Index
A
- AC (actual cost), 415
- acceptance criteria
- accountability
- accounting software, 400
- accuracy
- achieved power, 366
- action verbs, using to title activities, 120–121
- active listening, 342–344
- activities
- activity list, 176–179
- activity performance, as a limitation type, 107
- activity-in-box precedence diagramming method, 148–149
- activity-on-arrow approach, 149
- activity-on-node technique, 148–149
- actual cost (AC), 415
- ad hoc team meetings, 357
- adaptability, as a principle of PMBOK 7, 22–23
- Adjourning stage, in Tuckman Ladder model, 302
- administrative issues, handling, 381
- Agile Manifesto (website), 395
- Agile project management
- Agile Project Management For Dummies (Layton), 397
- agreements, as artifacts, 60
- allocations, planning initial, 198–200
- allowable payback period, 48
- analyzing
- announcing projects, 305
- annual budget, 97
- applying
- arrow diagram, 149
- arrows, in network diagrams, 148–149
- artifacts, identifying, 54–60
- Asana, 321
- ascribed power, 366
- assessing
- assigning projects, 265–276
- assumption list, 49
- assumptions
- authority
- automated impact assessments, 234
- availability
- avoidance, as a risk management strategy, 236
B
- backing into schedules, 166–167
- backlog, 396
- backlog grooming, 396
- backlog refinement, 396
- back-to-front approach, 159
- backward pass, 153–156
- bar chart, 176–179
- Basecamp, 321
- baselines, as artifacts, 59
- beak points, 125
- Bellu, Renato (author)
- Microsoft Dynamics 365 For Dummies, 403
- bid documents, as artifacts, 60
- blogs, 409
- bottom-up approach, 129, 130, 215–217
- boxes, in network diagrams, 148–149
- brainstorming, 129, 130
- bubble-chart format, 134–136
- budgets
- building
- documents during project charter development, 49–50
- goals, 295
- hierarchy of charts, 282
- network diagrams, 162–164
- personal power/influence, 365–368
- project charter, 45–50
- project schedule, 164–172
- responsibility assignment matrix (RAM), 280–281
- risk management strategies, 236–237
- stakeholder registers, 64–73
- team goals, 295
- team member motivation, 368–373
- teams, 293–302
- work breakdown structure (WBS), 121, 127–138
- business cases
- business graphics and presentation software, 399
- business requirements document, 87
C
- capacity, as a resource characteristic, 174
- capital appropriation plan, 98
- Carrying Out the Work stage, 14
- categories
- change, as a principle of PMBOK 7, 23–25
- change control plans, as artifacts, 58
- change models, 55–56
- change orders, as artifacts, 60
- change requests
- charge codes, 304
- Cheat Sheet (website), 4
- checking inferences, as an active listening technique, 344
- chief information officer (CIO), 73
- choosing
- Churchill, Winston, 36
- CIO (chief information officer), 73
- clarifying project benefits, 369–370
- classical approach, 149
- clients, as external stakeholders, 66
- Closing the Project stage
- cloud, 400, 408
- cloud storage, 400, 408
- code of ethics, 36–39
- collaborators, as external stakeholders, 66
- collecting
- commitment
- communication
- about, 339–340
- about risks, 237–238
- basics of, 340–344
- choosing mediums for, 344–350
- holding key project meetings, 355–358
- listening actively, 342–344
- meetings, 346–350, 355–358
- models for, 54–55
- one-way compared with two-way, 341–342
- preparing communications management plans, 358–359
- preparing written progress reports, 350–355
- processes of, 296, 341
- project dashboards, 354–355
- using social media to support, 411–412
- written reports, 345–346
- communications management plan
- comparing Agile and traditional approaches, 397–398
- completed, approved project budget, 213
- complexity, as a principle of PMBOK 7, 20–22
- component title, as WBS components, 140
- computer software, using effectively, 398–407
- conditional work, 124–125
- confirming
- conflict resolution, 297–300
- consequences, estimating extent of, 232–234
- constraints
- content, in communications management plan, 359
- contingency plan, 140
- contractors, as external stakeholders, 67
- contracts
- contributed funds, 92
- control process
- controlling
- coordinating assignments across multiple projects, 202–205
- corrective actions
- cost performance index (CPI), 416
- cost variance (CV), 415
- cost-benefit analysis
- CPM (Critical Path Method), 151
- creating
- documents during project charter development, 49–50
- goals, 295
- hierarchy of charts, 282
- network diagrams, 162–164
- personal power/influence, 365–368
- project charter, 45–50
- project schedule, 164–172
- responsibility assignment matrix (RAM), 280–281
- risk management strategies, 236–237
- stakeholder registers, 64–73
- team goals, 295
- team member motivation, 368–373
- teams, 293–302
- work breakdown structure (WBS), 121, 127–138
- Critical Path Method (CPM), 151
- critical paths
- customers, as external stakeholders, 66
D
- Daily Scrum, 396–397
- daily stand-up, 396–397
- dashboard format, for progress reporting, 59
- data collection, in communications management plan, 359
- data gathering and analysis, 56
- database software, 321, 399
- David, Shirley (author)
- Diversity, Equity & Inclusion For Dummies, 373
- deadlines, 145–146
- decision trees, for risk management, 233–234
- decision-making, operating processes and, 297
- decomposition, 67, 115
- defining
- delays, identifying causes of, 333–334
- delegation, 266–271
- deliverables
- deliverables-activities hierarchy, 121–124
- delivery, tailoring, 51–54
- demonstrating project feasibility, 370–371
- denial approach, 237
- detailed budget estimates
- detailed thinking, 114–115
- determining
- activities, 160–161
- critical paths, 152–153
- earliest finish date, 152–153
- earliest start dates, 152–153
- earned values of tasks, 425–428
- factors affecting duration estimates, 173
- latest finish date, 153–156
- latest start date, 153–156
- noncritical paths, 152–153
- non-personnel resource needs, 208–210
- precedence, 156–159
- project costs for detailed budget estimates, 215–218
- reasons for observed variances, 420
- slack times, 153–156
- types of stakeholders, 73–79
- underlying factors, 173
- developing
- documents during project charter development, 49–50
- goals, 295
- hierarchy of charts, 282
- network diagrams, 162–164
- personal power/influence, 365–368
- project charter, 45–50
- project schedule, 164–172
- responsibility assignment matrix (RAM), 280–281
- risk management strategies, 236–237
- stakeholder registers, 64–73
- team goals, 295
- team member motivation, 368–373
- teams, 293–302
- work breakdown structure (WBS), 121, 127–138
- Dionisio, Cynthia Snyder (author)
- direct costs, 211
- discount rate, 48
- discretionary dependencies, 158
- displaying
- distribution list, 64
- diversity, equity, and inclusion (DEI), 373–375
- Diversity, Equity & Inclusion For Dummies (Davis), 373
- diversity, of projects, 12–14
- documenting
- documents
- drawing network diagrams, 148–149
- drivers
- duration
E
- earliest finish date
- earliest start dates
- earned value (EV), 415
- earned value management (EVM)
- efficiency
- employee benefits, as indirect costs, 212
- empowerment, 52
- encouraging persistence, 370–371
- end users, as stakeholders, 65, 68
- engagement, tailoring, 52
- enhancing
- ensuring accuracy of RAM, 281–283
- enterprise-wide, on-premise software, 320
- enthusiasm, as a leadership trait, 364
- equipment, as indirect costs, 212
- escalation procedures, for conflict resolution, 297
- establishing
- estimating
- EV (earned value), 415
- evaluating
- events
- EVM (earned value management)
- executive leadership, as external stakeholders, 65
- executive leadership progress reviews, 357–358
- expected value of risk, 235
- expenditures, monitoring, 327–330
- external dependencies, 158
- external stakeholders, 66–67
F
- 50/50 method, 426–428
- figuring
- activities, 160–161
- critical paths, 152–153
- earliest finish date, 152–153
- earliest start dates, 152–153
- earned values of tasks, 425–428
- factors affecting duration estimates, 173
- latest finish date, 153–156
- latest start date, 153–156
- noncritical paths, 152–153
- non-personnel resource needs, 208–210
- precedence, 156–159
- project costs for detailed budget estimates, 215–218
- reasons for observed variances, 420
- slack times, 153–156
- types of stakeholders, 73–79
- underlying factors, 173
- finalizing
- financial expenditures, as a KPI, 303
- financial resources, project feasibility and, 48
- finish-to-finish precedence, 157
- finish-to-start precedence, 157
- First Law of Motion, 55
- fixed-price contracts, as artifacts, 60
- float, 151
- formal communication, 344
- formal information-sharing vehicles, 78
- formalizing control processes, 331–332
- Forming stage, in Tuckman Ladder model, 301
- forward pass, 152–153
- free slack, 156
- freemium, 321
- frequency, in communications management plan, 359
- front-to-back approach, 158
- fudge factors, 174–175
- functional managers, roles and responsibilities in matrix environment, 255–256
- functional organization structure, 246–248
- functions, scope and, as WBS component, 128
- funds, contributed, 92
G
- Gantt chart, 59, 176–179, 199
- gaps, decomposition and, 115
- gathering
- general and administrative costs, 211
- generating
- documents during project charter development, 49–50
- goals, 295
- hierarchy of charts, 282
- network diagrams, 162–164
- personal power/influence, 365–368
- project charter, 45–50
- project schedule, 164–172
- responsibility assignment matrix (RAM), 280–281
- risk management strategies, 236–237
- stakeholder registers, 64–73
- team goals, 295
- team member motivation, 368–373
- teams, 293–302
- work breakdown structure (WBS), 121, 127–138
- geographical areas, as WBS component, 128
- goals, developing, 295
- Go/No-Go Decision, 50
- Google Docs, 321, 399
- Google Drive, 408
- Google Sheets, 321, 399
- Google Slides, 321, 399
- Google Workspace, 400
- group meetings, 78
- groups, as stakeholders, 66
H
I
- icons, explained, 3
- identification code, as WBS components, 140
- identifying
- immediate predecessors
- implementing Agile management through Scrum, 396–397
- improving
- increasing commitment, 369–370
- indented-outline format, 133–134
- indirect costs, 211, 218
- inflation
- influence, developing, 365–366
- informal communication, 344
- informal written correspondence, 78
- information needs, in communications management plan, 359
- information sources, for potential projects, 43
- information-sharing activity, in communications management plan, 359
- information-sharing vehicles, 78
- inputs
- Instagantt, 321
- intangible benefits, 52
- integrated project management software, 320–321, 401–403
- integration, 52
- integrity, as a leadership trait, 363
- intended activities, 100
- interest, assessing of stakeholders, 82–83
- internal stakeholders, 65–66
- Internet resources
- interpreting network diagrams, 151
- issue logs, as artifacts, 58
- iteration review, 57
J
K
L
- labeling WBS entries, 132–133
- labor, as a direct cost, 211
- latest finish date
- latest start date
- Layton, Mark C. (author)
- leadership
- legal requirements, 157
- legal resources, project feasibility and, 48
- lessons learned. See project retrospective
- letters, in network diagrams, 148–149
- Level x components, 116–117
- liaisons, 68
- LibreOffice Base, 321, 399
- LibreOffice Calc, 321, 399
- LibreOffice Impress, 321, 399
- LibreOffice Writer, 321, 399
- life cycle
- likelihood of risk, assessing, 230–232
- limitations
- linear responsibility chart (LRC), 276
- LinkedIn, 408–409
- listening actively, 342–344
- logical dependencies, 158
- logs, as artifacts, 58
- long-range plan, 97
- long-term projects, planning, 125–127
- lost return on investment, net present value (NPV) and, 47
M
- maintaining
- management, compared with leadership, 362–363
- management and administrative salaries, as indirect costs, 212
- managerial choices, 158
- managing
- mandatory dependencies, 157–158
- market requirements document, 87
- matching people to tasks, 182–189
- materials, as a direct cost, 211
- matrix organizational structure, 250–260
- measure, 101
- measuring
- mediums, choosing for communications, 344–350
- meetings
- methods
- Micosoft Project, 320
- micromanagement, 284–286
- Microsoft Access, 321, 399
- Microsoft Dynamics 365, 320
- Microsoft Dynamics 365 For Dummies (Bellu), 403
- Microsoft Excel, 321, 399
- Microsoft Outlook, 400
- Microsoft PowerPoint, 321, 399
- Microsoft Project, 320, 321
- Microsoft Project 2019 For Dummies (Dionisio), 159
- Microsoft Project For Dummies (Dionisio), 403
- Microsoft Project Server, 320, 321
- Microsoft Teams, 408
- Microsoft Word, 321, 399
- milestone list, 176–179
- milestone method, 426–428
- milestone review, 57
- milestones, in network diagrams, 147
- minimizing conflict on teams, 298–299
- mitigation, as a risk management strategy, 236–237
- models
- motivation, of team members, 368–373
- motivation models, 55
N
- needs, 106
- negative risks, 20, 222
- net present value (NPV), 47–48
- network diagrams
- Newton, Isaac, 55
- noncritical paths
- non-personnel resource needs, determining, 208–210
- non-personnel resources matrix, 208–210
- non-personnel summary usage chart, 208–210
- non-personnel usage charts, 208–210
- non-project-specific professional activities, efficiency and, 193
- Norming stage, in Tuckman Ladder model, 301
O
- objective information, relying on, 231
- objectives
- objectivity, fairness and, 38
- observed variances, determining reasons for, 420
- observers
- one-on-one meetings, 78
- one-way communications, 341–342
- online collaboration tools, 408
- online resources (website), 4
- OpenOffice, 321
- OpenProject, 320
- open-source software, 320
- operating processes, defining, 296–297
- operational resources, project feasibility and, 48
- opportunities, as a principle of PMBOK 7, 20–22
- opportunity costs, 47
- ordering activities, 161
- ordinal ranking, 230
- organizational breakdown structure, as artifacts, 59
- organizational environments
- organizational structures
- organizational units, as WBS component, 128
- organization-chart format, 133, 134
- organizations
- Organizing and Preparing stage, 14
- ostrich approach, 237
- outputs, in project management information systems (PMIS), 314
- overhead costs, 211
- overlaps, decomposition and, 115
P
- paraphrasing, as an active listening technique, 343
- percent complete method, 426–428
- performance
- performance period, 350
- performance targets, 101
- performing
- Performing stage, in Tuckman Ladder model, 302
- persistence, encouraging, 370–371
- person effort
- personal activities, efficiency and, 193–194
- personal opinions, counting on, 231–232
- person-loading graph/chart, 198–200
- personnel needs
- personnel resource use, as a KPI, 303
- PERT chart, 149
- phase review, 57
- physical environment, productivity and, 193
- physical product/service, 104
- planned value (PV), 414
- planning
- plans, as artifacts, 58
- PMBOK 7
- PMI (Project Management Institute), 10
- PMI Code of Ethics and Professional Conduct, 36–39
- PMIS (project management information systems), establishing, 314–330
- PMO (project management office), 320
- PMP (Project Management Professional) certification exam, topics on, 28–29, 39–40, 60–61, 84, 111–112, 141–142, 179–180, 205–206, 219, 240–241, 261, 286, 306–307, 359–360, 375–376, 389–390, 412, 429
- positive risks, 20, 222
- post-project evaluation. See project retrospective
- post-project review. See project retrospective
- power
- Power-Interest Grid, 83
- prayer approach, 237
- precedence, determining, 156–159
- precision, 232
- predecessors, factors affecting, 156–158
- preparing
- presentation software, 321
- presenting scope statement, 110–111
- principles, 36
- prior experience, productivity and, 193
- probability of occurrence, 230
- procedural requirements, 157
- process groups, 25–26
- processes
- control
- about, 311
- in action, 330–335
- change requests, 335–338
- controlling, 312–314
- establishing project management information systems (PIMS), 314–330
- formalizing, 331–332
- identifying causes of delays/variances, 333–334
- identifying corrective actions, 334
- monitoring, 312–314
- monitoring expenditures, 327–330
- monitoring schedule performance, 315–322
- monitoring work effort, 322–326
- rebaselining, 334–335
- scope creep and, 337–338
- control
- product components, as WBS component, 128
- product owner, Scrum and, 396
- product risk, 229
- product scope description, in scope statement, 86
- productivity, factoring into estimates, 193
- products. See deliverables
- professional societies, as external stakeholders, 67
- program, project compared with, 13
- program evaluation and review technique (PERT), 175–176
- progress Gantt chart, 316, 317
- project champions, 74, 93, 259, 291
- project charter
- project charters, 58
- project closeout meeting. See project retrospective
- project communications management plans, preparing, 358–359
- project constraints
- project costs
- project dashboards, 354–355
- project director. See project manager
- project exclusion, in scope statement, 86
- project initiator, 90–92
- project leader. See project manager
- project life cycle, using social media to support, 409–410
- project management. See also specific topics
- project management information systems (PMIS), establishing, 314–330
- Project Management Institute (PMI), 10
- project management office (PMO), 320
- Project Management Professional (PMP) certification exam, topics on, 28–29, 39–40, 60–61, 84, 111–112, 141–142, 179–180, 205–206, 219, 240–241, 261, 286, 306–307, 359–360, 375–376, 389–390, 412, 429
- project management software, introducing into organizations, 406–407
- project managers
- project number, 303
- project owner, roles and responsibilities in matrix environment, 256
- project phases, as WBS component, 128
- project plans
- project portfolio management software, 404
- project profile, 87
- project progress reports, preparing, 350–355
- project request, 87
- project retrospective, 57, 306, 384–389
- project schedules
- project sponsors, roles and responsibilities of in matrix environment, 256–257
- project team development models, 56
- project team members, roles and responsibilities in matrix environment, 255
- project title, 88–89
- projecting total expenditures at completion, 417–418
- projectized organization structure, 248–250
- ProjectLibre, 320
- projects
- announcing, 305
- applying earned value management (EVM) to, 421–424
- assigning, 265–276
- breaking into chunks, 114–127
- categorizing, 130–132
- clarifying benefits of, 369–370
- components of, 10–12
- confirming participation in, 288–291
- controlling, 446–447
- coordinating assignments across multiple, 202–205
- demonstrating feasibility of, 370–371
- diversity of, 12–14
- end of, 100–101
- evaluating, 50
- explaining your need for, 90–105
- gathering ideas for, 42–45
- information sources for potential, 43
- justifying, 90–95
- life cycle of, 14–16
- project retrospective, 384–389
- proposing in business cases, 43–45
- setting baselines for, 305
- start of, 100–101
- stating objectives of, 101–105
- tailoring delivery for, 53–54
- proof-of-concept (POC), 48
- proposing projects in business cases, 43–45
- providing rewards, 372–373
- public, as external stakeholders, 67
- purpose, of projects, 433–434
Q
R
- RACI chart, 276
- RAID (Risks, Actions, Issues, and Decisions) log, 239–240
- RAM (responsibility assignment matrix)
- reading
- rebaselining, 334–335
- recognizing risk factors, 224–226
- refining project budget, 213–214
- registers, as artifacts, 58
- regularly scheduled team meetings, 356
- regulators, as external stakeholders, 67
- relative likelihood of occurrence, 230
- relying on objective information, 231
- Remember icon, 3
- rent, as indirect costs, 212
- reports
- requesters, as stakeholders, 65
- required resources
- requirements documents, as artifacts, 60
- requirements traceability matrix, 20
- resilience, as a principle of PMBOK 7, 22–23
- resistance, anticipating, 104–105
- resolving potential resource overloads, 200–202
- resource characteristics, 174
- resource histogram, 198–200
- resource limitation, 107
- resource management plans, as artifacts, 58
- resource risk, 229
- resources
- respect, as a value in the PMI Code of Ethics and Professional Conduct, 36, 37
- responding to change requests, 336–337
- responsibilities and roles
- responsibility assignment matrix (RAM)
- results
- return on investment (ROI), 47
- rewards, providing, 372–373
- risk factors
- risk management strategies
- risk registers, as artifacts, 58
- risk-assessment questionnaires, 234
- risks
- Risks, Actions, Issues, and Decisions (RAID) log, 239–240
- roadmaps, as artifacts, 58
- ROI (return on investment), 47
- roles and responsibilities
- rolling-wave approach, 126
- rough order-of-magnitude (ROM) estimate, 212–213
S
- schedule achievement, as a KPI, 303
- schedule milestones, as WBS components, 141
- schedule performance, monitoring, 315–322
- schedule performance index (SPI), 415
- schedule resources, project feasibility and, 48
- schedule risk, 229
- schedule variance (SV), 415
- schedules
- scope, defining, 86–90
- scope creep, controlling, 337–338
- scope statement
- Scrum, implementing Agile project management through, 396–397
- Scrum For Dummies (Layton), 397
- Scrum master, 396
- selecting
- self-confidence, as a leadership trait, 364
- selfishness, fairness and, 38
- sense of urgency, productivity and, 193
- sequences, importance of, 146
- setting project baseline, 305
- sharing responsibility, 271–272
- showing
- situational leadership models, 54
- skills
- skills and knowledge registry, 183–187
- skills matrix, 187–189
- slack times
- SMART goals, 103
- Smartsheet, 321, 408
- social media, enhancing project management using, 407–412
- social networking apps/websites, 408–409
- software
- special situations, 124–127
- specific scope, as a components of projects, 11
- specifying team member roles, 295–296
- spreadsheet software, 321, 399
- sprint planning, 396
- Sprint retrospective meeting, 397
- Sprint review, 57, 397
- sprints, 396–397
- stages
- Adjourning, in Tuckman Ladder model, 302
- of budgets, 212–213
- Carrying Out the Work, 14
- Closing the Project
- Forming, in Tuckman Ladder model, 301
- Norming, in Tuckman Ladder model, 301
- Organizing and Preparing, 14
- Performing, in Tuckman Ladder model, 302
- of project management, 14–16
- Starting the Project
- Storming, in Tuckman Ladder model, 301
- stages, of project management, 14–16
- stakeholder registers
- stakeholders
- standalone specialty software, 399–401
- standard approaches, to conflict resolution, 297
- The Standard for Project Management, 16
- standup meeting, 57
- starting stakeholder registers, 65–69
- Starting the Project stage
- start-to-finish precedence, 157
- start-to-start precedence, 157
- statement of work, 87, 101
- status meeting, 57
- status reports, as artifacts, 59
- steering committee meeting, 57
- stewardship, as a principle of PMBOK 7, 17–18
- storming, 214
- Storming stage, in Tuckman Ladder model, 301
- strategies
- strategy artifacts, 58
- Structured Product List, 82–84
- subcontractors, as a direct cost, 211
- summary person-loading chart, 201–202
- suppliers, as stakeholders, 67
- support groups, as stakeholders, 67–68
- support staff, 55
- supporters
T
- tailoring
- tangible benefits, 52
- target audience, in communications management plan, 359
- tasks
- team goals, developing, 295
- team members
- teams
- about, 287–288
- announcing projects, 305
- defining operating processes, 296–297
- developing, 293–302
- establishing schedules for reports/meetings, 304–305
- finalizing participants of, 288–293
- preparing tracking systems, 303–304
- as a principle of PMBOK 7, 18–19
- project retrospective, 306
- reinforcing identity of, 258–259
- Scrum and, 396
- selecting tracking systems, 303–304
- setting project baselines, 305
- technical requirements, specifications document, 87
- technical resources, project feasibility and, 48
- techniques, combining into a process, 443–447
- technology, project management and, 393–412
- templates
- tenacity, as a leadership trait, 363
- thinking in detail, 114–115
- threats, as a principle of PMBOK 7, 20–22
- three-point estimating, 121, 289
- time and information management software, 400
- time and materials contracts, as artifacts, 60
- time constraints, meeting, 167
- time contingency, 161
- time durations, 98–100
- time sheet/card, 322
- time-frame limitation, 106
- time-recording systems, 324
- Tip icon, 3
- tools, tailoring, 52
- top-down approach, 129–130, 215, 217
- total float, 108
- total slack, 155
- traceability matrix, 20
- tracking systems, selecting and preparing, 303–304
- traits, of leaders, 363–365
- transfer, as a risk management strategy, 236
- transitions, providing, 381–383
- travel, as a direct cost, 211
- Trello, 321
- trigger events, identifying for risks, 152–154
- troubleshooting
- t-shirt size estimate, 212–213
- Tuckman Ladder model, 300–302
- two-way communications, 341–342
U
V
W
- Warning! icon, 3
- Waterfall project management, 397–398
- WBS (work breakdown structure)
- about, 23, 315
- approaches for, 129
- as artifacts, 59
- categorizing project work, 130–132
- components of, 128
- creating, 127–138
- developing for large and small projects, 121
- displaying, 127–138
- displaying in different formats, 133–136
- finalizing, 304
- hierarchy, 128
- identifying project work with, 116–124
- improving quality of, 136–137
- labeling entries, 132–133
- using, 122–123
- using templates, 137–138
- WBS dictionary, 140–141
- web-based “freemium” applications, 321
- web-based subscriptions-supported applications, 321
- websites
- weighted labor rates, 218
- wikis, 409
- word processing software, 321, 399
- work breakdown structure (WBS)
- about, 23, 315
- approaches for, 129
- as artifacts, 59
- categorizing project work, 130–132
- components of, 128
- creating, 127–138
- developing for large and small projects, 121
- displaying, 127–138
- displaying in different formats, 133–136
- finalizing, 304
- hierarchy, 128
- identifying project work with, 116–124
- improving quality of, 136–137
- labeling entries, 132–133
- using, 122–123
- using templates, 137–138
- work detail, as WBS components, 140
- work effort
- work order, 87
- work packages, 116, 121, 208
- work-effort estimates, accounting for efficiency in personal, 196–197
- written approvals, 78
- written project progress reports, preparing, 345–346, 350–355
Y
- Yammer, 408–409
..................Content has been hidden....................
You can't read the all page of ebook, please click here login for view all page.