James p lewis the project manager s pocket survival guide (2003)

THE PROJECT MANAGER’S POCKET SURVIVAL GUIDE James P Lewis McGraw-Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2003 by James P Lewis All rights reserved Manufactured in the United States of America Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher 0-07-143616-2 The material in this eBook also appears in the print version of this title: 0-07-141621-8 All trademarks are trademarks of their respective owners Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark Where such designations appear in this book, they have been printed with initial caps McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com or (212) 904-4069 TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc (“McGraw-Hill”) and its licensors reserve all rights in and to the work Use of this work is subject to these terms Except as permitted under the Copyright Act of 1976 and the right to store and retrieve one copy of the work, you may not decompile, disassemble, reverse engineer, reproduce, modify, create derivative works based upon, transmit, distribute, disseminate, sell, publish or sublicense the work or any part of it without McGrawHill’s prior consent You may use the work for your own noncommercial and personal use; any other use of the work is strictly prohibited Your right to use the work may be terminated if you fail to comply with these terms THE WORK IS PROVIDED “AS IS” McGRAW-HILL AND ITS LICENSORS MAKE NO GUARANTEES OR WARRANTIES AS TO THE ACCURACY, ADEQUACY OR COMPLETENESS OF OR RESULTS TO BE OBTAINED FROM USING THE WORK, INCLUDING ANY INFORMATION THAT CAN BE ACCESSED THROUGH THE WORK VIA HYPERLINK OR OTHERWISE, AND EXPRESSLY DISCLAIM ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE McGraw-Hill and its licensors not warrant or guarantee that the functions contained in the work will meet your requirements or that its operation will be uninterrupted or error free Neither McGraw-Hill nor its licensors shall be liable to you or anyone else for any inaccuracy, error or omission, regardless of cause, in the work or for any damages resulting therefrom McGrawHill has no responsibility for the content of any information accessed through the work Under no circumstances shall McGraw-Hill and/or its licensors be liable for any indirect, incidental, special, punitive, consequential or similar damages that result from the use of or inability to use the work, even if any of them has been advised of the possibility of such damages This limitation of liability shall apply to any claim or cause whatsoever whether such claim or cause arises in contract, tort or otherwise DOI: 10.1036/0071436162 Dedicated to The Chieftains For 40 years of music projects that have enriched the lives of so many And to the memory of Derek Bell 1929–2002 This page intentionally left blank For more information about this title, click here Contents List of Figures vii Preface ix Acknowledgments xi Chapter It’s a Jungle Out There! Chapter The Role of the Project Manager 17 Chapter Types of Projects and the Project Manager 41 Chapter Dealing Effectively with People 55 Chapter Managing Effectively 77 Chapter How to Handle Unreasonable Demands 95 Chapter Out of the Crisis 111 Chapter Your Self- Development Plan 127 References and Reading List 133 Index 137 v Copyright 2003 by James P Lewis Click Here for Terms of Use This page intentionally left blank List of Figures Figure 1.1 The Gartner Grid Figure 2.1 Triangle Showing Relationships of PCTS 23 Figure 3.1 Hierarchical Organization 53 Figure 3.2 Matrix Organization Structure 53 Figure 6.1 Triangle Showing PCTS 97 Figure 6.2 Time-Cost Tradeoff 99 Figure 7.1 Solutions to the Dwelling Problem 124 vii Copyright 2003 by James P Lewis Click Here for Terms of Use This page intentionally left blank Preface I n this time of economic turmoil, survival is the order of the day Companies routinely try every “program of the month” that promises to improve the bottom line They have downsized, rightsized, wrongsized—and some have capsized So to say that jobs are also precarious is an understatement There is one thing certain: If you aren’t better than the competitors for your job, one of them will get it, and you will be in the job market The question is: what does it take to be just 10 percent better than everyone else? How you protect your job from the piranha who circle at the first sign of blood, eager to consume you in a feeding frenzy of job competition? The Project Manager’s Pocket Survival Guide proposes to answer these questions, to give you an edge on the piranha, so that you survive and thrive in this turbulent time I have drawn on my own experience as a project manager for some 15 years in the industry, combined with 22 years of training and consulting to companies on project management, plus the experience of some of my colleagues, who have shared their insights in this book Of course, there are no guarantees There is always a matter of luck You can be in the right place at the right time, the wrong place at the wrong time, and all the other permutations of these ix Copyright 2003 by James P Lewis Click Here for Terms of Use 134 The Project Manager’s Pocket Survival Guide Covey, Stephen The Habits of Highly Effective People New York: Fireside Books, 1989 Deming, Edwards Out of the Crisis Cambridge, MA: Massachusetts Institute of Technology, 1986 Drucker, Peter F Management: Tasks, Responsibilities, Practices New York: Harper & Row, 1973, 1974 Dudley, Robert, and James P Lewis Preparing for the PMP Exam New York: McGraw-Hill, 2003 Dyer, Wayne You’ll See It When You Believe It New York: Avon Books, 1989 Fleming, Quentin W., and Koppelman, Joel M Earned Value Project Management Upper Darbey, PA: Project Management Institute, 1996 Frame, J Davidson Managing Projects in Organizations San Francisco: Jossey-Bass, 1995 Frame, J Davidson The New Project Management, Second Edition San Francisco: Jossey-Bass, 2002 Frame, J Davidson Project Finance: Tools and Techniques Arlington, VA: UMT Press, 2003 Frankl, Viktor Man’s Search for Meaning, Third Edition New York: Touchstone, 1984 Gause, Donald, and Gerald Weinberg Exploring Requirements: Quality Before Design New York: Dorset House Publishing, 1989 Gawain, Shakti Creative Visualization Novato, CA: New World Library, 2002 Graham, Robert J and Englund, Randall L Creating an Environment for Successful Projects San Francisco: Jossey-Bass, 1997 Harvey, Jerry B The Abilene Paradox: and Other Meditations on Management San Diego: University Associates, 1988 Heller, Robert Achieving Excellence New York: DK Publishing, 1999 Heller, Robert, and Hindle, Tim Essential Manager’s Manual New York: DK Publishing, 1998 Herrmann, Ned The Creative Brain Lake Lure, NC: Brain Books, 1995 Herrmann, Ned The Whole Brain Business Book New York: McGraw-Hill, 1996 Hersey, Paul, and Blanchard, Kenneth Management of Organizational Behavior: Utilizing Human Resources, Fourth Edition Englewood Cliffs, NJ: Prentice-Hall, 1981 References and Reading List 135 Johnson, Spencer Who Moved My Cheese? New York: G P Putnam’s Sons, 2002 Kayser, Tom Mining Group Gold New York: McGraw-Hill, 1995 Keirsey, David Please Understand Me II Del Mar, CA: Prometheus Nemesis Book Company, 1998 Kouzes, James M., and Posner, Barry Z The Leadership Challenge: How to Get Extraordinary Things Done in Organizations San Francisco: Jossey-Bass, 1987 Leider, Richard J Life Skills: Taking Charge of Your Personal and Professional Growth Paramus, NJ: Prentice Hall, 1994 Leider, Richard J The Power of Purpose: Creating Meaning in Your Life and Work San Francisco: Berrett Koehler, 1997 Lewis, James Fundamentals of Project Management New York: AMACOM, 1993 Lewis, James Mastering Project Management New York: McGraw-Hill, 1998 Lewis, James The Project Manager’s Desk Reference, Second Edition New York: McGraw-Hill, 2000 Lewis, James Team-Based Project Management New York: AMACOM, 1997 McClelland, David Power: The Inner Experience New York: Halsted Press, 1975 McGraw, Phillip Life Strategies: Doing What Works, Doing What Matters New York, Hyperion, 1999 Michaelson, Gerald A Sun Tzu, The Art of War for Managers, 50 Strategic Rules Avon, MA: Adams Media Corporation, 2001 Mintzberg, Henry Mintzberg on Management New York: The Free Press, 1989 Morrison, Terri; Conaway, Wayne A.; and Borden, George A Kiss, Bow or Shake Hands Avon, MA: Adams Media Corporation, 1994 NASA 100 Rules for Project Managers Packard, Vance The Pyramid Climbers New York: McGraw-Hill, 1962 Page, Rick Hope Is Not a Strategy New York: Nautilus Press, 2002 Patterson, Marvin Accelerating Innovation: Improving the Processes of Product Development New York: Van Nostrand Reinhold, 1993 Peters, Tom Liberation Management New York: Knopf, 1992 136 The Project Manager’s Pocket Survival Guide Peters, Tom Thriving on Chaos New York: Knopf, 1987 Peters, Tom “The WOW Project.” Fast Company magazine, May 1999 Peters, Tom, and Bob Waterman In Search of Excellence: Lessons from America’s Best-Run Companies New York: Warner Books, 1988 Rosen, Robert H Leading People: The Proven Principles for Success in Business New York: Penguin Books, 1996 Rosenthal, R., and Jacobson, L Pygmalion in the Classroom New Your: Holt, Rinehart, and Winston, 1968 Sabbagh, Karl Twenty-First Century Jet New York: Scribner, 1996 Smith, Hyrum W The 10 Natural Laws of Successful Time and Life Management New York: Warner Books, 1994 Smith, Preston G., and Reinertsen, Donald G Developing Products in Half the Time New York: Van Nostrand, 1995 Sugimoto, T Estimation On the Project Management Workload In “Proceedings of the International Conference on Project Management,” Singapore, July 31 to August 2, 2002 Sykes, Charles A Nation of Victims: The Decay of the American Character New York: St Martin’s Press, 1992 Sykes, Charles Dumbing Down Our Kids New York: St Martin’s Press, 1995 Wheatley, Margaret Leadership and New Science San Francisco: Berrett-Koehler, 1992 Wysocki, Robert K Effective Project Management, Second Edition New York: Wiley, 2000 Wysocki, Robert K, and Lewis, James P The World-Class Project Manager Boston: Perseus Books, 2001 Index Abnormality, normality (comparison), 81 Acceptance, 62 need, 66 Accidental project managers, 17 Acknowledgment/change, 15 Actions See also Individuals/people, actions responsibility, taking, 38 rewards, 15 Activities, economics, 36 Adams, John D., 133 Advisor input, usage, 121 Agenda See Hidden agenda Aggression See Displaced aggression Agreement, signatures, obtaining, 24 Ailes, Roger, 133 Ain’t-it-awful mode, 91–92 Al Qaida, 113 Alban, Billie T., 133 Albrecht, Karl, 133 Altos system, 51 Analytical data, usage, 33 Anger, disadvantage, 16 Apple systems, Windows systems similarity between, 51 Argyris, Chris, 60, 93, 133 Arko, Francis N., 133 Asoh, Captain, 116–117 Assertions, acceptance, 104 Assessment See Organizational readiness assessment; Personality assessment; Self-assessment Associates, suggestions See Unreasonable demands Atkinson, Janet, 83 Authority, 25 assuming, 37–38 Awareness, self- and social, 12 Bad news, communication, 87 Balance, importance, 80 Barker, Joel A., 88, 133 Behavior See also Criminal behavior actor, perspective, 58, 61–62 change, 57–58, 60 consistency, 57, 60 correspondence, 58, 61 governing, 57 learning, 58, 60–61 negative impact, 58 sense, 58 separation, 66 teaching, 16 understanding, 57–62 Belief systems, 57, 59, 108, 110 consistency, 57, 60 preservation, 60 Believing See Individuals/people, believing Bennis, Warren G., 25, 77, 133 Biases, 110 Big mouth theory See Leadership Blame, 113, 116–117 Blanchard, Kenneth, 134 Boeing 777 airplane, development of, 79–80, 87, 112–113 computer modeling, adoption, 79 Borden, George, 135 Boss informing, 86–87 interaction, 63 Boundaries, functional, 42 Boundary-crossing role, 29 Briggs, Barry, 105–106 Brooks, F.P., 133 Budget administration, 25 usage, 43 137 Copyright 2003 by James P Lewis Click Here for Terms of Use 138 Index Building Industry Association, competition, 46–47 Bunker, Barbara Benedict, 133 Burns, James McGregor, 133 Business increase, 34 Business objective, achievement, 107 Buzan, Tony, 133 Can-do attitude, 107 Carnegie, Dale, 57 Cashman, John, 80 Ceremonial duties, 27 Challenges, 60 Change, 58, 106 See also Acknowledgment/change Chen, Yanping, 133 Cialdini, Robert B., 109, 133 Closed-ended problems, 44–45 Communication, 13, 20, 71 See also Bad news; Overhead time channels, number, 82 difficulty, 109 effectiveness, 82 frequency, 24 planning, 81–87 responsibility, 85 Compelling vision, usage, 88 Competent project manager, 19 Competition, 92 Complexity, source, 52–54 Conaway, Wayne A., 135 Conceptual skills, 52 Conceptual thinking ability, level, 52 Conditional branch, 49 Conflict, dealing, 20 Conservatism, 85 Constructive feedback, giving, 64 Contingency plan, 81 Control, 131 See also Project; Project manager Cost See Performance, cost, time, and scope; Project figure, quoting, 98 impact, 21–22 saving, 105 Course corrections See Plan Covey, Stephen, 56–57, 62, 109, 134 Co-workers, interaction, 63 Criminal behavior, 60–61 Crises, 111 Critical path schedule, Customers interaction, 63 visit to, business increase, 34 Data, usage, 100, 104 See also Analytical data advantage, 90 Debriefing sessions See Team members DeCarlo, Doug, 2, 43 Decision making, 74 input, 30 Decisional roles, 30–32 Deletion, 57, 59 usage, 60 Deliberate project managers, 17 Deliverable, function, 96 Demands, handling See Unreasonable demands Deming, Edwards, 134 Denial, usage, 60, 91 Design team, composition, 80 Deterministic estimate, 47 Development plan, self- (SDP), 127–128 Dictating machine, memory machine, 33 Disasters, prediction, 122 Displaced aggression, 73 Disrespect, showing, 67 Disseminator, role, 29–30 Distortion, 57, 59 usage, 60 Disturbance handler, role of, 30–31 Dixon, Norman, 85 Documentation, 83–84 Dream, 100 managing the, 77 Drucker, Peter F., 20–21, 134 Dudley, Robert, 130, 134 Dyer, Wayne, 134 EI (emotional intelligence), components, 12 E-mail, answering, 65 Emotional intelligence (EI), components, 12 Emotional outburst, avoidance, 64 Emotional resilience, 92, 112–113 Emotional response, 101 Index Emotions negative and positive, 16 root, 91 Employees and clash between senior managers, 62 interaction, difficulty, 122 performance of, opinion on, 68 wrath, risk, 64 Ending point, 43 Englund, Randall L., 4, 134 Enterprise-wide software system, installation, 38–39 Entrepreneur, role, 30 Entrepreneurial roots, 102 Erickson, Milton, 15 Error breeding, 80 increase, 119 Estimate, deterministic, 47 Estimation process, Ethical standards, adherence, 83 Ethics, importance, 110 Exclusionary tactics, practicing, 64–65 Excuses, overcoming, 109 Execution, 131 ability, 8, Exit criteria, 89 Expectations behavior (labeling), 61 management, 24 stakeholder, clarity of, 24 treatment, 24–25 Experience creation, 14–15 qualification, 110 Facilitation, 21 Facts objective, 59 usage, 91 Fatigue, 119 Fear, 62–65, 110 Feedback giving constructive, 64 receiving, 63 Feelings change, 106 interaction, 91 Figurehead, role, 27–28 First-priority job, Flaws, overcoming, 66 Fleming, Quentin W., 134 Fly-by-wire model, 80 Forecast process, 55 Forgiveness, 38 power in, 16 Formal training, getting, 56 Frame, J Davidson, 134 Frankl, Viktor, 134 Friendliness, efforts, 75 Frontal assaults, predilection, 85 Fun, 92–93 Functional boundaries, 42 Functional managers domain, 31 relationships, 75 Gartner Grid, 8–9, 12 Gartner Group, Gause, Donald, 123, 134 Gawain, Shakti, 128, 134 Generalization, 57, 59 Gestalt, formation, 32 Giuliani, Rudy, 114 Goals defining, 16 performance, 88–89 Goleman, Daniel, 12 Gossip, usage, 29 Graham, Robert J., 4, 134 Graphical user interface (GUI), 50 system, 51 Group process, 20 GUI See Graphical user interface Handler, disturbance role of, 30–31 Harvey, Jerry B., 134 Hearsay, usage, 29 Heller, Robert, 134 Help, asking, 120–125 See also Individuals/people, help, asking Herrmann, Ned, 134 Hersey, Paul, 134 Hidden agenda, 72–73 Hierarchical organization, 53 139 140 Index Hierarchy, formation, 83 Hindle, Tim, 134 Hollins, George, 104 Hope (strategy), 114–116 Humanitarianism, 70 Implementation plan development, 78, 131 tactical, 80 Importance, discussion See Individuals/people, importance, discussion Indecisiveness, 85 breeding, 80 Individuals/people actions, 63, 72–73 behavior, correspondence, 58, 61 believing, 62, 71–72 challenges, 60 characteristics of application of, in projects, 63–74 Dr Phill McGraw on determinations, 62–63 help, asking, 92 and hidden agenda, 72–73 importance, discussion, 62, 69–70 influence, 107–110 interaction, 15, 55, 66, 92 interest, showing, 70 liking, 62, 71–72 low-performing, replacement of, 118 management, 62 perspective, 58, 61–62 pettiness, 63, 73 project, inclusion, 88 of quality, 63, 73 ranking, 93 skills, 56 treatment of, teaching, 15–16 understanding, 14, 109 hearing/incorporation, 62, 70–71 In-fighting, 92 Influence, 107–110 Information diary, maintenance/circulation, 33 hoarding, 81 obtaining See Team members Information (Cont.): power, 29–30 privileged, 88 rejection/ignoring, 85 self-organization, 33 sharing, 65 system, 32–33 withholding, 65 Information system (IS), Information technology (IT) program, development, 50 projects, 49 Informational roles, 29–30, 32 Initial planning, importance, 122 Injustices, forgiveness for, 16 Insincerity, detection, 75 Integrity, ensuring, 83 Interpersonal roles, 27–29 IS (information system), IT See Information technology Jacobson, L., 136 Jobs first-priority job, integration, 32 Johnson, Spencer, 114, 135 Kayser, Tom, 135 Keirsey, David, 135 Kerzner, Harold, 11 Koppelman, Joel M., 134 Kouzes, James M., 135 Labeling (behavior expectations), 61 Labor rate, loaded, 36 Laws of life, 10, 14–16 Leader becoming, advice, 26 quality, defining, 70 role, 28–29 Leadership, 13, 28–29 big mouth theory, 81 comparison, 25–26 Packard definition, 25, 68 position, 26 Legal requirements, adherence, 83 Index Leider, Richard J., 135 Lessons-learned reviews conducting, 47, 92 holding, 115 Lewis, James P., 4, 9, 26, 80, 87, 116, 130, 134–136 Lewis, Jim (advice), 106–107 Liaison, role, 29 Life dangers, 72 laws of, 10, 14–16 Loaded labor rate, 36 Long-term remedy, 119 Lower-level employees, clash between senior managers, 62 Low-performing person, replacement of, 118 Management See also Ostrich management; Relationship management; Secrets; Self-management caution, 34 definition, 20–21 See also Project management effectiveness, 77 leadership, comparison, 25–26 reality-based prescriptions, 32–34 Manager functional relationships, 75 starting point, 7–9 thinking, 34–39 Market penetration, 45 Matrix, indirect role, 28 Matrix organization, 53 McClelland, David, 135 McGill University, 27 McGraw, Phillip, 13–16, 55–56, 62, 135 determinations, 62–63 quoted, 63, 95, 109, 115 suggestions, 74 Memory dump, 33 Merger, mania, Michaelson, Gerald A., 70, 78, 80, 85, 100, 135 Mind-body relationship, ignoring, 16 Mintzberg, Henry, 27, 29, 32, 135 Mission, 89 achievement, 36 declaration, 129 defining, 128–130 141 Money, understanding, 35–36 Monitor, role, 29 Morale, requirement, 70 Morrison, Terri, 135 Motivation, roots, 91 Mulally, Alan, 65 conversation/e-mail, 112–113 principles, 87–93, 115 Multidisciplinary project, 21 Multi-task job, 43 Murphy’s Law, 111 Myers-Briggs Type Indicator (MBTI), 74 NASA, 122, 135 engineers, 123 rules, 122, 126 Needs, 62, 65–66 satisfaction, 58, 60–61 choice, 58, 60–61 Negative emotions, 16 Negotiation, 104 skills, 20 techniques, 101 Negotiator, role, 31–32 Net present value (NPV), usage, 49 No excuses position, NPV (net present value), usage, 49 Objective facts, 59 Objectives, achievement, 108 Obligations, control, 33 Obstacles hitting, 120 placement, 14–15 Ohm’s Law, 122 One-person projects, 18 Open-ended problems, 44–45, 51 Operations, definition, 42 Opponent, underestimation, 85 Organization See also Information functioning, 28 hierarchical, 53 matrix, 53 needs, helping, 68 performance in, 101 productivity, 101 Organizational issues, 34 142 Index Organizational politics, interaction, 38 Organizational problems, solutions, 123 Organizational readiness assessment, 54 Organizational unit, 27 Ostrich management, 113 Ostrich problems, 85–86 Outcome, 43, 77 achieving, 88 defining, 88 Overhead time, communication, 82–83 Overtime See Team members Packard, Vance, 135 definition See Leadership Page, Rick, 135 Paradigm, usage, 59 Patterson, Marvin, 135 Payoff, receiving, 15 PCTS See Performance, cost, time, and scope People See Individuals/people Perception, relationship See Reality Perceptual processes, usage, 57, 59 Performance appraisal time, 19 deficit, 64 employee’s, opinion on, 68 evaluations, 64 goals, 88–89 impact, 21 in organization, 101 opinion See Employees Performance, cost, time, and scope (PCTS), 21, 97 relationship, 23 targets, meeting, 24 Personal computers, access, 51 Personal digital assistant (PDA), usage, Personality assessment, 74 Personnel, loss, 31 PERT diagram, usage, Peters, Tom, 135, 136 Pettiness, 63, 73 Physical health, requirement, 70 Plan change, 118, 119 course corrections, 131 implementation, development, 78, 131 Plan (Cont.): mitigation, usage, 104 presentation, 103 proposal, 91–92 refinement, 47 revision, 119 self-development (SDP), 127–128 unification, 89–90 Planning advice See Project communication, 81–87 implementation, simultaneity, 80 initial importance, 122 PMBOK See Project Management Body of Knowledge PMI See Project Management Institute PMP See Project Management Professional Political reality, understanding, 38–39 Politics, complaints, 38 Positive emotions, 16 Posner, Barry Z., 135 Precision, illusion, Predispositions, 110 Prejudices, 110 Presentation, opportunity, 33–34 Pressure, avoidance, 33 Prevention methods, development, 44 Priorities, knowledge, 33 Privileged information, 88 Proactivity, 36–37 Probability, Problems acknowledgment, 15 beginnings, 122 cause, 117 removal, 119 closed-ended, 44–45 defining, 122–123 experiencing, 15 facts, usage, 91 feelings, interaction, 91 ignoring, 118 See also Project problems open-ended, 44–45, 51 solutions, 86, 91, 117, 118 See also Organizational problems attempts, 90 types, 123–125 solving, 118–119 types, 44–52 Index Problem-solving response, 113 Process estimation, forecast, 55 Product development projects, 3, 49, 119 examination, 61–62 feature elimination, 99, 119 inclusion, 49 success, 78 Productivity, organization, 101 Professionalism, ensuring, 83 Project See also Information technology; Multidisciplinary project; One-person projects; Software projects; Type I project; Type II project; Type III project; Type IV project activities, paralleling/overlapping, 119 bureaucracy, 23 cancellation, 118, 119 constraints, 96 control, 84 coordination, 37 costs, 21 defining, 43 definition, 41–52 See also Temporary project; Unique project PMI definition, 42 division, 50 failures, 2–5 individuals/people characteristics of, application of, 63–74 initiation, 34 myths, 5–7 objectives, dictating, 97 overruns, cost, planning, advice, 21 pursuing, puzzle pieces, 9–16 red tape, 23 risk level for, variation of, 45 schedules, creation, 11 scope, reduction, 119 skills, requirement, 52–54 status, analysis, 33 success, 106 target, meeting, 119 teams, success, 29 143 Project (Cont.): tolerance, 118 types, 41, 43–44 work budget, 21 principles/characteristics, application, 75 Project management, 11 definition of, 21–25 security, 126 seminar, success, key, 87 Project Management Body of Knowledge (PMBOK), 41–42 Project Management Institute (PMI), 17, 41, 81 activity, 20 certification exam, passing, 20 definition, project, 42 involvement, 130 Project Management Professional (PMP) certification, 17 designation, 130 obtaining, 20, 130 first task of, 83 Project manager accidental, 17 attainment, 16 comfort, 126 competent, 19 control, 34 culpability, acknowledgment, 15 deliberate, 17 failure, 126 passivity, 115 preparation, 19–20 role, 17 schedule, creation, 12 senior executive, relationship between, 101–102 skills, requirement, 52–54 starting point, 7–9 as “tattletale,” 26 time, control of, 33 transitions, 34 working, 18, 19 Project Office, usage, 42 Project problems handling, 15 144 Index Project problems (Cont.): ignoring, 118 solving, 118–119 Punishment, 116–117 Quality concern, 46 people of, 63, 73 R&D (research & development), Reactivity, 36–37 Readiness assessment, organizational, 54 Ready-fire-aim approach, 80, 123 Ready-fire-aim tendencies, 125 Reality models, 57, 59 change, 57–58, 60 preservation, 57, 59 perception, relationship, 15 political understanding, 38–39 Reality-based prescriptions, 32–34 Reconnaissance, usage (failure), 85 Reinertsen, Donald G., 99, 136 Rejection, 62–65, 91 signals, sending, 65 Relationship management, 12 Requests, change, 84–85 Requirements, usage, 49 Research & development (R&D), Resentment, disadvantage, 16 Resilience, emotional, 92, 112–113 Resistance, 110 overcoming, 109 Resource allocator, role, 31 Resources addition, 119 borrowing, 53 requirements, Respect receiving, 15–16 and showing disrespect, 67 Responsibility, 25 See also Individual/people, actions; Project Management Body of Knowledge communications, 85 taking, 37–38 Return on investment (ROI), usage, 49, 98 Revenue stream, 105 Rework, 119 Risks level of, variation for project, 45 taking, 63 ROI (return on investment), usage, 49, 98 Roles, Mintzberg’s decisional, 30–32 informational, 29–30 interpersonal, 27–29 Rosen, Robert H., 93, 136 Rosenthal, R., 136 Sabbagh, Karl, 80, 136 Satisfaction See Needs, satisfaction; Self-satisfaction Schedules, 104 creation, 11, 12 slippage, 119 Scope See Performance, cost, time, and scope creep, 84 impact, 22 SDP (self-development plan), 127–128 Secrecy, 92 Secrets, management, 90–91 Self-assessment, 54, 129–130 advice, 32 Self-awareness, 12 Self-deprecation, 16 Self-development plan (SDP), 127–128 Self-esteem construction, 67 destruction, 66 enhancement, 62, 66–68 protection, 62 Self-management, 12 Self-organization, information, 33 Self-pity, 115 Self-satisfaction, 62 Senior executive, relationship between project manager, 101–102 Senior managers, clash between lower-level employees, 62 Shakespeare, William, 15 “Shoot the messenger” response, 85 Signatures, obtaining on agreement, 23–24 Index Skills people, 56 required for project, 52–54 Smith, Hyrum W., 136 Smith, Preston G., 99, 136 Social awareness, 12 Social mask, wearing, 63, 74 Soft skills, importance, 12 Soft-skills training, 11 Software program menus, usage, 51 Software projects, Solutions See also Problems finding, 91–92 situation, 45 Speculation, usage, 29 Spokesperson, role, 30 Sponsor, informing, 86–87 Stakeholders expectations of, clarity of, 24 involvement, 80 Standish Group, Starting point, 43 Status quo, maintenance, 106 Strategy development, 131 usage, 78–80 Stress, 95 reactions, 113–114 Stress-related illnesses, Subproject, initiation, 34 Sugimoto, T., 82, 136 Sun Tzu, 78, 80, 81 Superficiality, 33 Suppliers, interaction, 63 Surprise, failure to use, 85 Sykes, Charles, 67, 136 Tactical implementation plan, 80 Tactical planning, 80–81 Task durations, “Tattletale,” project manager as, 26 Team conflict, experiencing, 125 success, 106 temporary, 43 unification, 92 Team-building intervention, 125 145 Team members debriefing sessions, 32 information, obtaining, 33 interaction, 63 overtime work, 119 payoff, 68 Teamwork, importance, 103 Temporary activity, 42 Temporary project, 43 definition, 42 Temporary team, 43 Theory application, 13–16 espoused, theory-in-use (contrast), 60 Thinking, disciplined, way of, 19 Thinking ability, conceptual level, 52 Throw-it-over-the-wall method, 87 Time See Performance, cost, time, and scope control of project manager’s, 33 waste of, 33 Time frame, 22 Tradition, clinging, 85 Training formal, 56 soft skills, 11 Treatment of individuals/people, teaching, 15–16 Trust, 62, 71–72, 110 Truth, finding, 104 Turf battles, 92 Type I project, 46–47 Type II project, 47–49 Type III project, 49–50 Type IV project, 50–52 Tzu, Sun, 78, 80, 81 Uncertainty, certainty, comparison of, 81 Unique project, 43 definition, 42 United Airlines, 80 Unreasonable demands associates, suggestions, 100–107 handling, 95 Variability, acceptance, 47 Visibility, gaining, 73 146 Index VisiCalc, usage, 11 Vision, 77, 89 clarity, 128, 129 compelling usage, 88 completeness, 8, defining, 128–130 need, 16 VisiSchedule, usage, 11 Warner, Adrian, 101–104 Waterman, Bob, 136 Weinberg, Gerald, 123, 134 “What’s in it for me?” principle (WIIFM), 62, 68 Wheatley, Margaret, 136 Whining, 91, 115 WIIFM (”What’s in it for me?”) principle, 62, 68 Wilson, Flip, 117 Windows systems, similarity between Apple systems, 51 Work breakdown structure, budget for, 21 enjoyment, 92 environment, 95 overtime, team members and, 119 principles/characteristics, application, 75 scheduling, 52 scope, 43 Workforce, change, Working project managers, 18, 19 World Trade Centers, collapse, 112–114 Wysocki, Robert K., 9, 17, 52, 54, 130, 136 Xerox, 51 About the Author J ames P Lewis, Ph.D., is an experienced project manager who now teaches seminars on the subject throughout the United States, England, and the Far East His solid, no-nonsense approach is largely the result of the 15 years he spent in industry, working as an electrical engineer, engaged in the design and development of communication equipment He held various positions, including Project Manager, Product Engineering Manager, and Chief Engineer, for Aerotron, Inc., and ITT Telecommunications, both of Raleigh, NC He also was a Quality Manager for ITT Telecom, managing a department of 63 quality engineers, line inspectors, and test technicians While he was an engineering manager, he began working on a doctorate in organizational psychology because of his conviction that a manager can only succeed by developing good interpersonal skills Since 1980, Dr Lewis has trained over 25,000 supervisors and managers in Argentina, Canada, England, Germany, India, Indonesia, Malaysia, Mexico, Singapore, Sweden, Thailand, and the United States He has written articles for Training and Development Journal, Apparel Industry magazine, and Transportation and Distribution magazine He is the author of Project Planning, Scheduling and Control, Third Edition; Mastering Project Management; The Project 147 Copyright 2003 by James P Lewis Click Here for Terms of Use 148 The Project Manager’s Pocket Survival Guide Manager’s Desk Reference; Working Together: 12 Principles for Achieving Excellence in Managing Projects, Teams, and Organizations; and Project Leadership, published by McGraw-Hill; as well as Fundamentals of Project Management: Developing Core Competencies to Help Outperform the Competition, Second Edition; How to Build and Manage a Winning Project Team; and Team-Based Project Management, published by the American Management Association He is co-author, with Bob Wysocki, of The World-Class Project Manager: A Professional Development Guide, published by Perseus in 2001 The first edition of Project Planning, Scheduling and Control has been published in a Spanish edition, and the AMACOM book Fundamentals of Project Management has been published in Portuguese and Latvian Several of his books have also been published in Chinese, and Project Leadership is being translated into Spanish and Russian He has a B.S in Electrical Engineering and a Ph.D in Psychology, both from NC State University in Raleigh He is a member of the Project Management Institute He is also a certified Herrmann Brain Dominance Instrument practitioner He is president of The Lewis Institute, Inc., a training and consulting company specializing in project management, which he founded in 1981 Jim is married to the former Lea Ann McDowell, and they live in Vinton, Virginia ... he keeps people in the dark, feeds them a lot of nonsense, and when they grow up, he cuts them off at the knees and cans them Spokesperson The spokesperson role is one in which managers pass information... important skill sets a project manager can possess Mintzberg supports this in his findings about the interpersonal roles that a manager must play Figurehead The first interpersonal role is the. .. minds of all parties is quite high, and that the cost to our society is far greater than just the costs of project overruns—costs such as The Project Manager? ? ?s Pocket Survival Guide stress-related