كتاب The Fast Forward MBA in Project Management Sixth Edition
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 كتاب The Fast Forward MBA in Project Management Sixth Edition

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أحضرت لكم كتاب
The Fast Forward MBA in Project Management Sixth Edition
The Comprehensive, Easy-to-read Handbook for Beginners and Pros
Eric Verzuh

كتاب The Fast Forward MBA in Project Management Sixth Edition  T_f_f_10
و المحتوى كما يلي :

Contents
Acknowledgments Xiii
About the Author Xv
Preface Xvii
Part 1
INTRODUCTION
CHAPTER 1—PROJECT MANAGEMENT:
A PLATFORM FOR INNOVATION 2
A Timeless Leadership Toolset 3
Project Management Is Keeping Pace with
Global Change 4
Project Management Is an Essential Leadership
Skillset 5
Successful Projects Deliver Value 6
The Art and Science of Project Leadership 6
A Practical Checklist for Successful Projects:
How This Book Will Help You 8
Beyond the Book: Tools for Application
and Continuous Learning 12
End Point 13
Stellar Performer: OrthoSpot 14
Stellar Performer: PM4NGOs 15
CHAPTER 2—PROJECT LEADERSHIP:
PEOPLE BEFORE PROCESS 16
The Project Leadership Challenge 17
Build a Team Culture Suited to a Journey
of Discovery 19
Temporary Teams Form Before They Perform 21
Build Personal Authority and Influence 24
Project Leaders Need Political Savvy 25
Your Decision to Lead 26
End Point 28v
CONTENTS
CHAPTER 3—FOUNDATION PRINCIPLES
OF PROJECT MANAGEMENT 29
Projects Require Project Management 29
How a Project is Defined 30
The Challenge of Managing Projects 31
The Evolution of a Discipline 32
The Definition of Project Success 36
Project Management Functions 38
Project Life Cycle 40
Organizing for Projects 43
Project Managers Are Leaders 44
End Point 45
Stellar Performer: Seattle Children’s Hospital
and Regional Medical Center 46
CHAPTER 4—AGILE AND WATERFALL: CHOOSE
A DEVELOPMENT PROCESS 51
Defining Value: A New Lens for Judging Projects
Informs the Development Process 52
Choose a Product Development Process
That Delivers Value 53
Best Practices for Capturing Requirements
Are Integrated into a Product Development
Process 57
A Development Process Is Not Project
Management 58
Waterfall or Agile: Which Delivers the Best Value? 58
Common Agile Practices 63
Common Agile Benefits 65
Choosing Between Agile and Waterfall
Development 67
Innovation Projects Experiment to Discover
Desirability and Viability 69
Product Development Methods Influence Project
Management 70
End Point 71
Stellar Performer: The Lean Startup Innovation
Movement 72vi
CONTENTS
PART 2
DEFINING THE PROJECT
CHAPTER 5—PROJECT INITIATION: TURN
A PROBLEM OR OPPORTUNITY INTO A
BUSINESS CASE 78
Project Initiation’s Place in the Project Life Cycle 79
A Mini-Analysis Phase or a Complete Project 79
The Role of a Project Manager
in Project Initiation 80
A Business Case Defines the Future
Business Value 81
Business Risk and Project Risk 82
Managing Requirements Is Tightly Linked
to Project Initiation 82
Common Principles for Project Initiation 84
Project Selection and Prioritization 89
Basic Business Case Content 90
Designing a Realistic Initiation Process 94
Project Leadership: Focus on Value 94
End Point 95
Fast Foundation in Project Management 95
Stellar Performer: The Logical Framework
Approach 96
CHAPTER 6—ENGAGE YOUR STAKEHOLDERS
AND WIN THEIR COOPERATION 105
Stakeholder Focus Throughout the Life
of the Project 106
Stakeholder Management Is Risk Management
for People 108
Stakeholder Roles on Every Project 109
Stakeholder Roles: Project Manager 109
Stakeholder Roles: Project Team 110
Stakeholder Roles: Management 111
Stakeholder Roles: The Customer 114
Affected Stakeholders Can Make Crucial
Contributions 116
Engage Affected Stakeholders 118vii
CONTENTS
Lead the Stakeholders 118
End Point 119
Fast Foundation in Project Management 119
CHAPTER 7—WRITE THE RULES: MANAGE
EXPECTATIONS AND DEFINE SUCCESS 121
Project Rules Are the Foundation 122
Publish a Project Charter 124
Write a Project Charter 126
Responsibility Matrix 134
End Point 136
Fast Foundation in Project Management 138
PART 3
THE PLANNING PROCESS
CHAPTER 8—RISK MANAGEMENT: MINIMIZE
THE THREATS TO YOUR PROJECT 143
All Project Management Is Risk Management 145
The Risk Management Framework 147
Step One: Identify the Risks 149
Step Two: Analyze and Prioritize the Risks 153
Step Three: Develop Response Plans 159
Step Four: Establish Contingency and Reserve 165
Step Five: Continuous Risk Management 166
Unexpected Leadership 167
End Point 168
Fast Foundation in Project Management 168
CHAPTER 9—A WORK BREAKDOWN
STRUCTURE MAKES A PROJECT MANAGEABLE 170
Defining the Work Breakdown Structure 171
Building a Work Breakdown Structure 175
Criteria for a Successful Work Breakdown
Structure 177
Work Package Size 181
When Very Small Tasks Make Sense 182
Planning for Quality 183
Breaking Down Large Programs 184viii
CONTENTS
Contractors or Vendors Can Provide a WBS 185
End Point 186
CHAPTER 10—REALISTIC SCHEDULING 188
Planning Overview 189
Planning Step Two: Identify Task Relationships 190
Planning Step Three: Estimate Work Packages 195
Planning Step Four: Calculate an Initial Schedule 201
Planning Step Five: Assign and Level Resources 208
Small Projects Need Smaller Plans 220
End Point 221
Fast Foundation in Project Management 222
CHAPTER 11—MANAGE AGILE DEVELOPMENT
WITH SCRUM 223
Scrum Is a Framework 225
Scrum at a Glance 225
Managing the Product Backlog 230
Make the Plan Visible: Task Boards
and Burndown Charts 232
Key Factors for Scrum to Be Effective 235
Scrum and Project Management 236
End Point 236
CHAPTER 12—THE ART AND SCIENCE
OF ACCURATE ESTIMATING 238
Estimating Fundamentals 239
Estimating Techniques 245
Building the Detailed Budget Estimate 255
Generating the Cash Flow Schedule 262
End Point 263
Fast Foundation in Project Management 264
Stellar Performer: Tynet, Inc. 265
CHAPTER 13—BALANCE THE TRADE-OFF
AMONG COST, SCHEDULE, AND SCOPE 269
Three Levels of Balancing a Project 270
Balancing at the Project Level 271ix
CONTENTS
Balancing at the Business Case Level 281
Balancing at the Enterprise Level 285
End Point 286
Stellar Performer: Seattle Mariners
Baseball Park 287
Stellar Performer: Boeing 767-400ER Program 291
CHAPTER 14—MANAGING CREATIVE PROJECTS:
INSIGHTS FROM MEDIA AND ENTERTAINMENT 294
Lessons from Film, Television, and
Video Production 295
Lessons from Creating Video Games 299
Lessons from Music Production 302
Learning to Manage Media, Entertainment,
Technology, and Art (M.E.T.A.) Projects 305
End Point 310
Stellar Performer: Flexible Life Cycle Transcends
Industries 311
PART 4
CONTROLLING THE PROJECT
CHAPTER 15—BUILD A HIGH-PERFORMANCE
PROJECT TEAM 314
A Framework for Building High-Performance
Teams 318
Leadership Responsibilities 323
Building a Positive Team Culture 324
Ground Rules 325
Team Identity 326
Team Listening Skills 331
Meeting Management 335
Collaborative Problem-Solving 337
Problem Analysis 338
Decision Modes 340
Conflict Management 345
Continuous Learning 348
Job Satisfaction 353C x
ONTENTS
End Point 353
Fast Foundation in Project Management 354
Stellar Performer: Habitat for Humanity 355
CHAPTER 16—COMMUNICATE WITH PROJECT
STAKEHOLDERS 357
Embrace Your Role as a Leader 358
Creating a Communication Plan 358
Communicating Within the Project Team 365
Virtual Teams Benefit from Formal
Communication 371
Closeout Reporting 374
End Point 375
Fast Foundation in Project Management 376
Stellar Performer: Lockheed Martin
Aeronautics 377
CHAPTER 17—CHANGE MANAGEMENT:
ENGAGE YOUR STAKEHOLDERS TO
MAXIMIZE VALUE 381
Why the People Side Matters 382
Outcomes Desired: Individual Change
Management Using ADKAR 385
Actions Required: Organizational Change
Management 389
Roles: Who Does Change Management 391
End Point 392
CHAPTER 18—CONTROL SCOPE TO
DELIVER VALUE 393
The Change Control Process 394
Configuration Management 400
Change Control Is Essential for Managing
Expectations 402
End Point 402
Fast Foundation in Project Management 402xi
CONTENTS
CHAPTER 19—MEASURE PROGRESS 404
Measuring Schedule Performance 404
Measuring Cost Performance 409
Earned Value Reporting 411
Escalation Thresholds 419
Cost and Schedule Baselines 421
End Point 423
CHAPTER 20—SOLVE COMMON PROJECT
PROBLEMS 425
Responsibility Beyond Your Authority 425
Disaster Recovery 426
When the Customer Delays the Project 427
The Impossible Dream 428
Fighting Fires 429
Managing Volunteers 429
End Point 430
PART 5
ADVANCING YOUR PRACTICE OF PROJECT
MANAGEMENT
CHAPTER 21—ENTERPRISE PROJECT
MANAGEMENT: ALIGN PROJECTS WITH
STRATEGY 433
Defining Enterprise Project Management 435
Three Tiers of Management Within EPM: Portfolio,
Program, Project 436
The Four Components of EPM: Process, People,
Technology, PMO 440
Establish Consistent EPM Processes 441
Technology Enables EPM Processes 444
The People Who Deliver Projects 447
Support Project Management: The Project
Management Office 448
End Point 456
Stellar Performer: Bill & Melinda Gates
Foundation 458xii
CONTENTS
CHAPTER 22—REQUIREMENTS: DESCRIBE
THE SOLUTION TARGET 465
Requirements and Project Management
Are Intimately Connected 466
Requirement Types Illustrate the Evolving
Product Vision 467
Requirements Scope and Processes 469
Requirements Development Activities 471
Requirements Management Activities 474
The Audience for Requirements 476
End Point 478
CHAPTER 23—USE THE QUALITY DISCIPLINE
TO HIT THE TARGET 480
The Cost of Quality 481
Build the Quality Discipline into a Project 483
Quality Assurance and Quality Control 485
Quality Practices Improve Requirements 487
The Quality Discipline Improves Processes 488
Quality Is an Organizational Commitment 490
End Point 491
CHAPTER 24—PASS THE PMP EXAM 493
Requirements to Earn the PMP 494
Top 10 Study Tips for the PMP Exam 494
End Point 497
APPENDIX A: FORMS AVAILABLE ONLINE 498
APPENDIX B: THE DETAILED PLANNING MODEL 499
NOTES 508
INDEX 511
INDEXINDEX
512
Business case design
business requirements, 92–93
business risk vs. project risk determination, 82–83, 83
content of, overview, 90
cost-benefit analysis, 92
cost-schedule-scope equilibrium at level of,
270–271, 281–285, 282
to define project value, 81–82
document for, 126
LogFrame approach for, 84
monitoring benefits realization with, 83–84
obstacles and risks, 93
problem/opportunity statement, 91
Project Business Case template, 95
project goal, 90
project solution and ranking criteria, 91–92
proposed solution, 91
schedule overview, 93
scope, 93
See also Case studies (stellar performers)
C
Calculating of schedule, 190, 199,
201–208, 203–205
See also Scheduling
Capability Maturity Model (CMM, Software
Engineering Institute, Carnegie Mellon
University), 58
Cardwell, Michael, 298, 310
Carnegie Mellon University, 58
Case studies (stellar performers)
Bill & Melinda Gates Foundation, 458–463,
460, 462, 463
Boeing 767-400ER Program, 291–292
Flexible Life Cycle Transcends
Industries, 311–312
Habitat for Humanity, 355
Lean Startup innovation movement, 72–75
Lockheed Martin Aeronautics, 377–379
OrthoSpot, 4, 14
PM4NGOs, 4, 15
Seattle Children’s Hospital and Regional
Medical Center (case study), 46–49
Seattle Mariners Baseball Park,
287–290, 288
Tynet, Inc., 265–267, 266
Cash flow, estimating, 262–263
Causal thinking, Logical Framework
Approach and, 97
Chandler, Heather, 295
Change management, 381–392
ADKAR (Awareness, Desire, Knowledge,
Ability, Reinforcement), 385–389
adoption of change, 381–382
change by individuals, 382
change control and problem solving,
427–428
change created by project managers,
17–18
change thresholds and change
boards, 397–400
defined, 382
organizational change management,
389–391
project charter as change control
tool, 133–134
project management vs., 383
Prosci on, 381, 382, 385–389, 392
stakeholder engagement and, 107
team roles in, 391–392
unified value proposition of integrated
approach, 383–384, 384
See also Scope control
Checklists, 11, 108, 183
See also Work breakdown structure (WBS)
Closeout
closeout reporting, 374–375
as decision point in project life cycle, 41, 41
Codes, for responsibility matrix, 135
Collaboration and collaborative problem solving
co-location and, 232–233
conflict management and, 345–348
continuous learning for, 348–352
decision modes for, 340–345
diverge and converge method,
338–340, 339
guidelines for consensus building, 344–345
problem analysis discipline and, 338,
339–340, 341
project manager’s role and, 19–21
by project team, overview, 317, 321,
337–340, 340
team process assessment and, 349–350
Communication, 357–380
for closing out projects, 374–375
communication plans, 358–365,
364, 426, 429
of goals and scope of project, 327
importance of, 357–358
interpersonal communication on teams, 321,
329–331, 359–361
leadership for, 358, 371–372
listening skills for, 331–335
Lockheed Martin Aeronautics (case
study), 377–379
for project control, 39
project rules, stakeholders, and communication plan, 123–124
within project team, 365–371, 370
as success factor, 6–8
for virtual teams, 365, 370, 371–374
“Winning Cooperation from Supporting
Team Members” (Kissler), 359–361
Competence, 322
Completion criteria, 183, 184, 407, 426
Component construction, 274, 275
Concurrent tasks, 191
Configuration management, 395, 400–402
Conflict management, 321, 345–348
See also Problem solving
Consensus. See Problem solving
Construct (product development life cycle
phase), 42
Contingency plans, for risk management,
160–161, 165–166
Continuous learning, 321, 348–352
Continuous Risk Management Guidebook
(Software Engineering Institute),
152
Contractors and vendors
estimating external labor costs, 259–262
estimating importance and use of, 239
expertise and cost-schedule-scope
equilibrium, 277–278
outsourcing, 278, 279, 286, 304
work breakdown structure (WBS) provided
by, 185–186
Contracts, reimbursable, 162
Contracts, transfer of risk and, 162
Control activities, 313–430INDEX
513
change management and, 381–392 (See also
Change management)
communication and, 357–380 (See also
Communication)
controlled scope and, 393–403 (See also
Scope control)
measurement and, 404–424 (See also
Measurement of progress)
problem solving for, 425–430 (See also
Problem solving)
project control as function of project
management, 39, 39
project team and, 314–356 (See also
Project team)
Corrective action for project control, 39
Cost
accounting and enterprise project
management, 445
building a realistic schedule and, 197 (See
also Scheduling)
cost of conformance/nonconformance, 483–484
cost performance index (CPI), 413
cost-plus contract, 162
cost variance (CV), 412
cost variance percent (CV%), 412
project charter and cost estimate, 131
project initiation and financial
models, 89–90
risk/return and financial models, 160
See also Budget; Cost-benefit analysis;
Cost-schedule-scope equilibrium;
Estimating; Measurement of progress
Cost-benefit analysis
in business case, 92
document for, 126
financial models for, 89–90
project initiation and, 88
project initiation and return on investment (ROI), 88
Cost-schedule-scope equilibrium, 269–293
Boeing 767-400ER Program (case
study), 291–292
at business case level, 270–271,
281–285, 282
customers and stakeholder roles, 114–115
at enterprise level, 271, 285–286
estimating and, 244
estimating as challenge of managing
projects, 31
foundation principles of project
management, 37
at project level, 270, 271–280, 274, 275
project management office (PMO)
for, 454–455
for project success, 37
realistic expectations and, 269–270
Seattle Mariners Baseball Park (case study),
287–290, 288
See also Measurement of progress
Creasy, Tim, 381
Creative Agility Tools (Shonkwiler), 301
Creative projects, 294–312
Eclectic Product Development (EPD) Life
Cycle, 306, 306–308, 307, 309
film, television, and video production,
295–299, 297–298
Flexible Life Cycle Transcends Industries
(case study), 311–312
Fusion PM Methodology, 308–309, 309
investing in creativity, 87–88
learning to manage, 305–309, 306–309
music production, 302–305, 303–304
overview, 294–295
video games, 299–302, 300
Critical path method (CPM), 33, 202–205, 280
Crosby, Philip, 280, 284, 481, 483
Crosswind Project Management, Inc., 497
Customers
communicating with, 361
customer representatives, 115
project delays caused by, 427–428
Scrum for customer feedback, 224
stakeholder role of, 114–115
See also Stakeholders
D
Data analysis, 418–419
Decision making
building network of authority for, 26
change thresholds and change boards
for, 397–400
decision points in project life
cycle, 40–43, 41
impact of decision to pursue project,
78–79
managers as stakeholders in, 116–117
phase gates of, 54
by project team, 321, 340–345
responsibility matrix and, 135–136
See also Problem solving
Deliverables
change control process for, 395
deliverable-oriented work breakdown
structure (WBS), 185
intermediate, 130, 395–397
phased product delivery, 283–284
project charter, 129–131
DeLuca, Joel, 25
DeMarco, Tom, 279
Deming, W. Edwards, 491
Design (product development life cycle
phase), 42
Desirability (IDEO framework), 53,
56–57, 69–70
Detailed planning model, 498, 498–506
Detectability of risk, 161
Development process
enterprise project management and, 443
waterfall approach and, 17, 43,
58–60, 60 67–69
See also Agile method
Dietz, Amanda “Mandy,” 465
Digital Brew, 298
Disaster recovery, 426–427
Diverge and converge (problem analysis
method), 338–340, 340
DMAIC (Define, Measure, Analyze, Improve,
Control) methodology (Six
Sigma), 488–491
Documentation
importance of, 131 (See also Forms; Project
charter; Responsibility matrix)
requirements and, 473–474
scope control and, 396–397
Drucker, Peter, 88, 430
Duration (scheduling)
duration of tasks, 195
labor and duration relationship, 197, 198
productivity and duration relationship, 196,
198, 198–201, 200
timebox and duration of sprint, 227–230INDEX
514
E
Earned value reporting, 411–419
agile burndown charts as, 416
calculating cost variance using, 412–414, 413
calculating schedule variance using, 414–415
data analysis and, 418–419
defined, 411
graphing, 415, 416
“on schedule and on budget”
combinations, 411, 412
project management discipline for, 416–417
project size and, 419
terminology of, 414
work breakdown structure (WBS)
and, 417–418
Eclectic Product Development (EPD) Life Cycle,
306, 306–308, 307, 309
Edge of Cinema, 296
Egerton, Brandon, 302, 304, 305, 310
8/80 rule, 182
Emerson, Ralph Waldo, 26
Engaged stakeholders, 106, 106–107
Enterprise project management
(EPM), 433–464
Bill & Melinda Gates Foundation (case
study), 458–463, 460, 462, 463
components of, overview, 440–441
cost-schedule-scope equilibrium and,
271, 285–286
defined, 435–436
enterprise requirements, defined, 83, 83
enterprise requirements as ideal
future state, 87
enterprise requirements in business
case, 92–93
overview, 433–434, 434
people component of, 447–448
PMP Exam Prep questions about, 464
process component of, 441–444, 442
project management office component of,
448–456, 450, 452
for project management success, 435
technology component of, 444–447, 446
tiers of (portfolio, program, project), 436–440
Equilibrium. See Cost-schedule-scope
equilibrium
Escalation thresholds, 419–420, 420
Estimating, 238–268
accuracy levels of, 244–245
agile practices for, 254–255
apportioning technique, 248–249, 249,
252, 253, 255
basing on past performance, 243
bottom-up, 189, 195, 245, 249,
252–254, 254, 262
cash flow and, 262–263
cautions about, 240–242, 243
as challenge of managing projects, 31
cost-schedule-scope equilibrium and, 244
defined, 94
detailed estimates, 255–257, 255–262,
260, 261
equipment estimates, 195, 259–262,
260–261
estimate at completion (EAC), 413
estimates vs. bids, 241
estimate to complete (ETC), 413
estimators appropriate for job, 242–243
for forecasting the future, 238–239
fundamentals of, 239
golden rules of, 242
materials, 195–196, 262
parametric estimating technique, 250–252,
254, 255, 259, 266
phased estimating technique, 245–248, 248,
249, 251, 252, 265–266
Planning Checklist for, 264
project charter and cost/schedule
estimates, 131
reestimating, 271–272
specifications for, 241
techniques, overview, 245–246
Tynet, Inc. (case study), 265–267, 266
of work packages, 195–201, 196–200, 427
Execution (decision point in project life
cycle), 40–41, 41
Expert authority
building, 24–25
subject matter experts (SMEs) and quality
experts for quality, 481
External labor costs, 259–262
See also Contractors and vendors
F
Face-to-face meetings, 370, 372
Fast Foundation in Project Management, 507
Fast tracking
defined, 282–283
Seattle Mariners Baseball Park (case study),
287–290, 288
Feasibility (IDEO framework), 53, 56–57, 70
Feedback for teams, 349–350
Feist, Jonathan, 302, 305, 310
Felder, Oak, 302
The Fifth Discipline (Senge), 352
Film, television, and video production
learning to manage, 305–309, 306–309
project management of, 295–299, 297–298
See also Creative projects
Financial models. See Budget; Cost
Finish-to-finish (FF) tasks, 194
Finish-to-start relationship, 193–194, 194
Fitness for use, 483
Five L (loathe, lament, live, like, love)
scale, 345
Fixed-price bids, 196
Fixed-price contract, 162
Flexible Life Cycle Transcends Industries (case
study), 311–312
Float, 202, 203–204, 205, 207, 208, 209,
212–213, 214, 217
Formal authority, 24
Forming, Storming, Norming, Performing, and
Adjourning model, 21–23, 331, 336
Forms
for action plan, 222
for change log, 402
for change request, 402
checklists, 11, 108
for communication planning matrix, 376
Definition Checklist, 123, 138
downloadable forms, overview, 12, 507
FastForwardPM, 371
Fast Foundation Stakeholder Analysis
form, 108, 119
Gantt chart template, 222
Habitat for Humanity (case study), 355
High Performance Team Checklist, 354
Planning Checklist, 264
Project Business Case, 90, 95
Project Charter, 123, 126, 138
for project closure, 374INDEX
515
Responsibility Matrix, 138
Risk Analysis template form, 155, 168
Risk Register, 163, 164, 168
for scope control, 402
Small Project Charter, 123, 138
Stakeholder Analysis, 119
Task Assignment, 367
Forward pass, 202
Foundation principles of project management, 29–50
challenge of managing projects, 31–32
cost-schedule-scope equilibrium, 37
leadership of project managers, 44–45 (See
also Project managers)
organizational structure and, 43–44
product development life cycle and,
41–42, 42, 43
project life cycle and, 40–43, 41
project management as industryindependent, 34–36, 35
project management discipline, evolution of, 32–34
project management functions
and, 38–40, 39
projects, essential characteristics of, 30
for project success, 36
projects vs. ongoing operations, 29–32
Seattle Children’s Hospital and Regional
Medical Center (case study), 46–49
stakeholder expectations of value and, 37–38
team morale and, 38
understanding project environment, 29
waterfall and agile development
approaches for, 43
Frederick, Lester, 294, 306, 309
Full Sail, 294–295, 305–307
Functional management
on change control boards, 398
communicating with, 361
defined, 5
stakeholder role of, 111–114
Function-driven organizations, defined, 44
Fusion PM Methodology, 308–309, 309
G
Gantt, Henry, 208
Gantt charts, 208, 211, 215, 219, 222
Gates Foundation. See Bill & Melinda Gates
Foundation (case study)
Goals
agreement on, 6–9, 122–123 (See also
Project rules)
gathering information about, 471–473
project initiation and, 90
for project management, overview, 13
of project team, 320, 327
See also Cost; Requirements; Scheduling;
Scope control
Grade vs. quality, 483
Graphing. See Measurement of progress
Ground rules
communication and, 372–373
of project team, 325–326, 326
A Guide to the Project Management Body of
Knowledge (PMBOK Guide), 494–496
H
Habitat for Humanity (case study), 355
Hiatt, Jeff, 385
Historical records, 152
Humility, 24–25
I
Identity of project team, 326–331
IDEO framework
for product development process, 53,
56–57, 69–70
for project initiation, 81–82, 89
“If it’s useful” rule, 182
“If-then” hypotheses, 97
Incremental delivery, 61–63, 62
Individuals, change by, 382
Initial schedule, calculating, 198, 208
See also Calculating of schedule
Innovation
Lean Startup innovation movement (case
study), 72–75
product development process and, 69–70
project management as platform for, 2–15
Inputs
inputs, tools and techniques, and outputs
(ITTOs), 495
Logical Framework Approach for, 99
Integrated product teams (IPTs), 273
Intention, 27
Internal labor costs, 258–259
International Institute for Business Analysis
(IIBA), 467
International Project Management
Association (IPMA), 4
Interviewing about risk, 149
Issue logs, 398–399, 399
Iteration
agile method needed for, 57
cost-schedule-scope equilibrium and
iterative development approach, 282
defined, 60–61, 61
delivering value with, 66–67
prioritizing requirements and, 63–64
producing working part of product as goal
for, 64–66
structure of, 64
See also Scrum
J
Job satisfaction, 353
Johnson, Tony, 493
Jones, Quincy, 303
Judgment, suspending, 333–334
Juran, Joseph, 483
K
Kanban boards, 309, 309
Kickoff meetings, 367–368, 372
Kingsberry, Don, 458–463
Kipling, Rudyard, 141
Kissler, Marlene, 359–361
Klamon, Virginia, 46–49
Knowledge management, 152
Known unknowns and unknown
unknowns, 144, 166
Kurien, Suku, 378–379
L
Labor
cost-schedule-scope equilibrium and adding
people to project, 272–273
duration relationship to, 197, 198
estimates, 195
estimating labor costs, 258–262
overtime work by, 279
reporting labor hours, 409–410
Law of diminishing marginal returns, 272INDEX
516
Leadership
for communication, 358, 371–372
project management as essential
skill set of, 5
project rules and, 124
project team and responsibilities for,
315, 323–324
for risk management, 167–168
scheduling as leadership opportunity, 189
for working with stakeholders, 118–119
Leading metric, 84
Lean Startup innovation movement (case
study), 72–75
The Lean Startup (Ries), 70, 72–75
Learning
continuous learning culture for project
team, 348–352
through repetition, 327
Legitimate authority, 24
Legman, Vicki, 349
Leser, Michael, 308
Level of effort (LOE), 417–418
Line management. See Functional
management
Listening skills, 331–335
Lister, Timothy, 279
Lockheed Martin Aeronautics (case
study), 377–379
Logical Framework Approach (LFA), 96–103
critical questions of, 97–100, 99
defined, 96, 97
example of, 100–101
“if-then” hypotheses in, 97
increasing business case rigor with, 84
LogFrame document and, 96
origin of, 96–97
project plan, 102–103
as tool for communication and collaboration, 100
Longest path, 205
Luke 14:28–29, 32
Lyons, Stewart, 295–296, 298, 310
M
Management
business management skills, 34
demonstrating support to project
teams, 328–329
enterprise project management and, 438
executives and functional managers,
defined, 5
management by exception precaution, 407
project charter and chain of command, 132, 133
project rules for support by, 122, 123
steering committee oversight and enterprise
project management, 439
support of, as success factor, 6–8, 11
See also Functional management
Manhattan Project, 32–33
Materials, estimating, 195–196, 262
Matrix organizations, defined, 44
Maurya, Ash, 74
Measurement of progress, 404–424
completion criteria and, 183, 184, 407, 426
cost and schedule baselines of, 421, 422
for cost performance accuracy, 409, 410
earned value reporting for, 411–419, 412,
413, 416, 420
escalation thresholds, 419–420, 420
graphing cost performance and, 410, 411
leading metric for, 84
Lean Startup and actionable metrics, 73–74
Logical Framework Approach for, 97–98
management by exception problem and, 407
PMP Exam prep questions about, 424
project charter for, 131–132
for project control, 39
for schedule performance accuracy,
404–405, 406, 407
scheduling multiple tasks and, 408, 408–409
starting early in project, 404
0-50-100 rule of, 405
Media, Entertainment, Technology, and Art
(M.E.T.A.) Life Cycles, 305–307,
306–308
See also Creative projects
Meeting management
communication within project team,
365–371, 370
face-to-face meetings, 370, 372
for high-performance project
teams, 335–337
kickoff meetings, 367–368, 372
status meetings and problem solving,
426, 427, 430
technology for, 373–374
Michelangelo, 33
Microsoft Project, 181, 218
Milestones for scheduling, 192–193, 193
See also Scheduling
Minimum viable product (MVP), 73–74
“Miracle on Ice,” teamwork and, 322
Mitigation of risk, 162–163
Music production
learning to manage, 305–309, 306–309
project management of, 302–305, 303–304
See also Creative projects
Myers-Briggs Type Indicator, 330
The Mythical Man-Month (Brooks), 272–273
N
Network diagrams
for cost-schedule-scope equilibrium,
273–274, 274
problem solving with, 426, 427
for scheduling, 191–193, 192, 201, 202,
205, 208, 221
O
Objectives, Logical Framework
Approach for, 97
Office politics, savvy needed for, 25–28
Open-ended tasks/activities, 179–181
Open task reports (OTR), 369, 370
Operations
as product development life cycle phase, 42
projects vs., 29–32
Organization, importance of, 429
Organizational change management,
389–391
Organizational structure, project management
principles and, 43–44
OrthoSpot (case study), 4, 14
Outsourcing, 278, 279, 286, 304
See also Contractors and vendors
P
Padding of estimate, 241–242, 243
Parametric estimating technique, 250–252,
254, 255, 259, 266
Peer reviews, 183INDEX
517
Peopleware (DeMarco and Lister), 279
Personal authority, 24
Personality assessment, 330
Phased estimating technique, 245–248, 248,
249, 251, 252, 265–266
Phased product delivery, 283–284
Phase gates, 54, 130, 439
Planned cost, 412
Planned value (PV), 414
Planning process, 141–312
balancing cost, schedule, and scope,
269–293 (See also Cost-schedule-scope
equilibrium)
breakdown structure for, 170–187 (See also
Work breakdown structure)
for creative projects, 294–312 (See also
Creative projects)
detailed planning model, 498, 498–506
estimating accuracy and, 238–268 (See also
Estimating)
as foundation of project, 6–9, 141–142
importance of, 141–142
planning decision point in project life
cycle, 40, 41
project plan, reviewing/approving, 112
project plan and problem solving,
426–427, 428, 429
project plan as success factor, 6–8
project planning as function of project
management, 39, 39
realistic scheduling for, 188–222 (See also
Scheduling)
risk management and, 143–169 (See also
Risk management)
Scrum method for managing agile
development, 223–237 (See
also Scrum)
See also Scheduling
PM4NGOs (case study), 4, 15
PMP Exam
passing, 493–497
PMI certification, 493
prep questions
communication, 380
cost-schedule-scope equilibrium, 293
enterprise project management
(EPM), 464
foundation principles of project
management, 50
measurement of progress, 424
product development process, 76
project initiation, 104
project rules, 139
project team, 356
quality discipline, 492
requirements, 479
risk management, 169
scheduling, 222
scope control, 403
Scrum, 237
stakeholders, 120
work breakdown structure
(WBS), 185, 187
requirements for, 494
study tips for, 494–497
See also Videos
Political savvy, 25–28
Positional authority, 24
Practical Concepts Incorporated (PCI), 96
Predictive life cycle, 59–60, 60
Preplanning activities, 189
Prioritized product backlog, 63–64
Probability theory, 156–159, 158
Problem solving, 425–430
anticipating problems, 425
defining problem for, 86–87
disaster recovery, 426–427
managing volunteers and, 429–430
organization for, 429
problem/opportunity statement, 91
project delays caused by customers, 427–428
proposed solution, 91
responsibility beyond your authority, 425–426
unrealistic expectations and, 428
Product backlog
Scrum and, 225, 230–232
work breakdown structure (WBS) vs., 174
Product development life cycle
defined, 51–52
phased estimating and, 246
phases of, 41–42, 42, 43
project life cycle vs., 42, 42–43, 43
See also Creative projects; Product
development process
Product development process
benefits of consistency for, 56
best practices for, 57–58
configuration management and, 400–402
defined, 53–56, 54, 55
IDEO framework for, 53, 56–57, 70
innovation and, 69–70
Lean Startup innovation movement (case
study), 72–75
process component of enterprise project
management (EPM), 436,
441–444, 442
product development life cycle and, 51–52
project management influenced by, 70–71
project management vs., 58
for value, 52–56
See also Deliverables; Scope control
Productivity
cost-schedule-scope equilibrium and, 272,
274, 276–278, 286
duration and, 196, 198, 198–201, 200
Product/market fit, discovery of, 74
Product owner (Scrum), 225, 226, 232
Product scope, defined, 37
Program evaluation and review technique
(PERT), 33
Program management (enterprise project
management tier), 436–440
Progressive elaboration, 130
Project charter, 40, 124–134
authority established by, 125–126
chain of command, 132, 133
as change control tool, 133–134
cost and schedule estimates, 131
deliverables, 129–131
foundation of, 134
importance of, 426
as key document, 123, 124–125
measures of success, 131–132
problem solving and, 426, 428
project manager as author of, 133
purpose statement, 126–127
reviewing/approving, 112
scope description, 127–129, 128
stakeholders, 132
writing, overview, 126INDEX
518
Project control
change management for, 381–392 (See also
Change management)
communication for, 357–380 (See also
Communication)
controlling, defined, 313
controlling scope to deliver value, 393–403
(See also Scope control)
high-performance project team for, 314–356
(See also Project team)
measurement of progress and, 404–424 (See
also Measurement of progress)
problem solving and, 425–430 (See also
Problem solving)
project status meetings and, 367, 368–370,
426, 427, 430
risk management and relationship to,
145, 145–146
Project definition
as decision point in project life cycle, 40, 41
defined, 38–39, 39
as preplanning activity, 189
risk management and relationship to,
145, 145–146
Project initiation, 78–104
analysis work needed for, 79–80, 80
designing process for, 94
impact of decision to pursue project, 78–79
Logical Framework (LogFrame) Approach
for, 84, 96–103, 97, 99, 102–103
principles of, 84–89, 85
project life cycle role of, 79
project selection and prioritization for, 89–90
using business case for, 81–84, 83, 90–93, 95
value as focus of project managers, 94–95
Project life cycle
decision points of, 40–41, 41
enterprise project management and,
442, 442–443
product development life cycle vs.,
42, 42–43, 43
role of project initiation in, 79
Project management
change management vs., 383
closing out projects, 374–375
earned value reporting and discipline
of, 416–417
evolution of discipline, 32–34
product development process as influence on, 58
product development process vs., 58
as skill, 34
specialized software for, 179, 181, 217, 218
as task within work breakdown structure
(WBS), 183, 183
Project management, advanced practices, 431–497
enterprise project management, 433–464
(See also Enterprise project
management)
improving practice with, 431–432
passing PMP Exam and, 493–497 (See
also PMP Exam)
quality discipline and, 480–492 (See also
Quality discipline)
requirements and, 465–479
Project management, overview, 1–76
art and science of project leadership, 6–8, 27
checklist for successful projects, 8–11
development process for, 51–76 (See also
Agile method)
forms available online, 507
foundations of, 29–50 (See also Foundation
principles of project management)
global change and, 4–5
goals for project management, 13
importance of project management, 2–3
OrthoSpot (case study), 14
pace of change and, 1
PM4NGOs (case study), 15
PMP Exam preparation, overview, 13
project management as essential leadership skill, 5
project manager’s duties (See
Project managers)
resources, 12–13
success factors, defined, 6–11
workplace benefits from project management, 3–4
See also Control activities; Development
process; Foundation principles of
project management; Planning process;
Project managers
Project Management Institute (PMI), 185
certification of, 493
measurement terminology of, 414, 415
on predictive development approach, 59
work of, 4
Project management office (PMO)
accountable PMO, 451–452
avoiding entropy with, 448
as center of excellence, 449
inception of, 34
organizational chart example, 452
program management office and, 451
project support office (PSO) vs., 449–451
responsibilities and authority of, 449,
450, 452–455
scaling to projects, 456
terminology of, 449
value of various forms of, 455–456
Project managers, 16–28
authority of, 18, 19, 24–25
career growth of, 455
challenges facing, 31–32
change created by, 17–18
communicating with, 362
importance of leadership for, 44–45
leadership for communication by, 358
leadership importance for, 16–17
managing volunteers, 429–430
meeting tone set by, 374
political savvy of, 25–28
as project charter author, 133
project initiation value as focus of, 94–95
responsibilities of, 38–40, 39
risk management as responsibility of, 145
Scrum and role of, 236
skills needed by, 34–36, 35
stakeholder role of, 109–110
stakeholders expectations for, 18
subject matter experts (SME) vs., 24
team building as responsibility of, 315 (See
also Project team)
team culture and, 19–23
Project-oriented organizations, defined, 44
Project portfolio management
enterprise project management and,
436–440, 445, 446
project initiation and, 81
project management office (PMO) and, 455
project selection and ranking criteria, 91–92INDEX
519
Project rules, 121–139
forms for, 123, 138
as foundation, 122–123
importance of, 121–122
overview, 77
PMP exam prep about, 139
project charter for, 123–134 (See also
Project charter)
responsibility matrix for, 123, 134–138
stakeholders, project communication,
and, 123–124
Projects, defining, 77–139
cost-schedule-scope equilibrium at project
level, 270, 271–280, 274, 275
defining project with rules, 77
essential characteristics of projects, 30
initiating project, 78–104 (See also Project
initiation)
ongoing operations vs. projects, 29–32
project rules and, 121–139 (See also
Project rules)
stakeholders and, 105–120 (See also
Stakeholders)
Project scope, defined, 37, 127
See also Scope control
Project selection (order of magnitude),
244–245, 439
Project size
earned value reporting and, 419
project management practices for, 443–444
scheduling for small projects, 218
stakeholders on small projects, 118
tasks, breaking down (See Work breakdown
structure (WBS))
Project team, 314–356
agile method and development team as
constant, 68
building positive culture with, 324–326, 326
change management roles of, 391–392
communicating with, 362 (See also
Communication)
consensus of, as success factor, 6–8
configuration management responsibility
of, 401–402
conflict management and, 321, 345–348
continuous learning by, 321, 348–352
decision making by, 321, 340–345
enterprise project management (EPM) and
people component, 436, 447–448
estimating by, 242
expertise and cost-schedule-scope
equilibrium, 276–278, 284
Forming, Storming, Norming, Performing,
and Adjourning model, 21–23, 331, 336
goals of, 320, 327
ground rules of, 325–326, 326
high-performance team framework,
overview, 318–320, 319
job satisfaction of, 353
leadership responsibilities in, 315, 323–324
listening skills and, 331–335
maturity of, 235, 344
meeting management and, 335–337
morale and, 38
overview, 314–315
personnel as challenge in managing
projects, 31
PMP Exam prep questions about, 356
problem solving by, 317, 321, 337–352 (See
also Collaboration and collaborative
problem solving)
safety and trust, 20–21
Scrum and development team, 226–227
Scrum as continuous learning
habit, 224, 352
self-managing teams, developing, 21–23
self-managing teams and Scrum, 235
stakeholder role of team, 110
status meetings with individuals of, 367
team, defined, 314
team culture and collaboration, trust,
resilience, 19, 20
team dynamics, 315–322, 319
team identity in, 326–331
team members, defined, 5
temporary nature of, 317–318
trust and, 305, 321
See also Functional management; Labor;
Leadership; Management;
Project managers
Proposals, 126
See also Business case; Cost-benefit analysis
Prosci
ADKAR (Awareness, Desire, Knowledge,
Ability, Reinforcement), 385–389
on individuals and change, 382
overview, 381, 392
3-Phase Process for organizational change
management, 389–391
Purpose statement (project charter), 126–127
Q
Quality discipline, 480–492
building into projects, 483
cost of, 481–483
grade vs., 483
for improvement of products and
processes, 481, 488
PMP Exam prep questions about, 492
quality, defined, 480, 483
quality assurance, 485–486
quality control, 485, 486–487
requirements and, 480–481, 487–488
Six Sigma standard, 484–485, 488–491
subject matter experts (SMEs) and quality
experts for, 481
upgrades vs., 484
work breakdown structure (WBS) and, 183
Quality Is Free (Crosby), 280, 284, 481, 483
R
The Radical Team Handbook (Redding), 349
Ranking criteria, 91–92
RE costs (redo, revisit, rescope, redesign,
rework, retrain, retreat), 382
Redding, John, 349
Referent authority, 24–25
Reimbursable contract, 162
Repetition, learning through, 327
Reporting period rule, 182
Reports, brevity of, 362–363
Requirements
audience for requirements and, 476–478
business analysts for, 467, 477
controlling requirements change to, 475–476
defined, 467
development activities, 471–474
development and management, overview, 465–466
enterprise requirements, 83, 467–468
iterative development changes to, 469–471
management activities, 474–476INDEX
520
PMP Exam prep questions about, 479
as product development life cycle phase, 41
product development process and, 63–64
project initiation and management
of, 82–83, 83
project management and connection
to, 466–467
quality discipline and, 480–481
scope and processes, 469, 470
solution requirements, 469
types of, overview, 468
user requirements, 468
Reserve plans. See Contingency plans, for risk
management
Resilience, 19–21
Resources
as constraint, 270 (See also Cost-schedulescope equilibrium)
enterprise project management and, 437
resource leveling, 190 (See also Scheduling)
resource managers, 111, 113–114
Response plans, for risk management,
159–165, 160, 164
Responsibility matrix, 112, 115, 134–138, 137
Reworking, cost-schedule-scope equilibrium
and, 280, 284–285
Ries, Eric, 70, 72–75
Right-to-left scheduling, 291
Risk management, 143–169
agile methods for, 146–147
analyzing and prioritizing risks, 153–159,
155, 156, 158
in business case, 93
business risk vs. project risk, 82, 147
continuous risk management, 166–167
defined, 94
developing response plans, 159–165,
160, 164
establishing contingency and
reserve, 165–166
framework of, 147–167
identifying risks, 149–153, 151
known unknowns and unknown
unknowns, 144
leadership for, 167–168
Murphy’s Law of, 150
overview, 147–148, 148
perspective and, 150
planning for ongoing risk control, 148–149
PMP Exam prep about, 169
as preplanning activity, 189
as primary job of project managers, 145
problem solving, 428
project initiation and, 82, 89
relationship to project definition, project
planning, and project control,
145, 145–146
risk analysis, 153–159, 155, 156, 158
Risk Analysis template form, 168
risk examples, 143–144
risk profile for, 150–152, 151
Risk Register form, 163, 164, 168
stakeholder management as, 108
Roebling, John and Washington, 33
Rosenberg, Leon, 96
Rough order of magnitude (ROM), 244–245
Running Lean (Maurya), 74
S
Scaling, 74
Scheduling, 188–222
in business case, 93
calculating, 199, 201–208, 203–205
compressing, 280
estimating schedules, 152–153
estimating work packages, 195–201,
196–200, 427
finish-to-start relationship and,
193–194, 194
identifying task relationships,
190–194, 192–194
importance of realistic planning, 188
integrating change management activities,
383–384, 384
labor and duration relationship, 197, 198
as leadership opportunity, 189
managing float with, 202, 203–204, 205,
207, 208, 209, 212–213, 214, 217
of meetings, 367
milestones for, 192–193, 193
planning steps, overview, 190
preplanning activities, 189
productivity and duration relationship, 196,
198, 198–201, 200
project charter and schedule estimate, 131
project success and, 36
reporting period rule, 182
right-to-left scheduling, 291
schedule performance index (SPI), 415
schedule variance percent (SV%), 415
schedule variance (SV), 415
work breakdown structure importance to, 190
See also Cost-schedule-scope equilibrium;
Measurement of progress; Project
management office (PMO); Risk
management; Work breakdown
structure (WBS)
Schmidt, Jeremy, 296, 310
Schmidt, Terry, 84, 96–103
Scope control, 393–403
change control process, 394–396, 395
change thresholds and change boards
for, 397–400
communication and, 327
configuration management for, 395, 400–402
control documents for, 396–397
expectations and, 393–394, 402
forms for, 402
issue logs, 398–399, 399
iteration for reducing scope, 66–67
PMP Exam prep questions about, 403
product scope and project scope, defined,
36, 129, 281
project rules for, 122, 123
project success and, 36
requirements, scope, and processes, 469, 470
scope creep and, 127
scope description in project charter,
127–129, 128
scope in business case, 93
as success factor, 6–8, 10–11
work breakdown structure (WBS) for, 175
See also Cost-schedule-scope equilibrium
Scrum, 223–237
activities before/during/after sprint,
227–230
for agile method, 223–237
in creative projects, 301
daily Scrum, 228
defined, 70INDEX
521
development team and, 226–227
effectiveness of, 235
as framework, 225
for incremental delivery, 223–234
origin of, 236
overview, 225
PMP Exam prep questions about, 237
product backlog and, 225, 230–232
product owner and, 225, 226, 232
project team communication with, 371
Scrum master for, 225, 226
sprint, defined, 225
stakeholders and, 227
structuring iteration with, 64
task boards and burndown charts for,
232–235, 233, 234
for team management and customer
feedback, 224
Scura, Matthew, 296, 310
Seattle, City of, 147
Seattle Children’s Hospital and Regional
Medical Center (case study), 46–49
Seattle Mariners Baseball Park (case study),
287–290, 288
Seldman, Marty, 25
Self-managing teams
developing, 21–23
Scrum and maturity of, 235
See also Project team
Senge, Peter, 352
Sequence constraints, 191
Shonkwiler, Grant, 299, 301, 310
Six Sigma standard, 484–485, 488–491
Slack, 202
See also Float
Software Engineering Institute (SEI, Carnegie
Mellon University), 58
Continuous Risk Management
Guidebook, 152
on recording risk, 154
Sponsors
communicating with, 361
customers and funding, 115
enterprise project management and, 439
management’s stakeholder role as, 111–112
problem solving and, 426
project charter signature by, 126
Sprints
defined, 225
Scrum activities before/during/after
sprint, 227–230
See also Iteration; Scrum
Stakeholders, 105–120
affected, 106, 106–107, 118
change boards, 397–400
change control process and, 395–396
communicating with, 361–362
customer interaction in development
process, 65
customers and end users as, 51, 114–115,
224, 361, 427–428
customers as, 114–115
decision making by, 116–118
defined, 18
engagement of, 106, 106–107
expectations of value from, 37–38
external sources of, 117–118
Fast Foundation Stakeholder Analysis
form, 108, 119
importance of identifying stakeholders, 105–106
leadership and, 118–119
management as, 111–114
PMP prep questions about, 120
project charter and, 132, 136
project initiation and involvement of,
85–86
project managers as, 109–110
project rules, project communication,
and, 123–124
project team members as, 110
risk management role of, 149
roles of, overview, 109
Scrum and, 227
stakeholder management as risk management, 108
types of, 86
user requirements, 468
See also Change management;
Communication
Start-to-start (SS) relationships, 194
Statement of Work (SOW), 124
Status meetings, 367, 368–370, 426, 427, 430
Status reports
for enterprise project management, 445
problem solving and, 428
Subject matter experts (SMEs)
project managers vs., 24
quality and, 481
Summary tasks
defined, 171–174, 172–174
wording of, 179, 185
work packages as subordinate tasks of, 179
See also Work breakdown structure (WBS)
Swivel, DJ (Jordan Young), 304–305, 310
Syncroness, 69
Systematic testing, 183
System development life cycle (SDLC), 59
T
Task boards, 232–235, 233
Task lists, 171
See also Work breakdown structure (WBS)
Team members. See Project team
Technical skills, 34
Technology
for communication, 373–374
as component of enterprise project
management (EPM), 436, 444–447, 446
Test team, 487
3-Phase Process (Prepare Approach, Manage
Change, Sustain Outcomes;
Prosci), 389–391
Tiers of tasks. See Work breakdown
structure (WBS)
Timebox, 227–230
Time issues
timeliness of communication, 363
time-scaled networks, 202, 205, 208, 213
See also Cost-schedule-scope equilibrium;
Planning process; Scheduling
Top-down estimating (apportioning), 248–249,
249, 252, 253
Traceability, 476
Trigger events, 161
Triple-constraint, 36
Trust
project manager’s role and, 19–21
project team and, 305, 321
Truth, 27–28
Tuckman, Bruce, 21–23
Tynet, Inc. (case study), 265–267, 266INDEX
522
U
United States Agency for International
Development (USAID), 96
Unknown unknowns and known
unknowns, 144, 166
U.S. Department of Defense (DoD), 414
Users. See Stakeholders
V
Value
delivered by successful projects, overview, 6
iteration and delivery of, 66–67
product development process and, 52–56
stakeholder expectations of, 37–38
Variance at completion (VAC), 413
Versatile Company website
downloadable forms of, 12, 507
PMP Exam preparation, overview, 13
Project Business Case template, 95
videos of, 12, 13, 218
See also Forms; PMP Exam; Videos
Viability (IDEO framework), 53, 56–57,
69–70
Video games
learning to manage, 305–309, 306–309
project management of, 295–299, 297–298
See also Creative projects
Videos
Calculate a Schedule, 202
Compress the Schedule, 280
Opportunity Management, 167
Organizing for Project Management, 44
overview, 12, 13, 218
Project Cost Target, 263
project management software, 181, 218
Project Selection, 90, 92
Work Breakdown Structure, 185
Virtual teams, communicating with, 365,
370, 371–374
Vision, strategic, 27
Volunteers, managing, 429–430
W
Waterfall method
agile method vs., 17, 43, 58–59, 67–69
as predictive development
approach, 59–60, 60
Williams, Pharrell, 303
“Winning Cooperation from Supporting Team
Members” (Kissler), 359–361
Work breakdown structure (WBS), 170–187
on agile projects, 174
building, 175–177
cautions about, 185
communicating goals and scope of
project, 327
completion criteria of, 183, 184, 407, 426
consistency in development process and, 56
contractors/vendors as providers
of, 185–186
defined, 170, 171, 172
deliverable-oriented work breakdown
structure (WBS), 185
earned value reporting and, 417–418
estimating and, 248, 249, 254, 262
importance of, 170
importance to scheduling, 190
PMP Exam prep questions about, 185, 187
product backlog vs., 174
project management as activity of, 183, 183
quality and, 183
software for, 179, 181
success of, 177–181, 178–180
summary tasks and work packages, defined,
171–174, 172–174
uses of, 171
work package size and, 181–185
Work packages
defined, 171–174, 172–174, 190
estimating, 195–201, 196–200
problem solving and work package
estimates, 427
reevaluating, 217
as subordinate tasks of summary tasks, 179
as subprojects or groups of activities, 185
task relationships between, 191, 192
wording of, 179
See also Scheduling; Work breakdown
structure (WBS)
Y
Young, Jordan “DJ Swivel,” 304–305, 310
Z
0-50-100 rule, 405
Ziesmer, Jerry, 296


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