Note: page numbers followed by f and t refer to figures and tables respectively.
acceptance criteria (ACs), 12, 120–122, 124, 125f, 126
accidental innovation, 119–121
accuracy level, 60
agenda-based stakeholders, 98–100, 99f
agile projects, 120–121, 127–128
assumptions, 7, 35, 47, 73, 127
benefits, 3–6, 26, 32, 36, 59–61, 62f, 63, 63f, 64, 69, 82, 130, 135–138, 140
budget-constrained planning, 8
budget cube, 77–79, 78f, 79f
cost, 60–65, 62f, 63f
estimation, 71–73, 71t, 72f, 74t
exercise, 80–81, 81t
experience, 76, 77t
money, 65–68
performance, 80–82, 80t, 81f
planning sequence, 68–69, 69f
setting the budget, 59–60, 60t, 61t
in uncertainty, 69–76, 71t, 72f, 73f, 74t
budget cube, 77–79, 78f, 79f
build-wait-build cycle, 21
business commitment, 128–129
Cape Town IRT, 9, 104–107, 111, 118
cave-rescue, 118
CBS. see cost breakdown structure (CBS)
CECA project, 47–50
churn rate, 52, 52f
CITI’s Project Mission ModelTM, 3, 4
clearance rates, 84
communication, 25–26
compliance, 28, 29, 36, 83, 115, 118
compressing time, 18–21
constraints, 8–9. see also budget-constrained planning
constructive use of, 23–25
hierarchies of, 14–15, 14t
time, 29, 30f
constraints, products, processes, and resources (CPPR), 13
contingency reserves, 66
cost, 60–65, 62f, 63f
cost breakdown structure (CBS), 77–79
cost vs. risk, 49–50, 50f
CPPR. see constraints, products, processes, and resources (CPPR)
CPPRRSS planning process, 23, 29, 69, 75, 90, 112, 134, 134f, 141
crashing, 32
creativity, 129–130
critical chain sequencing, 20–21, 21f
critical resources, 45, 46t
critical success factors (CSFs), 3, 5, 6, 8–9, 90, 95–97, 113–114, 113f, 118
CSFs. see critical success factors (CSFs)
customer impact, 2
D-Day project, 28, 118
defects removal curve model, 84–85, 85f
deliverables, 5
delivery plan, 9–14, 10f, 11f
detailed scheduling, 32, 33t, 34–37, 37t–38t
Digital Delivery Program (DDP), 61, 63, 64, 68, 69
dig-lay-fill, 30, 31f
direct business and organizational success, 2
elapsed time, 21–23
end-date, 26–27, 27f, 34–36
end-of-life, 36
established process, 119
estimated dates, 34
evolutionary projects, 119–120, 120f
fan-outs, 19
fast-tracking, 30–32, 31f
first principle signal engineers, 41, 42, 44
fixed teams, 50–53, 51f, 52f
fix-on-failure, 133–135, 134f
four-hour house project, 17–18, 17f, 21, 23, 25–27, 29, 31–32, 34, 37, 118
functional requirements, 86–87
funding innovation, 130
future preparation, 2
governance stakeholders, 97
grant money, 67
Heritage Lottery Funding process, 67
hierarchies of constraints, 14–15, 14t
high-performing project managers (HPGs), 34–35
innovation, 116
accidental, 119–121
despite project management, 122–123
funding, 130
project and, 118–119
project teams, 117
promoting, 117t
vehicles for, 115–118, 116f, 117t
vs. project management score, 116, 116f
innovation challenges, project management, 123
business commitment, 128–129
change is good, 127–128
creativity, 129–130
funding, 130
possibility of failure, 127
problems and solutions, 124, 125f, 126–127, 126f
innovation/research constraint, 9
integrated rapid transport (IRT) system, 9, 104–107, 109, 109f, 112, 113
intentional innovation projects, 121–122
interim products, 5
internal stakeholders, 98
key performance indicator (KPI), 61, 62
leveling, 42
limited resources demand, 45, 47
link, 31f
Magnox decommissioning project, 87–88, 92
management
products, 5
reserves, 66
mapping process, 61, 62f
MBI. see workforce build-up index (MBI)
mission-critical constraint, 8
mission-critical planning, 92–93
money, 65–68
more resource, 47–50, 48f–50f
MyCiti bus service, 104, 107
non-functional requirement (NFRs), 86–87, 86t
non-motorized transport (NMT), 107
non-persistent products, 5
objective, 3–5
operational constraint, 9
operational projects, 133, 135, 139
fix-on-failure to planned maintenance, 133–135, 134f
situations, 135–137
work package management with project management, 137–138
organizational breakdown structure (OBS), 77–79
over time, 63–64, 63f
parallel project, 112–113
PBS. see product breakdown structure (PBS)
persistent products/outputs, 5
personal discipline, 24
PERT charting, 20
Philby’s project, 70, 71, 74, 76, 79, 79f
plan-do-check-act (PDCA) experimentation model, 123
planned maintenance, 133–135, 134f
planning approach, 88–89, 88f, 142f
PMBOK, 12, 95
PM/portfolio mismatch, 54, 54t
PRINCE2®, 12
process conformance, 87–88
process norms, breaking, 28–30, 30f
product breakdown structure (PBS), 11, 11f, 12, 77, 78, 108–109, 108f–110f, 111
products, 5
products, processes, and schedule (PPS), 137
project, 1
agile, 120–121
constraints, 8–9
efficiency, 2
evolutionary, 119–120, 120f
exemplifies, 68
and innovation, 118–119
intentional innovation, 121–122
mission, 6–7, 7f
purpose of, 3, 4
sponsor, 54–56, 55f
vehicles for innovation, 115–118, 116f, 117t
project management, 123
business commitment, 128–129
change is good, 127–128
creativity, 129–130
funding, 130
possibility of failure, 127
problems and solutions, 124, 125f, 126–127, 126f
task, 43
tolerance of risk, 91–93
work package management with, 137–138
project managers, 35–36, 53–54, 53f, 54t, 65, 67, 76, 141
Project Mission ModelTM, 3, 4f, 6–7, 7f, 11, 89, 121
project planning, 1–2
conditions, 2–3
delivery, 9–14, 10f, 11f
goals, 3–9, 4f, 7f
hierarchies of constraints, 14–15, 14t
to uncertainty, 1–2
public commitments, 36
RACI technique. see responsible, accountable, consulted, informed (RACI) technique
rail construction overruns, 60, 61t
rail-signaling project, 44–45
remploy, 107
resource-constrained projects, 43–44, 44f
resource modeling
demands, 44–45, 46t
fixed teams, 50–53, 51f, 52f
limited resources demand, 45,
47
more resource, 47–50, 48f–50f
project managers, 53–54, 53f,
54t
project sponsor, 54–56, 55f
scarce resources, 41–44, 44f
resources constraint, 8
responsible, accountable, consulted, informed (RACI) technique, 98, 99t
risk, 3, 6
cost vs., 49–50, 50f
management, 69
role of, 89–90
scheduling, 19
to stakeholders, 13–14
tolerance of, 90–93, 91f
role-based stakeholders, 97–98, 99t, 101
safety, 87
St Edburg’s church restoration project, 65–69
scarce resources planning, 41–44, 44f
scheduling
communication, 25–26
compressing time, 18–21, 18f–21f
constraints, 23–25
crashing, 32
detail of, 32, 33t, 34–37, 37t–38t
elapsed time, 21–23
end-date, 26–27, 27f
fast-tracking, 30–32, 31f
for opportunities, 20, 20f
process norms, breaking, 28–30, 30f
risks, 19
scope management, 3, 5, 11, 35, 48–50, 54, 67, 69, 89, 90, 107–109, 111, 121, 122, 127, 131
Scottish Parliament Building project, 96–97
setting the budget, 59–60, 60t, 61t
Sidewinder project, 122, 123, 128
Slim-Putnam curve, 51
software development projects, 121
spiral model of software development, 119–120, 120f
stakeholder, 95–97
agenda-based, 98–100, 99f
critical success factors, 113–114, 113f
engagement approach, 102–103, 105–106, 106f
intensity, 107–109, 108f–111f, 111
intensive project planning, 107, 112–113, 112f
mapping, 99–100, 99f
risks to, 13–14
role-based, 97–98, 99t
stakeholder-led projects, 100–101, 104–107, 106f
super-sensitive stakeholder management, 101–103
stakeholder-intensive constraint, 8–9
stakeholder-intensive project planning, 107, 112–113,
112f
stakeholder-led projects, 100–101, 104–107, 106f
structured systems analysis and design method (SSADM), 138
subject matter experts (SMEs), 23
success, 127
super-sensitive stakeholder management, 101–103
target dates, 34
temporal constraint, 8
temporary products, 5
testing, 84–87, 85f, 86t
time
compressing, 18–21
constraint, 29, 30f
elapsed, 21–23
time-bound projects, 37, 37t–38t
timeboxing, 36
time-constrained projects, 35–37
tolerance of risk, 90–91, 91f
project management, 91–93
transport infrastructure program, 9, 104–106
uncertainty, 1–2
budget-constrained planning in, 69–76, 71t, 72f, 73f, 74t
‘Use cases,’ 86
validation, 83
value of the project, 3
V-development model, 85–86, 85f
vehicles for innovation, 115–118, 116f, 117t
verification technique, 83
window-of-opportunity, 36
work breakdown structure (WBS), 12, 13
workforce build-up index (MBI), 18–19, 18f, 50
work package management with project management, 137–138
zero errors no exceptions (ZENO) project, 84–87, 92