Project management in practice

M. Daud Alam · Uwe F.  Gühl ProjectManagement in Practice A Guideline and Toolbox for Successful Projects Project-Management in Practice M Daud Alam • Uwe F GRuhl Project-Management in Practice A Guideline and Toolbox for Successful Projects 123 Uwe F GRuhl Stuttgart Germany M Daud Alam Sindelfingen Germany Translation from the German language edition “Projektmanagement für die Praxis” c Springer-Verlag 2016 All Rights Reserved ISBN 978-3-662-52943-0 DOI 10.1007/978-3-662-52944-7 ISBN 978-3-662-52944-7 (eBook) Library of Congress Control Number: 2016958810 © Springer-Verlag GmbH Germany 2016 This work is subject to copyright All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed The use of general descriptive names, registered names, trademarks, service marks, etc in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made Printed on acid-free paper This Springer imprint is published by Springer Nature The registered company is Springer-Verlag GmbH Germany The registered company address is: Heidelberger Platz 3, 14197 Berlin, Germany This book is dedicated to Nafisa Alam, Micha A., our families, and our friendship Foreword This is an excellent book for everyone who wants to find out more about project management Written using the authors’ wide-ranging experiences solving real-life problems and their many years training students and lecturing, this book is a well-structured approach, complete with practical steps to facilitate all project management tasks Each chapter starts with a set of learning objectives and ends with a summary of the relevant findings In between, you find descriptions of sample problems taken from the automotive and IT sectors as well as content illustrating typical project phases, advice on strategies, practice examples, document templates, checklists to work through, and many well-illustrated solutions and practical tips As well as providing an introductory theory on project management, the book also offers the tools readers need to bring their own projects to a successful conclusion Although an introductory text, more experienced project management practitioners can also benefit from the interesting content, templates, and checklists which will help them to implement their project practices in even more successful ways I highly recommend this interesting and neatly constructed book to all beginners who are looking for their first introductory book on project management Associate Prof in Computer Engineering Kasetsart University Bangkok, Thailand October 2015 Arnon Rungsawang vii viii Foreword Project management is nothing new One might even get the idea to ask if the world actually needs another book on the subject of project management I believe that the answer to this question is: Absolutely! Because of the increasingly tough competition and the trend of shortening product cycles, projects in the economy have witnessed major changes The resources provided (time, money, capacity) have reduced, the participants and stakeholders in a project are spread over different regions around the world, and the desired objectives should be achieved more reliably than ever before It is, therefore, essential to know clearly what the expected result of the project is and how it should be measured A clear structuring into project phases as well as the definition of milestones are required to control the project and its progress The monitoring or controlling therefore has to focus on the really relevant aspects The effort to control and the related reporting activities to the budget manager and customer must be in reasonable relation to the effort spent for the functional handling of the project One way this can be achieved is by being efficient Another way, which is even more important, is by keeping the people involved in the project motivated The goal-oriented monitoring of the progress of the project shows sometimes that the approach chosen was not optimal Then, on proceeding further, possibly even milestones defined have to at least be questioned and often completely redefined Addressing and handling of failures or mistakes openly are thus of major importance for the success of a project The recognition of this situation allows the initiation of steps to analyze the root cause and to modify the project Project management today does not only have to cover the necessity of adapting the project to the current boundary conditions in a flexible way anytime, it furthermore has to include measures for the successful achievement of objectives, and all of this in a shorter period of time The additional benefit of this book is the practice-oriented approach which provides the project manager flexibly applicable means to manage any project and meet the growing demands successfully Director Corporate Audit, Audit Operations, Daimler AG Sindelfingen, Germany March 2016 Dr Gritt Ahrens Preface In our daily professional, as well as in our private life, we deal with projects We work as project managers and impart corresponding knowledge During our project management training and lectures, for example, at the Chamber of Industry and Commerce Stuttgart, Pforzheim University, at Kasetsart University in Bangkok, Thailand, we noticed that there is a need for a book related to practice that could be used as a toolbox for project management as well The objective of this book is not only to introduce the topic in theory but to offer the reader the required tools for practice The most important terms and phases of project management are explained following certain standards The book deals with cross project comprehensive topics and specific contents related to project phases Tips and hints, examples, templates, and checklists as well as problems and solutions from project practice in the automotive industry and IT complete the contents This should enable a good and fast approach to the project management topic, and it should enable the successful execution of the project This book is intended for: • Beginners who would like to acquire initial skills in and understanding of project management • Participants in further project management training looking for instructional material • People interested in project management who would like to prepare for their first project in the best possible way • Project management experts who would like to learn additional aspects and who would like to use templates and checklists for even more successful projects This book offers the following: • It is practice oriented This book combines practical experience in projects over many years with relevant theories about project management This should facilitate the proper use of theoretical knowledge In addition to extensive explanations concerning relevant topics from project management, practical support is offered in terms of examples, templates, and checklists ix x Preface • Examples for methods This book describes methods that could be used in different phases of the project, depending on the prevailing conditions • Objectives and results At the beginning of each chapter, the learning targets are listed At the end of each chapter, the corresponding insights are summarized We would like to thank our families Their support has made this book possible We would especially like to thank Christian Kücherer for his painstaking examination of this book and his excellent notes and comments Special thanks for their support, reviews, and constructive critique to Diana, Marina, and Nadia Alam, Clara Baker, Micha A Bohnet, James Brucker (Instructor at Kasetsart University), Martin Carr, Winfried Erb (Director of the company Consens-Training Erb), Miguel Freire Gomez, Prof Dr.-Ing Guido Kramann (Professor at the Brandenburg University of Applied Sciences), Angela and Terry Lions, Nicole Merkel-Hilf, Dagmar Michels, Ebba Rauch, and Sabine Willmann Special thanks for the excellent support in proofreading this book to Edward Bruce Duhigg Sindelfingen, Germany Stuttgart, Germany June 2016 M Daud Alam Uwe F Gühl Contents Introduction 1.1 Definitions 1.2 Successful Projects 1.3 Process Models 1.4 Overview 1.5 Summary Problems References 1 8 Comprehensive Topics 2.1 Requirements 2.1.1 Objective of Requirements Engineering 2.1.2 Projects and Requirements 2.1.3 Identification of Requirements 2.1.4 Management of Requirements 2.2 Project Culture 2.2.1 Objectives of the Project Culture 2.2.2 Outward Effect of a Project 2.2.3 Inwards Effect of a Project 2.2.4 Decision Culture 2.2.5 Learning in the Project 2.2.6 International Projects 2.2.7 Failure 2.2.8 Checklist 2.3 Communication 2.3.1 Objectives of Communication 2.3.2 Aspects of Communication 2.3.3 Good Communication 2.3.4 Communication as a Task for the Project Manager 2.3.5 Glossary 2.3.6 Communication Plan 2.3.7 Project Meetings 2.3.8 Means of Communication 11 11 11 12 12 15 16 16 17 18 19 20 21 22 22 23 23 24 25 26 28 29 31 32 xi Solutions 155 Problems from Chap 3.1 Project Objectives (a) How is a project objective to be understood? The project objective describes what a project will accomplish, the expected outcome It should be the answer for the following questions: • • • • What should be achieved? When should it be achieved? How much should be achieved? Where should it be achieved? (b) Why are project objectives important? Unclear project objectives increase the risk that a project fails, as there is no common understanding If there are unclear, too ambitious, or even contradictory ideas from the initiators of a project, an alignment is required to identify a joint project objective (c) What should be considered in describing project objectives? • The goals should be quantifiable: make goals measurable • Define the scope with non-goals: what should not be achieved? (d) What methods can be used to identify project objectives? • Brainstorming • Mind mapping 3.2 Environment Analysis (a) What methods can be used to an environment analysis? • RACI matrix • Mind mapping (b) What are possible issues when doing an environment analysis? • An insufficient communication policy causes missing or wrong information • Hidden agenda: people concerned about the project not talk frankly about their concerns, objections, and expectations 156 Solutions (c) What is the difference between an environment analysis and risk analysis? • The environment analysis investigates the attitude of people who influence a project • Risk analysis considers and evaluates (monetary) potential damage caused by risk 3.3 Milestones (a) What is a milestone? • An occasion with a special significance • A sub-ordinate target with important project results (b) Why are milestones required in a project? • To check during project execution at specific points of time if planned goals have been reached or can be reached • Milestones define measurable criteria to approve activities • Milestones make it possible to divide a project into phases This supports a target-oriented common proceeding 3.4 Project Plan What are the most important plans summarized in the project plan? Explain them briefly • Work breakdown structure (WBS) The WBS divides a project and describes its contents and scope • Time schedule The time schedule arranges the work packages identified in the WBS to a realistic project procedure • Resource plan and cost schedule The resource plan and cost schedule identifies the resources required for processes, working products, and subprojects and presents the estimated costs thereby incurred 3.5 Work Breakdown Structure (WBS) Why is a work breakdown structure needed? The work breakdown structure (WBS) is the basis for following topics: • Distribution of responsibilities in the project – The WBS divides the project aim into operative goals for the project members – The WBS makes it possible to define clearly the scope of tasks and to assign them to project members Solutions 157 • Estimation of time needed and project costs – The creation of the WBS results in transparency for the whole scope of the work – This transparency is a prerequisite to estimate the required time and the costs • Project control – The WBS facilitates early and directed reaction to any trouble in the course of the project, delays, capacity bottlenecks, and budget overruns – Additionally, the WBS supports in regular evaluation of project risks • Structuring of the project documentation The WBS could be used as structure principle of the project documentation, reporting systems, and the agenda of project status meetings 3.6 Work Breakdown Structure (WBS): Evaluation (a) What are the advantages of a WBS? • • • • • Assignment of responsibilities Basis for estimations of the project duration and the project costs Basis for project control Basis for project documentation Assessment of risks is made easier (b) What are the limitations of a WBS? • No time display of the chronology of work packages within the project • No overview about the work load of the project resources 3.7 Resource Plan and Cost Schedule What is the benefit of a resource plan and cost schedule? • It offers transparency by exposing the costs of a project • Based on the demand of resources and financial means, requested by estimations of procedures, work packages, and subprojects, the complete project costs could be estimated 3.8 Project Organization (a) List the project organization forms you know: • Pure functional project organization (following division, departments) • Functional project organization Synonyms: influence project organization, influence project management, project coordination • Matrix project organization Synonym: matrix project management 158 Solutions • Pure project organization Synonyms: pure project management, task force • Project society (b) What questions should a project organization chart answer? • Who is the principal? • Who is the project manager? Who are the subproject managers? Who are the people responsible for the work packages? • Who is reporting to whom? • Who accepts what results? 3.9 Project Organization: Evaluation (a) Is a line organization appropriate to execute a project? A line organization normally is inappropriate to execute projects The reason is line organizations are: • Ideal to perform periodic business cases • Not flexible enough for a fast reaction on problems and on need for changes (b) What are the advantages of a project organization? • There is a clear managerial responsibility and decision-making authority of the project manager to effectively implement a project • A high identification of the project team with the project is possible • Conflicts not have to be solved using hierarchies of the line organization 3.10 Project Control (a) What is understood by project control? The objective of the project control is to follow the actual course of the project concerning costs, dates, and results as far as possible consistent with the planned course (b) What is a prerequisite for project control? The basis for a target-performance comparison is the project plan (c) What is comprehended by project control? • Target-performance comparison with cause analysis if variations occur • Evaluation of the consequences of new findings and (positive or negative) events affecting the progress of the project • Planning, developing, executing, and controlling of operation of (corrective) activities • Update of the planning and analysis of the further progress of the project Glossary Note: All the project management standards following DIN 69901-5:2009 follow the project management glossary from the “Projekt Magazin” (Angermeier, Georg; URL: https://www.projektmagazin.de/glossar/) Balanced Scorecard Concept to measure, document, and control the activities of a company or organization related to its vision and strategy It usually covers a financial, customer, process, and potential perspective Bar Chart Synonym: bar diagram Diagram to show the time schedule of a project The duration of a work package is visualized by the length of a bar in the timeline The bars can show both target data and actual data Events correspond to points in time Best Practice Within a benchmark process, the theoretical or technical best possibility is not sought Instead the products or services are compared that are offered on the market, with respect to common quality criteria The winner is called “Best Practice” BoM Bill of material CAPM Certified Associate in Project Management CCB Change Control Board Closure Phase The last project phase brings the final project activities together Coaching Coaching is an umbrella term for different consulting methods Related to project management, a coach functions as an accompanying consultant who supports the project manager by sharing his experiences © Springer-Verlag GmbH Germany 2016 M.D Alam, U.F Gühl, Project-Management in Practice, DOI 10.1007/978-3-662-52944-7 159 160 Glossary COCOMO Constructive cost model Algorithmic cost model to estimate costs and efforts in the software development Communication The exchange of information to share experiences or to find problem solutions, among those involved in the project, especially within the project team Communication Plan A communication plan describes the communication paths, escalation paths, and information paths within the project It is the basis for the regulated and structured information exchange within the project Controlling Controlling covers the processes and rules that within the project management ensure the achievement of the project goals Cost-Benefit Analysis It is a nonmonetary valuation method from the domain of cost accounting The aim is the comparison of nonmonetary subgoals to be able to decide between several alternatives Cost Schedule The cost schedule is the depiction of the expected arising expenses for the project It is part of the project plan Creativity Techniques Methods to stimulate creativity for new solution approaches Crisis A crisis is an unplanned difficult decision situation Critical Path Within the network technique, the critical path describes the longest duration of a sequence of operations If an operation on the critical path is delayed, the total duration of the project is delayed as well Effort Estimation Estimation of the required effort to execute a work package (assuming 100 % “pure project work”) GPM GPM Deutsche Gesellschaft für Projektmanagement e V ICB IPMA Competence Baseline International project management standard and central reference of the GPM IPMA International Project Management Association IT Information technology Glossary 161 KISS Principle KISS stands for Keep it short and simple1 : use the simplest solution possible KPI Key performance indicator Magical Triangle The magical triangle of project management represents three key objectives of a project that interact These are, first, the quality2 requested for the project goal; second, the time that might be spent on the project; and third, the costs If one objective changes, then one or both other objectives will change as well Method A method is the path to the goal Method originally means (from Greek) “path”, that is, in choosing a method one tries to find a way to reach a given objective Milestone Synonyms: Stop-or-Go point, quality gate, or review point A milestone is a significant point or event in the project MTA Milestone trend analysis NCB National Competence Baseline Network Technique Procedure for calculating the earliest possible starting time and the latest necessary end time of the work packages Non-goal Non-goals are there to differentiate: they explicitly describe what should not be reached in the project PCR Project closure report PDCA Plan, Do, Check, Act Performance Specification Synonyms: feature specification, functional specification, specification sheet, or technical specification document It is the plan worked out by the contractor on how to implement the tender specification handed over by the customer PgMP Program Management Professional There are also other meanings like Keep it simple and smart In literature sometimes quality is replaced by scope and contents 162 Glossary Planning Phase The planning phase comprises planning activities and the determination of the project organization This project phase is completed when the project plan is approved and a kickoff has been executed PMBOK Project Management Body of Knowledge PMBOK-Guide Guide to the Project Management Body of Knowledge PMI Project Management Institute PMO Project Management Office PMP Project Management Professional PRINCE2 Projects in Controlled Environments Process A process has a defined start with an event or an input and a defined end with an output It describes a flow of activities, optional with intermediate status Project A project is an intent, characterized by uniqueness of conditions in their totality Project Closure The project closure is the administrative and technical end of a project It means the termination of all activities related to the project Project Controlling The project controlling covers the data collection, the analysis and evaluation of deviations of the plan, the preparation and planning of corrective measures, as well as the management and implementation of these measures Project Culture The totality of the behavior of the people involved in a project, affected by knowledge, experience, and tradition, and also how it is appraised by the project environment Project Documentation It covers the compilation of selected substantial data concerning configuration, organization, resources, approaches, schedule, and aims achieved of the project Project Goal Synonyms: project aim or project objective A project goal is the totality of specific objectives that should be reached by the project Project Management Project management comprises the coordination of people and the optimal use of resources to reach project goals Project Manager Synonym: project lead Glossary 163 The project manager commits to the principal the achievement of the project goals as defined in the project order Therefore, he plans and controls the project Project Office Synonym: project management office (PMO) Role in a project that supports the project manager, mainly administratively, for example, in creating and maintaining a project handbook, organization of meetings, etc Project Order Synonyms: order, project brief, project charter, or project order definition A project order is a contractual document With it a contractor is instructed to deliver services as agreed for a corresponding compensation by a principal Project Organization The project organization is a totality of the organization entities and the rules for the structural and procedural organization to execute a particular project Project Phase A project phase is a temporal section in the course of a project that is separated objectively from other sections Project Plan The project plan is the totality of all existing plans in a project QM Quality management RACI Responsible, Accountable, Consulted, Informed Realization Phase Synonyms: execution phase or implementation phase This project phase covers all the activities to achieve the defined project objectives Requirements Engineering Requirements engineering ensures that all requirements in the project are known and documented as well as that sufficient agreement with the stakeholders concerning these requirements has been reached Resource Resources execute the project tasks There are personnel and material resources Resource Plan The resource plan describes what personnel costs and material costs are required to master the project It is part of the project plan Risk Management It covers the elimination, avoidance, or reduction of project risks RUP Rational Unified Process 164 Glossary Scope Management The scope management ensures that based on the project objectives, the project scope is defined, prepared, and implemented All related tasks are listed usually in the work breakdown structure Soft Skills Synonym: social competence Soft skills are interdisciplinary competences in one’s behavior and dealing with others They complement professional abilities and qualifications Stakeholder A stakeholder is everyone who could influence a project, is concerned by a project, or is interested in a project Steering Committee Synonyms: review board or steering board The steering committee is the supervisory body of a project Members of the steering committee are the principal, typically as chairman, and the key stakeholders from the internal organization Strategy Phase The fundamental, initial project phase comprises typically of the analysis and clarification of the problem situation and is completed with a project order Task List Synonyms are: Action item list or To list Typical results of project meetings are information, results, decisions, and tasks Tasks should be documented in a task list, in which every task has a description of the activities to be done, the actual person responsible, and the deadlines If regularly updated, the task list always shows the open points at the current time Tender Specification Synonyms: book of specifications, requirements document, requirements specification, or requirements specification document The tender specification describes the totality of the requirements of a customer applying to supplies and services of a contractor within an order (DIN 699015:2009) Time Schedule The time schedule is a graphical representation of the duration of several work packages in a project, for instance, in the form of bar charts or flowcharts It is part of the project plan Trend Analysis In the project management area, this is a mathematical technique to predict future results based on historical data Therefore, variances in the cost and in the operational process are recorded WBS Work breakdown structure Work Breakdown Structure It is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables It is part of the project plan Glossary 165 Work Package A work package is the smallest entity of a work breakdown structure that can be located at any project structure level WP Work package Index 90% trap, 108 Acceptance, 114 Action item list see Task list Agile project management, 56, 105, 124 Alignment, 100 Analysis of profitability, 65 Audit, 42, 111 Balanced scorecard, 65, 159 Bar chart, 88, 159 Bar diagram see Bar chart Best practice, 41, 159 Bidirectional communication, 29 Bill of material, 79 Book of specifications see Tender specification Bottom up, 84 Brainstorming, 46 Brainstorming paradox see Problem statement reversal Card technique, 47 CCB see Change Control Board Certification, 123 Change Control Board, 16 Change management, 110 Change request, 12, 15, 72, 108, 110 Checklist, 72, 102, 112, 117 Closure phase, 117 Planning phase, 102 Realization phase, 112 Strategy phase, 72 Circle, 51 Closure phase, 114, 119 Checklist, 117 Coaching, 42, 159 COCOMO see Constructive cost model Communication, 24, 104, 160 Communication model see Communication plan Communication plan, 24, 29, 160 Completion stage see Closure phase Conceptional phase see Strategy phase Conflict management, 18, 110 Constructive cost model, 91, 160 Content-related progress, 108 Continuous process of improvement, 41 Controlling, 106, 160 Cost estimation, 91 Cost schedule, 74, 90, 160 Cost-benefit analysis, 65, 160 Creativity techniques, 46, 58, 160 Crisis, 43, 160 Critical path, 87, 160 Daily scrum, 107 Decision culture, 19 Deductive procedure, 84 Delphi method, 91 DIN, Dissolving, 116 Documentation, 32 effective, 109 efficient, 109 Effort estimation, 160 Empowerment, 20 Environmental analysis, 58 Escalation, 29, 110 Execution phase see Realization phase Executive see Principal © Springer-Verlag GmbH Germany 2016 M.D Alam, U.F Gühl, Project-Management in Practice, DOI 10.1007/978-3-662-52944-7 167 168 Failure, 22, 110 Feature specification see Performance specification Final documentation, 116 Finalization stage see Closure phase Flashlight, 51 function oriented, 79 Functional project organization, 94 Functional specification see Performance specification Fundamental test process, 42 Genba principle, 41 Glossary, 1, 28, 159 ICB, 5, 160 Implementation phase see Realization phase Inductive procedure, 84 Influence project management see Functional project organization Influence project organization see Functional project organization Initial phase see Strategy phase International projects, 21 IPMA, 5, 123, 160 Kano model, 14 Kickoff, 100 KISS principle, 41, 161 Learning organization, 35, 40 Lessons learned, 41, 116 Liquidation see Dissolving Magical triangle, 75, 161 Main goals, 63 Matrix project management see Matrix project organization Matrix project organization, 94 Means of communication, 32 Measurement criteria, 42 Meeting Principal, 29 Project meeting, 31 Steering committee, 29 Mentor principle, 21 Method, 46, 161 Method 635, 49 Milestone, 87, 104, 161 Index Milestone plan, 87 Milestone trend analysis, 111 Mind mapping, 48 Minutes, 31 Mistake, 21 Nearshore, Network technique, 88, 161 Critical path, 87, 160 Non-goal, 62, 161 object oriented, 79 Offshore, One pager see Project profile One point inquiry, 51 Onshore, Optimization, 98 Order see Project order Pair principle, 18, 26, 98 PDCA, 21, 41, 161 Performance specification, 56, 71, 161 Personnel and resource plan see Resource plan Personnel planning, 90 Plan alignment, 100 Plan optimization, 36, 98 Planning phase, 73, 119, 161 Checklist, 102 Planning Poker, 91 PMBOK, PMI, 123 PRINCE2, 5, 123 Principal, 66, 95 Meeting, 29 Problem statement reversal, 48 Problems, 8, 53, 119 Comprehensive topics, 53, 154 Communication, 53, 154 Documentation, 53, 154 Quality, 53, 154 Risk management, 53, 154 Introduction, 8, 153 Project phases, 119, 120, 155 Planning phase, 120, 156–158 Realization phase, 120, 158 Strategy phase, 119, 155 Process, 15, 111, 162 Process model, process oriented, 79 Profitability analysis, 65 Project, 2, 162 Index Project aim see Project goal Project boards, 95 Project brief see Project order Project charter see Project order Project close down see Closure phase Project closure, 36, 114, 162 Project communication see Communication Project completion see Closure phase Project contract see Project order Project control activities, 109 Project controller, 107 Project controlling, 106, 162 Trend analysis, 111 Project coordination see Functional project organization Project culture, 16, 162 Project documentation, 34, 162 Project goal, 12, 19, 62, 77, 102, 161, 162 Project handbook, 37 Project kickoff, 100 Project lead see Project manager Project management, 2, 162 agile, 56, 105, 124 Certification, 123 Standards, Success factors, Templates, 127 Project Management Institute, Project management office, 96 see Project office Project management standards, Project manager, 18, 26, 67, 94, 95, 162 Project manual see Project handbook Project meeting, 19, 31 Project monitoring, 107 Project objective see Project goal Project office, 37, 163 Project order, 12, 56, 57, 66, 163 Project order definition see Project order Project organization, 67, 76, 94, 163 Functional project organization, 94 Matrix project organization, 94 Project society, 94 Pure functional project organization, 94 Pure project organization, 94 Project phase, 11, 55, 163 Closure phase, 114, 119 Planning phase, 73, 119 Realization phase, 102, 119 Strategy phase, 57, 119 Project plan, 73, 74, 163 Cost schedule, 74, 90 Resource plan, 74, 90 Time schedule, 74, 85, 164 169 Work breakdown structure, 74, 76 Project preparation phase see Strategy phase Project profile, 37, 68 Project progress, 108 Project roles, 95 Project society, 94 Project team, 95 Pure functional project organization, 94 Pure project management see Pure project organization Pure project organization, 94 Quality, 39 Quality gate see Milestone Quality guideline, 41 Quality management, 39, 40 Quality processes, 41 RACI, 61, 96 Rational Unified Process, Realization phase, 102, 119, 163 Checklist, 112 Requirements, 11 Change, 15 Identification, 12 Management, 15 Requirements change, 76 Requirements definition, 12 Requirements document see Tender specification Requirements engineering, 12, 163 Requirements management, 12 Requirements specification see Tender specification Requirements specification document see Tender specification Resource, 73, 75, 76, 90, 115, 163 Resource plan, 74, 90, 163 Return on investment, 65 Review board see Steering committee Review point see Milestone Reviews, 41 Risk management, 43, 110, 163 RUP, Scope management, 63, 67, 102, 163 Scrum, 7, 107 Secondary goals, 63 Situation analysis, 57 SMART, 63 Social competence see Soft skills 170 Social mixture, 97 Soft skills, 16, 164 Solutions, 153 Comprehensive topics, 154 Communication, 154 Documentation, 154 Quality, 154 Risk management, 154 Introduction, 153 Project phases, 155 Planning phase, 156–158 Realization phase, 158 Strategy phase, 155 Specification sheet see Performance specification Sponsor see Principal Stakeholder, 15, 29, 58, 60, 164 Stakeholder analysis see Environmental analysis Standards, Steering board see Steering committee Steering committee, 94, 96, 164 Meeting, 29 Stop-or-Go point see Milestone Strategy phase, 57, 119, 164 Checklist, 72 Subgoal, 63 Success factors, Index Tailoring, Target-actual comparison, 107 Task force see Pure project organization Task list, 32, 164 Technical specification document see Performance specification Templates, 127 Tender specification, 56, 68, 164 Time schedule, 74, 85, 164 To list see Task list Top down, 84 Traffic light logic, 109 Transparency, 42 Trend analysis, 111, 164 V Model, V Model XT, Water fall model, Work breakdown structure, 74, 76, 164 function oriented, 79 object oriented, 79 process oriented, 79 Work package, 77, 78, 127, 165 Wow effect, 14 ... Beginners who would like to acquire initial skills in and understanding of project management • Participants in further project management training looking for instructional material • People interested.. .Project- Management in Practice M Daud Alam • Uwe F GRuhl Project- Management in Practice A Guideline and Toolbox for Successful Projects 123 Uwe F GRuhl Stuttgart Germany M Daud Alam Sindelfingen... Projektmanagement e V (GPM) [8] The IPMA develops and promotes project management and has defined an international project management standard named ICB [11] – PRINCE2 Originally, PRINCE (Projects in