Effective project management

Effective Project Management Effective Project Management Traditional, Agile, Extreme, Hybrid Eighth Edition Robert K Wysocki Effective Project Management: Traditional, Agile, Extreme, Hybrid, Eigth Edition Published by John Wiley & Sons, Inc 10475 Crosspoint Boulevard Indianapolis, IN 46256 www.wiley.com Copyright © 2019 by John Wiley & Sons, Inc., Indianapolis, Indiana Published simultaneously in Canada ISBN: 978‐1‐119‐56280‐1 ISBN: 978‐1‐119‐56278‐8 (ebk) ISBN: 978‐1‐119‐56273‐3 (ebk) Manufactured in the United States of America 10 No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per‐copy fee to the Copyright Clearance Center, 222 Rosewood 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included in the version you purchased, you may download this material at http:// booksupport.wiley.com For more information about Wiley products, visit www.wiley.com Library of Congress Control Number: 2019934646 Trademarks: Wiley and the Wiley logo are trademarks or registered trademarks of John Wiley & Sons, Inc and/or its affiliates, in the United States and other countries, and may not be used without written permission All other trademarks are the property of their respective owners John Wiley & Sons, Inc is not associated with any product or vendor mentioned in this book About the Author Robert K Wysocki, Ph.D., has more than 50 years of combined experience as a project manager, business analyst, business process consultant, information systems manager, systems and management consultant, author, and training developer and provider He has written 26 books on project management and information systems management One book, Effective Project Management: Traditional, Adaptive, Extreme, 7th ed (2014, John Wiley & Sons), has been a bestseller and was recommended by the Project Management Institute (PMI) for the library of every project manager In addition, he has written articles for more than 30 professional and trade journals, and made more than 100 presentations at professional and trade conferences and meetings He has developed more than 20 project management courses, and trained more than 10,000 project managers, worldwide From 1963 to 1970, he was a systems consultant for one of the world’s largest electronics components manufacturers In that capacity, he designed and implemented several computer-based manufacturing and quality control systems From 1970 to 1990, he held a number of positions in state supported and private institutions in higher education as MBA Director, Associate Dean of Business, Dean of Computers and Information Systems, Director of Academic Computing, CIO, and Senior Planner In 1990, he founded Enterprise Information Insights (EII), Inc., a project management consulting and training practice, specializing in project management methodology design and integration, business process design, project support office establishment, development of training curriculum, and development of a portfolio of assessment tools focused on organizations, project teams, and individuals v vi About the Author His client list includes AT&T, Aetna, Babbage Simmel, BMW, British Computer Society, Boston University Corporate Education Center, Centre for Excellence in Project Management, Computerworld, Converse Shoes, Government of Czechoslovakia, Data General, Digital, Eli Lilly, Harvard Community Health Plan, IBM, J Walter Thompson, Novartis, Ohio State University, Peoples Bank, Sapient Corporation, The Limited, The State of Ohio, The State of Vermont, Travelers Insurance, TVA, University of California–Santa Cruz, US Army 5th Signal Corps, US Coast Guard Academy, Walmart, Wells Fargo, ZTE, and others He is a past Editor of the Effective Project Management Series for Artech House, a publisher to the technical and engineering professions He was a founding member of the Agile Project Leadership Network, served as its first Vice President and President Elect, a member of the American Society for the Advancement of Project Management (ASAPM/IPMA-USA), the Agile Alliance, the Project Summit Business Analyst World Executive Advisory Board He was Association Vice President of AITP (formerly, DPMA) and earned a Bachelor of Arts in Mathematics from the University of Dallas, and a Master of Science and Ph.D in Mathematical Statistics from Southern Methodist University About the Technical Editor Vanina Mangano is a published author and subject matter expert in project, program, and portfolio management Over the past decade, Vanina has specialized in working with and leading project, program, and portfolio management offices (PMOs) across various industries and companies, such as NBCUniversal and Microsoft Corporation As part of her contribution to the community, Vanina devotes time to furthering the project and program management profession through her volunteer work at the Project Management Institute Most recently, Vanina served as Chair for The Standard for Program Management, Fourth Edition, and currently serves as a member of the Standards Member Advisory Group advising in all matters related to the governance and management of the PMI Standards Program vii Credits Senior Acquisitions Editor Kenyon Brown Technical Editor Vanina Mangano Senior Editorial Assistant Devon Lewis Copy Editor Kim Cofer Editorial Manager Pete Gaughan Proofreader Nancy Bell Production Manager Katie Wisor Indexer Potomac Indexing, LLC Project Editor Kim Wimpsett Cover Designer Wiley Production Editor Barath Kumar Rajasekaran Cover Image © tostphoto/iStockphoto ix Acknowledgments This acknowledgment is really my special thanks to more than 150 teaching faculty, consultants, trainers, and practitioners who took the time to share their thoughts about the seven previous editions of Effective Project Management Many of their suggestions have been incorporated in this eighth edition The idea for the EPM Series was developed about 25 years ago and over the seven editions has been adopted by more than 400 colleges and universities worldwide Over 100 of those institutions have been continuously using an edition of EPM That commitment is a significant statement that I have aligned the book to reflect the true needs of those faculty I am deeply indebted xi Contents at a glance Prefacexxxiii Introductionxxxvii Part I Understanding the Project Management Landscape Chapter What Is a Project? Chapter What Is Project Management? 23 Chapter What Is Strategic Project Management? 63 Chapter What Is a Collaborative Project Team? 91 Chapter What Are Project Management Process Groups? 115 Part II Traditional Project Management 151 Chapter How to Scope a TPM Project 153 Chapter How to Plan a TPM Project 191 Chapter How to Launch a TPM Project 263 Chapter How to Execute a TPM Project 313 Chapter 10 How to Close a TPM Project 343 Part III 353 Complex Project Management Chapter 11 Complexity and Uncertainty in the Project Landscape 355 Chapter 12 Agile Complex Project Management Models 381 xiii xiv 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 Index569 Index ■ M–M 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, 496 581 582 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, 406 Index ■ N–P 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, 238–256 583 584 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, 344 using for executing TPM projects, 314 using for Extreme Complex Project Management models, 397–400, 400–403 using for planning TPM projects, 192–193 using to launch TPM projects, 264 using to scope projects, 154–155 vetted portfolio of, 449–450 Process/Product Design, 437 Process/Product Improvement, 437 procurement, 129–130 product and/or project constraints, 170 Product Co-Manager, 98 product quality, 12 Product Team, 99 programs, defining, 10 progress, monitoring, 140–141 progress reporting systems, establishing, 314–322 Index ■ P–P project champion, at JPPS, 202 project change request, 288 project characteristics, classifying projects by, 17–19 Project Classification, 171–173, 443 project communications management, 120–121 Project Cost Management, 118 Project Definition Statement (PDS) about, 199 writing during Project Kick-Off Meetings, 276–277 Project Evaluation and Review Technique (PERT) chart, 195 Project Evaluation Phase, of ECPM, 418 Project Execution Phase of ECPM, 425–436, 443–444 of Hybrid PMLC model, 510–515 Project Executive, 97 project finish date, shifting for leveling resources, 302 project goal, establishing, 178–180 Project Ideation Phase of ECPM, 418, 420–421, 440, 442 of Hybrid PMLC model, 509 Project Impact Statement (PIS), 15–16, 288 project initiation phase, 489 Project Integration Management, 116–117 Project Kick-Off Meetings about, 272–273 attendees for, 273–274 equipment for, 274 facilities for, 274 project manager-led part, 275–277 purpose of, 273–274 sponsor-led part, 274 project landscape, quadrants of, 8–10 project management about, 1, 23–24 challenges to effective, 28–31 choosing best-fit PMLC models, 57–61 defined, 24, 27 fundamentals of, 24–28 life cycles of, 37–57 managing creeps, 31–32 requirements for, 32–37 project management life cycle (PMLC) 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 processes in, 37–40 Project Management Office (PMO), 448 Project Management Process Groups about, 2, 115–116, 144 Closing Process Group, 147–148 Executing Process Group, 146–147 Initiating Process Group, 144–145 mapping knowledge areas to, 148–149 Monitoring and Controlling Process Group, 147 Planning Process Group, 145–146 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, 117–118 585 586 Index ■ P–P Project Scope Management, 117 Project Stakeholder Management, 143 project manager-based strategies, 339 project managers about, 110 in approval process, 189 hybrid, 409–415 at JPPS, 200 at Project Scoping Meeting, 160 as a Scoping Meeting stakeholder, 165 project network diagrams about, 238 analyzing initial, 253 benefits to network-based scheduling, 239–240 building using precedence diagramming method, 240–242 compressing schedule, 253–255 constraints, 243–247 creating initial project network schedules, 248–253 dependencies, 242–243 envisioning a complex, 238 lag variables, 247–248 management reserve, 255–256 project network schedules creating initial, 248–253 as JPPS deliverable, 204 project notebook, as JPPS deliverable, 204 project objectives, defining, 180–181 Project Overview Statement (POS) about, 26, 82, 157, 159 approval criteria, 189–190 attachments, 184–186 components of, 176 defining project objectives, 180–181 establishing project goal, 178–180 identifying success criteria, 181–183 listing assumptions, risks, and obstacles, 183–184 participants in approval process, 188–189 as Project Ideation deliverable, 442 in Project Kick-Off Meetings, 274 stating the problem/opportunity, 176–178 submitting, 187–188 writing, 174–186 project plan, reviewing, 277 project portfolio management, 359–360 Project Procurement Management, 129–143 project proposals format of, 258 writing effective, 256–258 Project Quality Management, 118–119 project resource management, 120 project review meetings, team operating rules for, 286 Project Risk Management, 121–129 Project Schedule Management, 117–118 project schedules, finalizing, 277, 305–307 Project Scope Management, 117 Project Scoping Meeting about, 159 agenda, 161 attendees, 160 deliverables, 161–190 purpose, 160 Project Scoping Process about, 156 conducting Conditions of Satisfaction (COS), 157–158 conducting COS milestone reviews, 159 Index ■ Q–R establishing clarity of purpose, 158 specifying business outcomes, 159 Project Set-up Phase challenges to, 532–535 of ECPM, 418, 421–425, 442–443 of Hybrid PMLC model, 509–510 Project Sponsor, 98 Project Stakeholder Management, 143 project stakeholders, 121 project status meetings, managing, 335–338 project status reports, types of, 315–319 Project Support Office (PSO), 448–449 project teams about, 99–100 as an approved POS audience, 187 in approval process, 188 co-located CPM, 358–360 experienced and skilled, in TPM, 42 Hybrid Project Management Framework, 498 recruiting, 265–271 projects about, 3–4 approval status for, 190 business-focused, 7–8 completion date, complex activities, connected activities, 5–6 contemporary project environment, 20–22 defined, documenting, 347–349 domain of, 361–378 frequency of gathering and reporting progress of, 320–321 gaining approval to close, 341 gaining approval to launch, 258–259 goal of a, hybrid, 406–415 importance of classifying, 17–20 intuitive view of landscape, 8–10 plan-driven TPM, 42–43 reasons for failure, 369 resource limits, 6–7 sequence of activities, specifications, specified time, subprojects, unique activities, project-status-reporting tool, 209–210 proof of concept, 431 prototyping, 167, 169 Prototyping model, 480–481 PSO (Project Support Office), 448–449 purpose, of status meetings, 336 Q quality, as a project constraint, 11, 12 quality assurance process, 119 quality control process, 119 quality planning process, 119 quality review, 490 question mark (?), in BCG GrowthShare Matrix, 72 R radical change, 325 Radio Frequency Identification (RFID), 55 Rapid Development Waterfall Model, 462–464 RASCI Matrix, 84 Rational Unified Process (RUP), 48–49, 174, 483–485 RBS (Requirements Breakdown Structure) 587 588 Index ■ R–R about, 36, 160, 364 converting to WBS, 210–211 creating, 162–164 using to build WBS, 207–208 R&D projects, Extreme Project Management (xPM) for, 51 real-time consultant-led training, 106–107 recruiting project teams, 265–271 renting targeted lists, 131 reports, writing final, 351 representing Work Breakdown Structure (WBS), 220–222 Request for Information (RFI), 130 Request for Proposal (RFP), 131–133, 135 requirements for complex projects, 364–365 defined, 33 prioritizing, 527 for project management, 32–37 Requirements Breakdown Structure (RBS) about, 36, 160, 364 converting to WBS, 210–211 creating, 162–164 using to build WBS, 207–208 requirements workshop, 167, 169–170 resource assignments, as JPPS deliverable, 204 resource limits, of projects, 6–7 resource loading, task duration vs., 224–225 resource manager-based strategies, 339 resource managers about, 110 in approval process, 189 at JPPS, 201–202 as a Scoping Meeting stakeholder, 165 Resource Organizational Structure (ROS), 233–234 resource planning, 234–235 resource requirements estimating, 231–234 as JPPS deliverable, 204 resources allocating, 73 assigning, 298–301, 529 assigning substitute, 304 determining requirements, 234 leveling, 299–304 loss of scarce, 428 as a project constraint, 11, 13 retainer contracts, 138 return on investment (ROI), as POS attachment, 186 REview, 530–532 reviewing project plan, 277 RFI (Request for Information), 130 RFID (Radio Frequency Identification), 55 RFP (Request for Proposal), 131–133, 135 risk analysis, as POS attachment, 185 risk assessment about, 124–125 dynamic, 126–127 static, 125–126 template for, 124 risk description, in risk log, 129 risk identification, 123–124 risk log, 129 risk mitigation, 128 risk monitoring, 128–129 risk owner, in risk log, 129 risks classifying projects by, 17 complexity/uncertainty domain vs., 367–368 of Extreme Project Management (xPM) projects, 51–52 Index ■ S–S listing in POS, 183–184 low, in TPM, 42 as a project constraint, 11, 13 Robertson, James C Mastering the Requirements Process, 3rd Edition, 167 Robertson, Suzanne Mastering the Requirements Process, 3rd Edition, 167 robust Hybrid PMLC model, 407–409 ROI (return on investment), as POS attachment, 186 ROS (Resource Organizational Structure), 233–234 RSVPs, 202 running Joint Project Planning Sessions (JPPS), 205 runs, successive, 326 RUP (Rational Unified Process), 48–49, 174, 483–485 S Schedule Performance Index (SPI), 331 schedule shift, 326 schedules, compressing, 253–255 scope, as a project constraint, 11–12 Scope Bank about, 292 managing, 334 scope change requests, few, in TPM, 41 scope changes complexity/uncertainty domain vs., 375–377 managing, 287–292 significant proposed, 428 scope creep, 31 Scope Triangle about, 4, 11 applying, 16 cost, 12–13 envisioning as a system in balance, 14–15 prioritizing variables for improved change management, 15–16 quality, 12 resources, 13 risk, 13 scope, 11–12 time, 13 trade-offs in, 524–525 scoping phase, of Iterative PMLC models, 384–385 Scoping Process Group, 388–389, 398, 401 Scoping Process Phase, for TPM projects about, 153–154 managing client expectations, 155–190 using tools, templates, and processes, 154–155 Scrum, 48–49, 173, 490–492 seeking expert advice, 228 selecting best-fit PMLC model, 57–61 channels for effective communication, 294–296 Project Team, 99 senior management as an approved POS audience, 187 in approval process, 189 sequence of activities, Set-up phase, of Hybrid PMLC model, 408 SF (start-to-finish) dependency, 243 shared responsibility, as selection criteria for core team members, 267–268 sign-off, client, 373 size, classifying projects by, 17 skill categories, 233 589 590 Index ■ T–T skill levels, 226, 233 skills matrices, 232–233 slack, utilizing for leveling resources, 302 slack time, computing, 251–252 slippages, successive, 325 S.M.A.R.T goals, 179–180 smoothing, for leveling resources, 303 Sociocultural factors, in PESTEL framework, 68–69 solution determining, 25 project landscape and, 8–10 SOW (Statement of Work), 11–12 specifications complexity/uncertainty domain vs., 373–375 of projects, SPeculate, 525–528 Speculate phase, 488 SPI (Schedule Performance Index), 331 sponsor managing communications with, 295–296 as a Scoping Meeting stakeholder, 164 Sprint Planning Meeting, 491 SS (start-to-start) dependency, 243 Staffing Plan, 101 Staged Delivery Waterfall model, 471–472 stakeholder management, 109 stakeholder participation, in requirements elicitation and decomposition, 164–165 stakeholders about, 104 communicating with other, 298 project, 121 standard S curve, 327 Standard Waterfall Model, 461–462 standards, purpose of, 437–438 stars, in BCG Growth-Share Matrix, 72 start-to-finish (SF) dependency, 243 start-to-start (SS) dependency, 243 Statement of Work (SOW), 11–12 static risk assessment, 125–126 stating problem/opportunity, 176–178 status, measuring for WBS, 212–213 sticky notes, 196 stoplight reports, 316, 322 Strategic Project Business Management, 65 strategic project management about, 1, 63–65 business environment, 65–88 strategies, 80–81 Strategy Manager, 80–81 Strengths, Weaknesses, Opportunities, Threats (SWOT) Analysis, 65, 69–71, 75 stretching tasks, 304 studying historical data, 227 Sub-function level, in RBS, 164 submitting POS, 187–188 subprojects, sub-team approach, to converting RBS to WBS, 211–212 success, celebrating, 352 success criteria, identifying, 181–183 successive runs, 326 successive slippages, 325 SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis, 65, 69–71, 75 systems design, 487 T tactics, 81–82 targeted lists, renting, 131 Index ■ T–T targeted training, 450 task duration methods for estimating, 226–230 resource loading vs., 224–225 variation in, 226 task-on-the-arrow (TOA) method, 240–241 task-on-the-node (TON) method, 241 task-oriented, as selection criteria for core team members, 268 tasks decomposition of, 303 scheduling, 303–304 stretching, 304 team approach, to converting RBS to WBS, 211 team cohesiveness, complexity/ uncertainty domain vs., 368–369 team communications, managing, 292–298 team deployment strategy, developing, 271–272 team development plan, developing, 272 team environment, open and honest, 112 team meetings, team operating rules for, 284–285 team operating rules, establishing, 277–287 team skills and competencies, PMLC models and, 60–61 team war room, 286–287 team-oriented, as selection criteria for core team members, 268 teams, empowering, 361 technical constraints, 244–245 technographer, at JPPS, 201 Technological factors, in PESTEL framework, 68–69 technological influences, project success and, 184 technology classifying projects by, 17 infrastructure, in TPM, 42 PMLC models and, 59 release of new, 429 tech-temps, 270 templates using for closing TPM projects, 344 using for executing TPM projects, 314 using for Extreme Complex Project Management models, 397–400, 400–403 using for planning TPM projects, 192–193 using to launch TPM projects, 264 using to scope projects, 154–155 vetted portfolio of, 449–450 Thomas, Kenneth “Conflict and Conflict Management,” 282 The Handbook of Industrial and Organizational Psychology, 282 thought-process tool, 209 Three-Point technique, applying, 229–230 time efficiency of worker’s, 226 estimating, 214 for planning, 197–198 as a project constraint, 11, 13 Time and Cost Summary, in project proposal, 258 time contracts, 137–138 time frame, in objective statements, 181 timing, of communications, 293 TOA (task-on-the-arrow) method, 240–241 TON (task-on-the-node) method, 241 tools project planning, 195–197 591 592 Index ■ T–T using for closing TPM projects, 344 using for executing TPM projects, 314 using for Extreme Complex Project Management models, 397–400, 400–403 using for planning TPM projects, 192–193 using to launch TPM projects, 264 using to scope projects, 154–155 vetted portfolio of, 449–450 total cost, PMLC models and, 58–59 total slack, 252 TPM (Traditional Project Management) about, 30 approaches to, 40–45 closing projects about, 343–344 maintaining client acceptance procedures, 344–352 using tools, templates, and processes for, 344 writing client acceptance procedures, 344–352 compared with CPM models, 453–536 executing 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 imbedding ECPM in, 432–434 launching 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, 307–311 planning projects about, 191–192 constructing project network diagram, 238–256 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 Scoping Process Phase for about, 153–154 managing client expectations, 155–190 Index ■ T–T using tools, templates, and processes, 154–155 trade shows, attending, 131 Traditional Hybrid projects, 435 Traditional Project Management (TPM) about, 30 approaches to, 40–45 closing projects about, 343–344 maintaining client acceptance procedures, 344–352 using tools, templates, and processes for, 344 writing client acceptance procedures, 344–352 compared with CPM models, 453–536 executing 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 imbedding ECPM in, 432–434 launching 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, 307–311 planning projects about, 191–192 constructing project network diagram, 238–256 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 Scoping Process Phase for about, 153–154 managing client expectations, 155–190 using tools, templates, and processes, 154–155 training, 450 Transfer, as a risk response, 128 transition, 485 Triple Constraint, 11 trust and mutual support, as selection criteria for core team members, 268 593 594 Index ■ U–W type, classifying projects by, 17 U uncertainty See complexity and uncertainty unexpected events, 226 unique activities, unique constraints, 245 upward communication filtering, 297–298 user, as a Scoping Meeting stakeholder, 165 utilizing available slack for leveling resources, 302 V value, business about, 31 classifying projects by, 17 complexity/uncertainty domain vs., 377–378 delivering, 534–535 Value Chain Analysis, 75–76 variables lag, 247–248 prioritizing in Scope Triangle for improved change management, 15–16 variance reports, 317–319 variances, 321–322 vendor contracting, 136–137 vendor contracts, closing out, 142–143 vendor evaluation, 133–136 vendor management, 139–143 vendor selection, 135–136 vendor solicitation, 130 vendors asking previous, 131 transitioning to client from, 141–142 verb-type approaches, to building WBS, 217, 218–219 Version Close, 444, 515 Version Scope, 443–444, 510–511 videoconferencing, 294 Vision statements, 78–80 Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) World, 64 VRIO, 76–77 VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) World, 64 W wants, needs vs., 155–156 waste, eliminating, 360 WBDC (Workforce and Business Development Center), 79–80, 81, 82 WBS (Work Breakdown Structure) approaches to building, 216–220 building, 206–208 converting RBS to, 210–211 criteria to test for completeness of, 212–216 generating, 210–212 as JPPS deliverable, 204 representing, 220–222 uses for, 208–210 whiteboard, 196–197 Wide-Band Delphi technique, applying, 230 work assignments, independence of, 214–215 Work Breakdown Structure (WBS) approaches to building, 216–220 building, 206–208 converting RBS to, 210–211 criteria to test for completeness of, 212–216 generating, 210–212 as JPPS deliverable, 204 representing, 220–222 uses for, 208–210 Index ■ X–X work packages, writing, 277, 307–311 Workforce and Business Development Center (WBDC), 79–80, 81, 82 working session agenda, in Project Kick-Off Meetings, 275 writing client acceptance procedures, 344–352 effective project proposals, 256–258 final reports, 351 POS (Project Overview Statement), 174–186 work packages, 277, 307–311 written materials, for communication, 295 Wysocki, Robert K Executive’s Guide to Project Management: Organizational Processes and Practices for Supporting Complex Projects, 85 X xPM (Extreme Project Management) about, 30, 395–397 approaches to, 50–54 595 ... Knowledge Areas 115 116 Contents xix Project Integration Management Project Scope Management Project Schedule Management Project Cost Management Project Quality Management Quality Planning Process... Experienced and Skilled Project Teams Plan-Driven TPM Projects Linear Project Management Life Cycle Model Incremental Project Management Life Cycle Model Agile Project Management Approaches... Understanding the Project Management Landscape Chapter What Is a Project?  Chapter What Is Project Management?  23 Chapter What Is Strategic Project Management?  63 Chapter What Is a Collaborative Project