status Meetings 335 Who Should Attend Status Meetings? 335 When Are Status Meetings Held? 336 What Is the Purpose of a Status Meeting? 336 What Is the Status Meeting Format? 336 The 15-Minute Daily Status Meeting 337 Problem Management Meetings 338 Defining a Problem Escalation Strategy 338 Project Manager–Based Strategies 339 Resource Manager–Based Strategies 339 Client-Based Strategies 340 The Escalation Strategy Hierarchy 340 Gaining Approval to Close the Project 341 Discussion Questions 341 Chapter 10 How to Close a TPM Project 343 Using Tools, Templates, and Processes to Close a TPM Project 344 Writing and Maintaining Client Acceptance Procedures 344 Closing a TPM Project 345 Getting Client Acceptance of Deliverables 345 Ceremonial Acceptance 345 Formal Acceptance 346Contents xxv Installing Project Deliverables 346 Phased Approach 346 Cut-Over Approach 346 Parallel Approach 347 By-Business-Unit Approach 347 Documenting the Project 347 Reference for Future Changes in Deliverables 347 Historical Record for Estimating Duration and Cost on Future Projects, Activities, and Tasks 347 Training Resource for New Project Managers 348 Input for Further Training and Development of the Project Team 348 Input for Performance Evaluation by the Functional Managers of the Project Team Members 348 Conduct the Post-implementation Audit 349 Write the Final Report 351 Celebrate Success 352 Discussion Questions 352 Part III Complex Project Management 353 Chapter 11 Complexity and Uncertainty in the Project Landscape 355 What Is Complex Project Management? 356 Implementing CPM Projects 357 Fully Supported Production Versions of Partial Solutions Are Released to the End User Quarterly or Semi-Annually 357 Intermediate Non-production Versions Are Released to a Focus Group Every 2–4 Weeks 358 Co-located CPM Project Teams 358 Cross-Project Dependencies 359 Project Portfolio Management 359 What Is Lean Agile Project Management? 360 Understanding the Complexity/Uncertainty Domain of Projects 361 Requirements 364 Flexibility 365 Adaptability 366 Risk vs. the Complexity/Uncertainty Domain 367 Team Cohesiveness vs. the Complexity/Uncertainty Domain 368 Communications vs. the Complexity/Uncertainty Domain 369 Client Involvement vs. the Complexity/Uncertainty Domain 370 The Client’s Comfort Zone 372 Ownership by the Client 372 Client Sign-Off 373 Specification vs. the Complexity/Uncertainty Domain 373 Scope Change vs. the Complexity/Uncertainty Domain 375 Business Value vs. the Complexity/Uncertainty Domain 377 Discussion Questions 379xxvi Contents Chapter 12 Agile Complex Project Management Models 381 Iterative Project Management Life Cycle 382 Definition of the Iterative PMLC Model 382 Most of the Solution Is Clearly Known 383 Likely to Be Multiple Scope Change Requests 384 Concern about Lack of Client Involvement 384 Scoping Phase of an Iterative PMLC Model 384 Planning Phase of an Iterative PMLC Model 385 Launching Phase of an Iterative PMLC Model 386 Executing Phase of an Iterative PMLC Model 387 Closing Phase of an Iterative PMLC Model 387 Adapting and Integrating the APM Toolkit 387 Scoping the Next Iteration/Cycle 388 Planning the Next Iteration/Cycle 389 Launching the Next Iteration/Cycle 389 Executing the Next Iteration/Cycle 390 Closing the Next Iteration/Cycle 390 Deciding to Conduct the Next Iteration/Cycle 390 Closing the Project 391 Discussion Questions 391 Chapter 13 Extreme Complex Project Management Models 393 The Complex Project Landscape 394 What Is Extreme Project Management? 395 Extreme Project Management Life Cycle Model 395 What Is Emertxe Project Management? 396 The Emertxe Project Management Life Cycle 396 When to Use an Emertxe PMLC Model 396 Research and Development Projects 397 Problem Solving Projects 397 Using the Tools, Templates, and Processes for Maximum Extreme PMLC Model Effectiveness 397 Scoping the Next Phase 398 Planning the Next Phase 398 Launching the Next Phase 399 Executing the Next Phase 399 Closing the Phase 400 Deciding to Conduct the Next Phase 400 Closing the Project 400 Using the Tools, Templates, and Processes for Maximum xPM and MPx Effectiveness 400 Scoping the Next Phase 401 Planning the Next Phase 401 Launching the Next Phase 402 Executing the Next Phase 403 Closing the Phase 403Contents xxvii Deciding to Conduct the Next Phase 403 Closing the Project 403 Discussion Questions 404 Chapter 14 Hybrid Project Management Framework 405 What Is a Hybrid Project? 406 What Is Hybrid Project Management? 407 A Robust Hybrid PMLC Model 407 Ideation Phase 408 Set-up Phase 408 Execution Phase 408 What Is a Hybrid Project Manager? 409 The Occasional Project Manager 409 The Career Project Manager 409 The Hybrid Project Manager 410 Following and Creating Recipes 411 Characteristics of the Hybrid Project Manager 412 What Does a Hybrid Project Manager Want? 412 Background of the Effective Complex Project Management (ECPM) Framework 415 What Does the ECPM Contain? 416 ECPM Process Flow Diagram 417 Project Ideation Phase 420 Step 1: Develop a Business Case 420 Step 2: Elicit Requirements 420 Step 3: Write a Project Overview Statement 421 Project Set-up Phase 421 Step 4: Classify the Project 421 Step 5: Choose the Best-Fit PMLC Model Template 422 Step 6: Assess Project Characteristics 424 Step 7: Modify PMLC Model Template 424 Project Execution Phase 425 Step 8: Define Version Scope 426 Step 9: Plan the Next Cycle 426 Step 10: Build the Next Cycle Deliverables 426 Step 11: Conduct Client Checkpoint 427 Step 12: Close the Version 430 Variations 430 Proof of Concept 431 Revising the Version Plan 431 Imbedding ECPM in Traditional Project Management 432 The Hybrid PMLC Project Types 434 Traditional Hybrid Projects 435 Agile Hybrid Projects 435 Extreme Hybrid Projects 436 Emertxe Hybrid Projects 436 Hybrid Project Types 436xxviii Contents Process/Product Design 437 Process/Product Improvement 437 Problem Solution 437 Standards and the Hybrid Framework 438 Project Ideation: What Are We Going to Do? 440 Input Phase: Define the Problem or Opportunity 440 Project Set-up: How Will We Do It? 442 Project Execution: How well did we do? 443 The Hybrid Team Structure 444 Co-Project Managers 446 The Occasional PM: Project Support Office 448 Vetted Portfolio of Tools, Templates, and Processes 449 Coaching and Consulting 450 Targeted and Customized Training 450 PSO Support Services for Business Unit Managers 450 Discussion Questions 451 Chapter 15 Comparing TPM and CPM Models 453 Linear PMLC Model 454 Characteristics 455 Complete and Clearly Defined Goal, Solution, Requirements, Functions, and Features 455 Few Expected Scope Change Requests 455 Routine and Repetitive Activities 456 Use of Established Templates 457 Strengths 458 The Entire Project Is Scheduled at the Beginning of the Project 458 Resource Requirements Are Known from the Start 459 Linear PMLC Models Do Not Require the Most Skilled Team Members 459 Team Members Do Not Have to Be Co-located 459 Weaknesses 459 Does Not Accommodate Change Very Well 460 Costs Too Much 460 Takes Too Long before Any Deliverables Are Produced 460 Requires Complete and Detailed Plans 460 Must Follow a Rigid Sequence of Processes 461 Is Not Focused on Client Value 461 When to Use a Linear PMLC Model 461 Specific Linear PMLC Models 461 Standard Waterfall Model 461 Rapid Development Waterfall Model 462 Incremental PMLC Model 464 Characteristics 464 Strengths 465 Produces Business Value Early in the Project 465 Enables You to Better Schedule Scarce Resources 466Contents xxix Can Accommodate Minor Scope Change Requests between Increments 466 Offers a Product Improvement Opportunity 466 More Focused on Client Business Value Than the Linear PMLC Model 467 Weaknesses 467 The Team May Not Remain Intact Between Increments 467 This Model Requires Handoff Documentation between Increments 467 The Model Must Follow a Defined Set of Processes 468 You Must Define Increments Based on Function and Feature Dependencies Rather Than Business Value 468 You Must Have More Client Involvement Than Linear PMLC Models 469 An Incremental PMLC Model Takes Longer to Execute Than the Linear PMLC Model 469 Partitioning the Functions May Be Problematic 470 When to Use an Incremental PMLC Model 470 Incremental PMLC Models 470 Staged Delivery Waterfall Model 471 Feature-Driven Development Model 472 Iterative PMLC Model 474 Characteristics 475 Complete and Clearly Defined Goal 475 Minor Parts of the Solution Not Yet Defined 475 Incomplete Requirements 475 Some Scope Change Requests Are Expected 476 The Solution Is Known, but Not to the Needed Depth 476 Often Uses Iconic or Simulated Prototypes to Discover the Complete Solution 476 Strengths 476 Based on Just-in-Time Planning 477 Accommodates Change Very Well 477 Is Focused on Generating Business Value 477 Client Reviews Partial Solutions for Improvement 477 Can Process Scope Changes between Iterations 478 Adaptable to Changing Business Conditions 478 Weaknesses 478 Risk Losing Team Members between Iterations 478 Subject to Losing Priority between Iterations 478 Resource Requirements Unclear at Project Launch 479 Requires a More Actively Involved Client Than TPM Projects 479 Requires Co-located Teams 479 Difficult to Implement Intermediate Solutions 479 Final Solution Cannot Be Defined at the Start of the Project 479xxx Contents When to Use an Iterative PMLC Model 480 Specific Iterative PMLC Models 480 Prototyping Model 480 Evolutionary Development Waterfall Model 481 Rational Unified Process (RUP) 483 Dynamic Systems Development Method (DSDM) 485 Adaptive Software Development (ASD) 488 Scrum 490 Adaptive PMLC Model 492 Characteristics 493 Iterative Structure 493 Just-in-Time Planning 493 Critical Mission Projects 493 Thrives on Change through Learning and Discovery 493 Continuously Reviewed and Adapted to Changing Conditions 494 Strengths 494 Continuously Realigns the Project Management Process to Accommodate Changing Conditions 494 Does Not Waste Time on Non-Value-Added Work 494 Avoids All Management Issues Processing Scope Change Requests 495 Does Not Waste Time Planning Uncertainty 495 Provides Maximum Business Value within the Given Time and Cost Constraints 495 Weaknesses of the Adaptive PMLC Model 495 Must Have Meaningful Client Involvement 496 Cannot Identify Exactly What Will Be Delivered at the End of the Project 496 When to Use an Adaptive PMLC Model 496 Hybrid Project Management Framework 496 The HPM Framework Is an Industrial-Strength Model 497 The HPM Framework Project Team 498 The HPM Framework Roots 498 Scope Is Variable 499 The HPM Framework Is Just-in-Time Planning 500 Change Is Expected 500 The HPM Framework Project Contract 501 An HPM Framework Project Is Mission Critical 501 The Role of the Client and the Project Manager in an HPM Framework Project 502 The HPM Framework Is Not a Recipe to be Blindly Followed 502 Why Do We Need the HPM Framework? 503 Benefits of APM vs. Other Approaches 503 Core Values of APM 505 An Overview of the HPM Framework Life Cycle 509Contents xxxi Extreme PMLC Model 516 Characteristics 516 High Speed 516 High Change 517 High Uncertainty 517 Strengths 517 Keeps Options Open as Late as Possible 517 Offers an Early Look at a Number of Partial Solutions 518 Weaknesses 518 May Be Looking for Solutions in All the Wrong Places 518 No Guarantee That Any Acceptable Business Value Will Result from the Project Deliverables 518 Specific Extreme PMLC Models 518 INSPIRE Extreme PMLC Model 518 INitiate 520 SPeculate 525 Incubate 529 REview 530 Challenges to Project Set-up and Execution 532 Sponsors Have a Hard Time Accepting Variable Scope 532 Achieving and Sustaining Meaningful Client Involvement through the Phases of the Chosen PMLC Model 533 Adapting the Chosen PMLC Model to Changing Conditions 533 Delivering Business Value in a Complex Project Landscape 534 Discussion Questions 535 Appendix A Terms and Acronyms 537 Appendix B Case Study: Workforce and Business Development Center 543 Hypothesis 543 Synopsis 543 The Need 544 The Problem 544 The Business Environment 545 The Worker Environment 546 The Learning Environment 547 The Solution 547 Components of the WBDC Model 548 Learning Environment 548 Business Environment 550 Student Environment 550 Business Incubation Center 550 Linkages in the WBDC Model 551 Learning <-> Business Linkages 551 Learning <-> Student Linkages 552 Business <-> Student Linkages 552xxxii Contents The Business Case for a WBDC 552 Next Steps 554 Putting It All Together 555 Appendix C Case Study: Pizza Delivered Quickly (PDQ) 557 Pizza Factory Locator Sub-system 558 Order Entry Sub-system 558 Logistics Sub-system 558 Order Submit Sub-system 559 Inventory Management Sub-system 559 Routing Sub-system 559 Appendix D Cited References 561 Appendix E What’s on the eiipbs.com Website? 565 Course Master File 565 A Note on the Answer File for the Discussion Questions 566 Additional Chapters 566 Index 56 A abandonment, cost of, 429 ability to use project management tools, as selection criteria for core team members, 269 ability to work across structure and authorities, as selection criteria for core team members, 268 ability to work within schedules and constraints, as selection criteria for core team members, 268 AC (Avoid Costs), 26 Accept, as a risk response, 128 action, in objective statements, 181 action to be taken, in risk log, 129 activities bounded, 213–214 complex, 5 connected, 5–6 deliverables of, 214 duration of, 214 sequence of, 5 unique, 5 activity duration estimate, as JPPS deliverable, 204 Activity level, in RBS, 164 activity schedule, as JPPS deliverable, 204 adaptability as a challenge to effective project management, 28–29 for complex projects, 366 adapting APM Toolkit, 387–391 adaptive cycle plan, 489 Adaptive PMLC model about, 47, 49–50, 172, 492–493 characteristics of, 493–494 strengths of, 494–495 weaknesses of, 495–496 when to use, 496 Adaptive Software Development (ASD), 488–490 Adjusted HPM Model Template, 443 advertising, 130 agenda for Joint Project Planning Sessions (JPPS), 203–204 for Project Scoping Meeting, 161 working session, 275 Agile Hybrid projects, 435–436 Index Effective Project Management: Traditional, Agile, Extreme, Hybrid, Eighth Edition. Robert K. Wysocki.
2019 John Wiley & Sons, Inc. Published 2019 by John Wiley & Sons, Inc.570 Index ■ B–B Agile Manifesto, 356 Agile Project Management (APM) about, 30, 381–382 adapting APM Toolkit, 387–391 approaches to, 45–50 integrating APM Toolkit, 387–391 Iterative PMLC model, 382–387 allocating resources, 73 analyzing initial project network diagrams, 253 APM (Agile Project Management) about, 30, 381–382 adapting APM Toolkit, 387–391 approaches to, 45–50 integrating APM Toolkit, 387–391 Iterative PMLC model, 382–387 APM Toolkit, 387–391 Appendices, in project proposal, 258 application, classifying projects by, 17, 19–20 application software packages, planning projects using, 194–198 applying Delphi technique, 228–229 graphical reporting tools, 322–324 Scope Triangle, 16 Three-Point technique, 229–230 Wide-Band Delphi technique, 230 approval criteria for, 189–190 gaining to close projects, 341 gaining to launch project, 258–259 participants in the process, 188–189 architectural-design tool, 209 ASD (Adaptive Software Development), 488–490 asking previous vendors, 131 assigning resources, 298–301, 529 substitute resources, 304 assignment sheet, work package, 308–309 assumptions, listing in POS, 183–184 attachments, to POS, 184–186 attendees for Joint Project Planning Sessions (JPPS), 200–202 for Project Kick-Off Meetings, 273–274 at Project Scoping Meeting, 160 status meetings, 335–336 attending trade shows, 131 Avoid, as a risk response, 128 Avoid Costs (AC), 26 avoidant conflict resolution style, 281 B B2B (Business-to-Business), 67 B2C (Business-to-Consumer), 67 Background, in project proposal, 257 BCG Growth-Share Matrix, 71–73 best-fit PMLC model, determining, 173–174 best-practices constraints, 244–245 bidder questions, 132–133 brainstorming continuous, 112 team operating rules for, 283–284 breakeven analysis, as POS attachment, 186 briefing tool, 175–176 Budget estimate, 236 buffer, 292 build iteration, 487 building initial project network schedules, 248–253 Issues Log, 334–335 Requirements Breakdown Structure (RBS), 162–164 Work Breakdown Structure (WBS), 206–208, 210–212 Burn charts, 323 Business Analyst, 98, 110, 165, 447Index ■ C–C 571 Business Case, as Project Ideation deliverable, 442 business climate, PMLC models and, 59 business environment about, 65–66 business climate, 66–71 complex project profiling, 84–88 enterprise capacity, 73–75 market opportunities, 71–73 Objectives, Strategies, and Tactics (OST) model, 77–78 OST dependency structure, 83–84 RASCI Matrix, 84 strategies, 80–81 SWOT, 75 tactics, 81–82 Value Chain Analysis, 75–76 Vision and Mission statements, 78–80 VRIO, 76–77 business outcomes, specifying, 159 business process, as an organizational approach, 220 Business Process Engineers about, 110 as Scoping Meeting stakeholders, 165 business situation, addressed by projects, 25 business study, 487 Business Systems Engineers, 98, 447 business unit managers, PSO support services for, 450–451 business value about, 31 classifying projects by, 17 complexity/uncertainty domain vs., 377–378 delivering, 534–535 business-focused projects, 7–8 Business-to-Business (B2B), 67 Business-to-Consumer (B2C), 67 by-business-unit approach, for installing project deliverables, 347 C calculating critical path, 251 Career Project Manager (CPM), 409–410 cash cows, in BCG Growth-Share Matrix, 72 causal relationships, project success and, 184 CCPM (Critical Chain Project Management), 292 celebrating success, 352 ceremonial acceptance, 344 change-driven APM projects, 46 channels, choosing for effective communication, 294–296 choosing best-fit PMLC model, 57–61 channels for effective communication, 294–296 Project Team, 99 clarity of purpose, establishing, 158 classifying projects, 17–20 C-Level Sponsors, 110 client acceptance procedures, writing and maintaining, 344–352 Client Checkpoint, 427, 444, 514–515 client group, at Project Scoping Meeting, 160 client involvement in APM projects, 46 challenges to attaining and sustaining meaningful, 111–113 challenges to meaningful, 104–105 complexity/uncertainty domain vs., 370–373 client representative, at JPPS, 201 client request, 178 client sign-off, 373572 Index ■ C–C Client Team about, 447 for launching TPM projects, 269 Client Team Leader, 98 client-based strategies, 340 client-driven, as core value of APM, 506–507 client-focused, as core value of APM, 505–506 clients about, 110 as an approved POS audience, 187 in approval process, 189 comfort zone of, 372 managing expectations of, 155–190 ownership by, 372–373 transitioning from vendor to, 141–142 using language of the, 111–112 closing, of TPM projects about, 343–344 maintaining client acceptance procedures, 344–352 using tools, templates, and processes for, 344 writing client acceptance procedures, 344–352 closing phase, of Iterative PMLC models, 387 Closing Process Group, 147–148, 400, 403 coaching, 450 Coad, Peter Java Modeling in Color with UML (Coad, Lefebvre and DeLuca), 472 Collaborate phase, 489 collaborative conflict resolution style, 282 collaborative project team about, 1–2, 91–93 challenges to attaining and sustaining meaningful client involvement, 111–113 challenges to meaningful client involvement, 104–111 Co-Manager model, 101–102 complex project team, 93–101 establishing meaningful client involvement, 103 co-located CPM project teams, 358–360 co-located teams, small, APM projects using, 47–48 Co-Manager model about, 92–93, 95–97 benefits of, 103 using, 101–102 Co-Managers defining Project Team structure and Core Team roles, 99–100 populating roles with skill requirements, 101 combative conflict resolution style, 282 comfort zone, of clients, 372 “The Coming of the New Organization” (Drucker), 21 Commercial Off the Shelf (COTS) facilitator-led training, 106 commitment to the project, as selection criteria for core team members, 267 communications complexity/uncertainty domain vs., 369–370 establishing models, 292–296 managing beyond the team, 295–298 Competitive Forces model, 69 competitors actions of, 428 entry of new, 428–429Index ■ C–C 573 completion, measuring for WBS, 212–213 completion date, of projects, 6 complex activities, 5 complex project landscape, 394 complex project management, 356–360 Complex Project Management (CPM) models compared with TPM models, 453–536 implementing, 357–358 complex project profiling, 84–88 complex project team, 93–101 complexity, low, in TPM, 41 complexity and uncertainty classifying projects by, 17 in project landscape about, 355–356 business value vs., 377–378 client involvement vs., 370–373 communications vs., 369–370 complex project management, 356–360 domain of projects, 361–378 Lean Agile Project Management, 360–361 risk vs., 367–368 scope change vs., 375–377 specifications vs., 373–375 team cohesiveness vs., 368–369 compressing schedules, 253–255 computing slack time, 251–252 concept, proof of, 431 concurrent component engineering, 489 Conditions of Satisfaction (COS), 7, 157, 159, 526 conducting post-implementation audits, 349–351 Project Kick-Off Meetings, 272–277 “Conflict and Conflict Management” (Thomas), 282 conflict resolution, team operating rules for, 281–282 connected activities, 5–6 connected networks, 242 consensus building, team operating rules for, 282–283 constraints about, 243–244 best-practices, 244–245 date, 247 discretionary, 244 interproject, 246–247 logical, 245 management, 246 technical, 244–245 unique, 245 construction, 485 consultative model, of decision making, 280–281 consulting, 450 contemporary project environment, 20–22 content, for communications, 293 Contingency Planning, as a risk response, 128 contract team members, for launching TPM projects, 269–271 contracts, types of, 137–138 control, project network diagrams and, 240 Convergent phase, 441 Co-Project Manager model, 112–113 co-project managers, 446–447 Core Team about, 98, 99–100 in approval process, 188 at JPPS, 201 for launching TPM projects, 266–269 corporate initiative, 178574 Index ■ D–D COS (Conditions of Satisfaction), 7, 157, 159, 526 cost classifying projects by, 17 estimating, 214, 235–237 as a project constraint, 11, 12–13 cost and benefit analyses, as POS attachment, 186 cost budgeting, 237 cost control, 237 cost impact, of resource leveling, 305 Cost Performance Index (CPI), 331 Cost Plus contracts, 138 COTS (Commercial Off the Shelf) facilitator-led training, 106 Couger, J. Daniel Creative Problem Solving and Opportunity Finding, 278 CPI (Cost Performance Index), 331 CPM (Career Project Manager), 409–410 CPM Chef co-project manager, 447 CPM (Complex Project Management) models compared with TPM models, 453–536 implementing, 357–358 creating initial project network schedules, 248–253 Issues Log, 334–335 Requirements Breakdown Structure (RBS), 162–164 Work Breakdown Structure (WBS), 206–208, 210–212 Creative Problem Solving and Opportunity Finding (Couger), 278 creeps, managing, 31–32 Critical Chain Project Management (CCPM), 292 critical path about, 250–251 calculating, 251 computing slack, 251–252 defined, 248 near-, 252–253 critical success factor (CSF), 67, 93, 104 cross-project dependencies, 359 CSF (critical success factor), 67, 93, 104 cultural influences, project success and, 184 cumulative reports, 315 current period reports, 315 custom-designed instructor-led training, 106 customers, as a Scoping Meeting stakeholder, 164–165 customized training, 450 cut-over approach, for installing project deliverables, 346 Cycle Build, 513–514 Cycle Plan, 444, 512–513 D daily status meetings, team operating rules for, 285 dampening oscillation, 318 date constraints, 247 decision making, team operating rules for, 280–281 decomposition, of tasks, 303 defining problem escalation strategy, 338–341 project objectives, 180–181 Definitive estimate, 236 deliverables of activities, 214 getting client acceptance of, 344–346 identifying first-phase, 527–528 installing, 346–347Index ■ E–E 575 for Joint Project Planning Sessions (JPPS), 204 Project Ideation, 442 Project Scoping Meeting, 161–190 Delphi technique, 228–229, 230 DeLuca, Jeff Java Modeling in Color with UML (Coad, Lefebvre and DeLuca), 472 departmental, as an organizational approach, 219–220 dependencies about, 242–243 cross-project, 359 description report, work package, 308, 309–311 design-build-test-implement, 218–219 Detailed Statement of the Work, in project proposal, 258 determining best-fit PMLC model, 173–174 resource requirements, 234 developing team deployment strategy, 271–272 team development plan, 272 Development Team, 447 Development Team Leader, 98 directive model, of decision making, 280 discretionary constraints, 244 Divergent phase, 441 documenting projects, 347–349 dogs, in BCG Growth-Share Matrix, 72 Doran, George, 179–180 Drucker, Peter “The Coming of the New Organization,” 21 DSDM (Dynamic Systems Development Method), 48–49, 485–488 duration of activities, 214 estimating, 223–224 PMLC models and, 59 dynamic risk assessment, 126–127 Dynamic Systems Development Method (DSDM), 48–49, 485–488 The Dynamics of Conflict Resolution: A Practitioner’s Guide (Mayer), 282 E earliest finish (EF) time, 249–250 earliest start (ES) time, 249–250 Earned Value Analysis (EVA) about, 323, 326–331 integrating with milestone trend charts, 331–334 Ecological factors, in PESTEL framework, 68–69 Economic factors, in PESTEL framework, 68–69 ECPM (Effective Complex Project Management) Framework, 36, 104–105, 432–434 ECPM/kit, 416–417 EF (earliest finish) time, 249–250 Effective Complex Project Management (ECPM) Framework, 36, 48, 104–105, 415–451, 432–434 efficiency, of worker’s time, 226 effort creep, 32 elaboration, 485 e-mail communication, 294–295 Emergent phase, 441 Emertxe Hybrid projects, 436 Emertxe PMLC model, 396–397 Emertxe Project Management (MPx), 30, 54–55, 396 enterprise capacity, 73–75 Enterprise Project Portfolio Management (EPPM), 63–64, 65, 83–84576 Index ■ E–E environment, business about, 65–66 business climate, 66–71 complex project profiling, 84–88 enterprise capacity, 73–75 market opportunities, 71–73 Objectives, Strategies, and Tactics (OST) model, 77–78 OST dependency structure, 83–84 RASCI Matrix, 84 strategies, 80–81 SWOT, 75 tactics, 81–82 Value Chain Analysis, 75–76 Vision and Mission statements, 78–80 VRIO, 76–77 environmental influences, project success and, 184 EPPM (Enterprise Project Portfolio Management), 63–64, 65, 83–84 equipment for Joint Project Planning Sessions (JPPS), 203 for Project Kick-Off Meetings, 274 as resources, 232 ES (earliest start) time, 249–250 escalation strategy hierarchy, 340–341 establishing communications models, 292–296 progress reporting systems, 314–322 project goal, 178–180 team operating rules, 277–287 estimating about, 223 cost, 214, 235–237 duration, 223–224 life cycles, 230–231 methods for estimating task duration, 226–230 resource loading versus task duration, 224–225 resource requirements, 231–234 time, 214 EVA (Earned Value Analysis) about, 323, 326–331 integrating with milestone trend charts, 331–334 Evolutionary Development Waterfall model, 48–49, 481–483 exception reports, 315–316 executing, TPM projects about, 313–314 applying graphical reporting tools, 322–324 building Issues Log, 334–335 defining problem escalation strategy, 338–341 establishing progress reporting system, 314–322 maintaining Issues Log, 334–335 managing project status meetings, 335–338 managing Scope Bank, 334 using tools, templates, and processes for, 314 executing phase, of Iterative PMLC models, 387 Executing Process Group, 146–147, 390, 399–400, 403 Execution Phase challenges to, 532–535 of Hybrid PMLC model, 408–409 Executive Summary, in project proposal, 257 Executive’s Guide to Project Management: Organizational Processes and Practices for Supporting Complex Projects (Wysocki), 85 expectation setting, 139–140 expert advice, seeking, 228Index ■ F–F 577 extrapolating, based on similarity to other tasks, 227 Extreme Hybrid projects, 436 Extreme PMLC models about, 172, 393, 516 characteristics of, 516–517 complex project landscape, 394 extreme project management, 395–397 INSPIRE, 518–532 specific models, 518 strengths of, 517–518 using tools, templates, and processes for maximum effectiveness, 397–400 using tools, templates, and processes for maximum xPM and MPx effectiveness, 400–403 weaknesses of, 518 Extreme Project Management (xPM) about, 30, 395–397 approaches to, 50–54 F face-to-face, in-person meeting, 294 facilitated groups sessions, 167, 168 facilitator group, at Project Scoping Meeting, 160 facilitators, at JPPS, 200 facilities for Joint Project Planning Sessions (JPPS), 202–203 for Project Kick-Off Meetings, 274 as resources, 231 FDD (Feature-Driven Development) model, 472–474 feasibility studies about, 487 as POS attachment, 185–186 feature creep, 32 Feature level, in RBS, 164 Feature-Driven Development (FDD) model, 472–474 FF (finish-to-finish) dependency, 243 FFP (Firm Fixed Price) contract, 137 15-Minute daily status meeting, 337–338 finalizing project schedules, 277, 305–307 financial analysis, as POS attachment, 185 finish-to-finish (FF) dependency, 243 finish-to-start (FS) dependency, 243 Firm Fixed Price (FFP) contract, 137 Five Forces model, 69 fixed price contracts, 137 fixed resources, 6 flexibility as a challenge to effective project management, 28–29 for complex projects, 365–366 as selection criteria for core team members, 268 float. See slack time forced ranking, 134 formal acceptance, 345 format, of status meetings, 336–337 4-quadrant complex project landscape, 382 Fowler, Martin, 356 free slack, 252 FS (finish-to-start) dependency, 243 Function level, in RBS, 163–164 function or process managers, in approval process, 189 functional decomposition, 218 Functional Managers about, 110 at JPPS, 202 functional model iteration, 487 functional requirements, 169 functional specification. See scope fuzzy goals, 52578 Index ■ G–H G Game Storming: A Playbook for Innovators, Rulebreakers, and Changemakers, 440 Gantt chart, 239, 322 generating initial project network schedules, 248–253 Issues Log, 334–335 Requirements Breakdown Structure (RBS), 162–164 Work Breakdown Structure (WBS), 206–208, 210–212 geographic, as an organizational approach, 219 global requirements, 170 goals fuzzy, 52 of a project, 6 project landscape and, 8–10 S.M.A.R.T., 179–180 go/no-go decision, 528, 532 good news syndrome, 297–298 Graham-Englund model, 359–360 graphical reporting tools, applying, 322–324 A Guide to the Project Management Body of Knowledge (PMBOK Guide), 2, 30, 115, 330 “The Guide to the Business Analysis of Body of Knowledge,” 33 H The Handbook of Industrial and Organizational Psychology (Thomas), 282 Hass, Kathleen B. Managing Complex Projects: A New Model, 84, 87 high change, contemporary project environment and, 21 high speed, contemporary project environment and, 20–21 High-Level Requirements, as Project Ideation deliverable, 442 Highsmith, James A., III, 356, 362, 488 historical data, studying, 227 hope creep, 32 HPM co-project manager, 447 HPM (Hybrid Project Management) Framework about, 64–65, 71, 77–78, 105–106, 405–406, 407, 496 as an industrial-strength model, 497–515 approaches to, 55–56 benefits of, 503–505 core values of, 505–508 Effective Complex Project Management (ECPM) Framework, 415–451 expected change, 500 hybrid project managers, 409–415 hybrid projects, 406–415 just-in-time planning, 500 as mission critical, 501 overview of life cycle, 509–515 project contract, 501 project team, 498 reason for having, 503 role of client and project manager in, 502 roots of, 498–499 stakeholders, 110–111 variability of scope, 499 HPM Framework Project Manager, 111 HPM Model Template, 443 HPM Project Characteristics, 443 HRIS (Human Resource Information System), 55 HRMS (Human Resource Management System), 55, 359–360Index ■ I–I 579 Human Resource Information System (HRIS), 55 Human Resource Management System (HRMS), 55, 359–360 Hybrid PMLC model project types, 434–435, 436–451 standards and, 437–440 team structure, 444–446 Hybrid Project Management (HPM) Framework about, 64–65, 71, 77–78, 105–106, 405–406, 407, 496 as an industrial-strength model, 497–515 approaches to, 55–56 benefits of, 503–505 core values of, 505–508 Effective Complex Project Management (ECPM) Framework, 415–451 expected change, 500 hybrid project managers, 409–415 hybrid projects, 406–415 just-in-time planning, 500 as mission critical, 501 overview of life cycle, 509–515 project contract, 501 project team, 498 reason for having, 503 role of client and project manager in, 502 roots of, 498–499 stakeholders, 110–111 variability of scope, 499 Hybrid Project Manager, 409–415, 410–415 hybrid projects, 406–415 I ID number, in risk log, 129 idea generation, 487 Ideation phase, of Hybrid PMLC model, 408 identifying success criteria, 181–183 imbedding ECPM in Traditional Project Management, 432–434 implementing about, 488 CPM projects, 357–358 project network diagrams and, 239–240 Improved Services (IS), 26 inception, 484–485 Increased Revenue (IR), 26 Incremental Project Management Life Cycle (PMLC) model about, 44–45, 172, 464, 470–471 characteristics of, 464–465 Feature-Driven Development (FDD) model, 472–474 Staged Delivery Waterfall model, 471–472 strengths of, 465–467 weaknesses of, 467–470 when to use, 470 Incubate, 529–530 inherited project, 175 INitiate, 520–525 Initiating Process Group, 144–145 Input Phase, of ECPM, 440 INSPIRE Extreme PMLC model, 518–532 installing project deliverables, 346–347 integrating APM Toolkit, 387–391 Earned Value Analysis (EVA) and milestone trend charts, 331–334 interpersonal influences, project success and, 184 interproject constraints, 246–247 interviews, 167, 168–169 IR (Increased Revenue), 26 IRACIS acronym, 26 Iron Triangle, 11580 Index ■ J–L IS (Improved Services), 26 Issues Log, building and maintaining, 334–335 Iterative PMLC model about, 47, 48–49, 382–387, 474–475 characteristics of, 475–476 specific, 480–492 strengths of, 476–478 weaknesses of, 478–479 when to use, 480 J Java Modeling in Color with UML (Coad, Lefebvre and DeLuca), 472 Joint Project Planning Sessions (JPPS) agenda for, 203–204 attendees for, 200–202 core team members needed for, 266 deliverables for, 204 equipment for, 203 facilities for, 202–203 planning and conducting, 198–222 running, 205 JPPS (Joint Project Planning Sessions) agenda for, 203–204 attendees for, 200–202 core team members needed for, 266 deliverables for, 204 equipment for, 203 facilities for, 202–203 planning and conducting, 198–222 running, 205 JPPS consultant, at JPPS, 200–201 just-in-time planning, 493, 500 K Knowledge Areas mapping to Process Groups, 148–149 Project Communications Management, 120–121 Project Cost Management, 118 Project Integration Management, 116–117 Project Procurement Management, 129–143 Project Quality Management, 118–119 Project Resource Management, 120 Project Risk Management, 121–129 Project Schedule Management, 117–118 Project Scope Management, 117 Project Stakeholder Management, 143 L lag variables, 247–248 latest finish (LF) time, 249–250 latest start (LS) time, 249–250 launching phase, of Iterative PMLC models, 386–387 Launching Process Group, 389–390, 399, 402 launching,TPM projects about, 263–264 assigning resources, 298–301 conducting project kick-off meetings, 272–277 developing team deployment strategy, 271–272 establishing team operating rules, 277–287 finalizing project schedules, 305–307 managing scope changes, 287–292 managing team communications, 292–298 recruiting project team, 265–271 resource leveling strategies, 301–305 using tools, templates, and processes for, 264 writing work packages, 307–311Index ■ M–M 581 Lean Agile Project Management, 360–361 Learn phase, 489 learning, amplifying, 361 Lefebvre, Eric Java Modeling in Color with UML (Coad, Lefebvre and DeLuca), 472 Legal factors, in PESTEL framework, 68–69 length, classifying projects by, 17 Lessons Log, 100 leveling resources, 299–304 LF (latest finish) time, 249–250 life cycles estimating, 230–231 of project management, 37–57 Line of Business (LOB) Managers, 110 Linear Project Management Life Cycle (PMLC) model about, 43–44, 172, 454–455 characteristics of, 455–458 specific, 461–464 strengths of, 458–459 weaknesses of, 459–461 when to use, 461 LOB (Line of Business) Managers, 110 logic diagram, 238 logical constraints, 245 lower cost, contemporary project environment and, 21–22 LS (latest start) time, 249–250 M maintaining client acceptance procedures, 344–352 Issues Log, 334–335 management constraints, 246 management reserve, 255–256, 290–292 managing client expectations, 155–190 communication beyond the team, 295–298 creeps, 31–32 project status meetings, 335–338 Scope Bank, 334 scope changes, 287–292 team communications, 292–298 Managing Complex Projects: A New Model (Hass), 84, 87 mandated requirements, 178 mapping Knowledge Areas to Process Groups, 148–149 market opportunities, 71–73 market stability, PMLC models and, 59 marking pens, 196 masked behavior, 272 Mastering the Requirements Process, 3rd Edition (Robertson and Robertson), 167 materials, as resources, 232 materials contracts, 137–138 Mayer, Bernard S. The Dynamics of Conflict Resolution: A Practitioner’s Guide, 282 measure, in objective statements, 181 milestone trend charts about, 324–326 integrating with Earned Value Analysis, 331–334 Mission statements, 78–80 Mitigate, as a risk response, 128 models Adaptive PMLC model about, 47, 49–50, 172, 492–493 characteristics of, 493–494 strengths of, 494–495 weaknesses of, 495–496 when to use, 496582 Index ■ M–M Co-Manager about, 92–93, 95–97 benefits of, 103 using, 101–102 Complex Project Management (CPM) compared with TPM models, 453–536 implementing, 357–358 Evolutionary Development Waterfall, 48–49, 481–483 Extreme PMLC about, 172, 393, 516 characteristics of, 516–517 complex project landscape, 394 extreme project management, 395–397 INSPIRE, 518–532 specific models, 518 strengths of, 517–518 using tools, templates, and processes for maximum effectiveness, 397–400 using tools, templates, and processes for maximum xPM and MPx effectiveness, 400–403 weaknesses of, 518 Feature-Driven Development (FDD), 472–474 Hybrid PMLC project types, 434–435, 436–451 standards and, 437–440 team structure, 444–446 Incremental Project Management Life Cycle (PMLC) about, 44–45, 172, 464, 470–471 characteristics of, 464–465 Feature-Driven Development (FDD) model, 472–474 Staged Delivery Waterfall model, 471–472 strengths of, 465–467 weaknesses of, 467–470 when to use, 470 INSPIRE Extreme PMLC, 518–532 Iterative PMLC about, 47, 48–49, 382–387, 474–475 characteristics of, 475–476 specific, 480–492 strengths of, 476–478 weaknesses of, 478–479 when to use, 480 Linear Project Management Life Cycle (PMLC) about, 43–44, 172, 454–455 characteristics of, 455–458 specific, 461–464 strengths of, 458–459 weaknesses of, 459–461 when to use, 461 OST (Objectives, Strategies, and Tactics), 77–78, 83–84 project management life cycle (PMLC) about, 9–10 choosing best-fit, 57–61 comparison between, 56–57 defining using Process Groups, 149 determining best-fit, 173–174 mapping Process Groups to form complex, 149 processes in, 37–40 money, as resources, 232 Monitoring and Controlling Process Group, 147 monitoring progress and performance, 140–141 Most Likely estimate, in Three-Point technique, 230 MPx (Emertxe Project Management), 30, 54–55, 396 Mulally, Mark, 55, 405, 406Index ■ N–P 583 N Naisbitt, John The Third Wave, 21 Naisbitt, John (Naisbitt), 21 near-critical path, 252–253 needs, wants vs., 155–156 negative variances, 321–322 negotiating final contracts, 138–139 network diagram, 238, 239 network-based scheduling, benefits to, 239–240 networks, connected, 242 non-functional requirements, 169–170 non-value-added work, 363 noun-type approaches, to building WBS, 217, 218 number of departments affected classifying projects by, 17 PMLC models and, 60 O Objective, in project proposal, 257 Objectives, Strategies, and Tactics (OST) model, 77–78, 83–84 objectives approach, 219 obstacles, listing in POS, 183–184 Occasional Project Manager (OPM), 409 open-minded, as selection criteria for core team members, 268 OPM (Occasional Project Manager), 409 opportunity, stating, 176–178 Optimistic estimate, in Three-Point technique, 229 Order of Magnitude estimate, 236 organizational approaches, to building WBS, 217, 219–220 organizational environment, PMLC models and, 60 organized common sense, 30–31 oscillation, dampening, 318 OST (Objectives, Strategies, and Tactics) model, 77–78, 83–84 outcome in objective statements, 181 in risk log, 129 Overview of the Approach to Be Taken, in project proposal, 257–258 ownership, by clients, 372–373 P paired comparisons, 134–135 parallel approach, for installing project deliverables, 347 participative model, of decision making, 280 partitionable tasks, 254 PDM (precedence diagramming method), 240–242 PDS (Project Definition Statement) about, 199 writing during Project Kick-Off Meetings, 276–277 people, as resources, 231, 232 performance, monitoring, 140–141 PERT (Project Evaluation and Review Technique) chart, 195 Pessimistic estimate, in Three-Point technique, 230 PESTEL factors, 68–69 phased approach, for installing project deliverables, 346 phone, for communication, 295 physical decomposition, 218 PIS (Project Impact Statement), 15–16, 288 planning project network diagrams and, 239 resource, 234–235 TPM projects about, 191–192 constructing project network diagram, 238–256584 Index ■ P–P estimating, 223–237 gaining approval to launch projects, 258–259 importance of, 193–194 joint planning sessions, 198–222 using application software packages for, 194–198 using tools, templates, and processes for, 192–193 writing effective project proposals, 256–258 planning phase, of Iterative PMLC models, 385–386 Planning Process Group, 145–146, 389, 398, 401–402 planning tool, 209 PMLC (project management life cycle) models about, 9–10 choosing best-fit, 57–61 comparison between, 56–57 defining using Process Groups, 149 determining best-fit, 173–174 mapping Process Groups to form complex, 149 PMO (Project Management Office), 448 Political factors, in PESTEL framework, 68–69 Porter’s Competitive Forces model, 69 portfolios, defining, 10–11 POS (Project Overview Statement) about, 26, 82, 157, 159 as Project Ideation deliverable, 442 writing, 174–186 positive variances, 321 post-implementation audits, conducting, 349–351 post-project, 488 precedence diagramming method (PDM), building network diagrams using, 240–242 priority, radical change in, 427–428 problem escalation strategy, defining, 338–341 problem management meetings, 338 problem resolution meetings, team operating rules for, 286 problem solving, team operating rules for, 278–280 problems, stating, 176–178 Process Co-Manager, 98 process flow diagram, ECPM, 417–419 Process Groups, mapping Knowledge Areas to, 148–149 Process level, in RBS, 164 process owner, at JPPS, 202 process quality, 12 Process Team, 95, 99 processes using for closing TPM projects
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