INDEX
,Accountability, defining, 69
Actual cost work performed (ACWP), 347
Addison-Wesley, 365
Air University Review, 62
American Heritage Dictionary, 40
American Society for the Advancement of Project Management (asapm), 37, 44, 431
Assessing organizational project competence, 425
performance based competence, 426
Association for Project Management (APM), 37, 45
Attitude and behavior, 13
Audit. See Project audits
Audit teams, 312
composite, 313
external, 313
internal, 313
Australian Institute for Project Management (AIPM), 37, 45
Authority
Authority and responsibility, 15
Authority-Responsibility-Accountability, 66
Bar chart. See Gantt chart
Benchmarking
leadership of, 108
pitfalls, 108
teams, 107
Benefits of project management, 23, 24, 25, 122
Board of directors, 149
capital project surveillance, 150
inadequacies regarding projects, 150
major projects, 149
project information, 152
responsibilities, 151
Budget execution, 337
Budgeted cost work performed (BCWP), 347
Budgeted cost work scheduled (BCWS), 347
Business Publications, 388
CAS. See Cultural ambience subsystem
Cashflow analysis, 228
Certification in project management
beneficiaries, 41
knowledge-based versus competence-based, value of, 44
Change
accepting, 113
denial of, 113
negative reaction to, 112
negotiating, 113
realization of, 113
Cleland, David I., 7, 8, 60, 62, 64, 68, 102, 104, 105, 106, 132, 136, 137, 141, 159, 211, 212, 299, 332, 352, 353, 354, 357, 358, 359, 362, 363
Coaching
characteristics, 188
project leader’s role, 185
techniques and tools, 186
Code of ethics, enforcement, 32
Communication in project meetings, 392
controlling, 395
effective and ineffective, 394
guideposts, 395
organizing, 393
planning, 393
Communications. See also Linear responsibility chart
defined, 387
informal, 388
listening, 389
model, 388
nonverbal, 390
project meetings. See Meetings
written, 391
Conflict
causes, 193
preventing, 191
resolution modes, 194
compromise, 194
forcing, 194
problem solving, 194
smoothing, 194
withdrawal, 194
sources, 191
types, 192
Consideration of termination
possibilities, 273
strategies, 273
Contingency planning, 309
Contingency reserves, 309
Continuation of projects whose value is in doubt, 273
Continuous improvement, 269
Continuous team development, 363
Contract, 263
Contract structure
cost-reimbursement, 238
fixed-price, 238
target-price, 238
unit-price, 238
Cost of quality, 268
appraisal, 268
external failure, 268
internal failure, 268
measurement and test, 268
prevention, 268
Cost variance, 347
Critical path method (CPM), 255
Cultural ambience subsystem (CAS), 11
Customers, benefits, 27
Davis, Keith, 209
Davis, Ralph Currier, 6
Decision making
classifications, 215
considerations, 213
in projects, 213
team, 217
Deming, W. Edwards, 266
Detailed software requirements, 258
Developing a budget, 335
burden cost, 336
burden or indirect cost, 336
cost categories in budget, 336
profit, 336
raw cost, 336
total cost, 336
total price, 336
Developing winning proposals, 245
Divestment phase, 35-36
Donnelly, James H., 388
Earned value management (EVM), 342
Earned value management system (EVMS), 342, 346, 349
application, 343
basic chart, 346
planning, 344
process, 345
variance how much is tolerable, 348
Earned value management system planning
project budget, 345
project schedule, 345
statement of work, 344
WBS dictionary, 344
work breakdown structure, 344
E.I. Dupont Company, 255
Elements in the control system, 300
comparing planned and actual performance, 301
corrective action, 302
establishing standards, 300
observing performance, 300
Emotional considerations in communication, 390
Emotional intelligence, 15
Establishing a project management system, 329
Establishing project priorities, 287
Ethics
code of, 29
obligations of a professional, 29
Evaluating a project’s value, 272
EVM. See Earned value management
EVMS. See Earned value management system
Facilitative organization subsystem (FOS), 11
Fish, Gerald, 6
Fully integrated team, characteristics, 363
Gantt, Henry L., 255
Gantt chart, 295
General functions of project management software, 256
cost management, 257
human resource management, 257
resources, 257
time management, 256
Generic SOW topics, 251
acceptance criteria, 252
applicable standards, 252
deliverable schedule, 252
location of the work, 252
period of performance, 252
scope of work, 251
special requirements, 252
type of contract and payment schedule, 252
Gibson, James L., 388
Goleman, Daniel, 15
Guide to the Project Management Body of Knowledge (PMBOK® Guide), 38, 97
Handling potential claims, 239
Harper and Row, 49
Hierarchy of needs, 14
Honesty, 31
Human subsystem (HS), 12
ICB, 38
Importance of project work, 287
Indemnification, 264
Individual competence, 15
model, 16
Integrity, 31
Internal rate of return (IRR), 227
International Project Management Association (IPMA), 37, 38, 39
International projects, 152
advantages, 155
consortium of organizations, 154
developing a project plan, 158
disadvantages, 156
multinational, 153
product components in different nations, 154
project elements in different nations, 154
rationale, 153
types of, 153
IPMA. See International Project Management Association
Ireland, Lewis R., 60, 64, 132, 136, 159
IRR. See Internal rate of return
Ivanevich, John M., 388
Jacob, Rahuyl, 90
John Wiley & Sons, 102, 104, 105, 106, 141, 352, 353, 354, 357, 358, 359, 362, 363
Joint Strike Fighter (JSF), F-35, 54
Jossey-Bass, 137
Knowledge, 10
areas, 38
Knowledge, skill, ability requirements, 372
Kocaoglu, Dundar F., 211
Labor costs, 337
actual labor rate, 337
average labor rate, 337
burdened labor rate, 337
nominal labor rate, 337
characteristics, 176
components, 180
fundamentals, 178
managership, 174
principles, 183
in projects, 177
Legal
authority, 7
framework, 236
Linear responsibility chart (LRC), 21, 23, 63
Lockheed Martin Company, 54
LRC. See Linear responsibility chart
McGregor, Douglas, 14, 209, 373, 374, 394, 395
Manager. See Project manager
Managing costs in projects, 332
planning, 333
Manhattan Project, 6
Maslow, A. H., 14
Maslow’s hierarchy of needs, 14, 208, 209
esteem and status needs, 208
physiological needs, 208
safety and security needs, 208
self-realization and fulfillment needs, 208
Matrix organization, 59
strong matrix, 62
weak matrix, 61
Measures of success, 27
Mee, John F., 6
Meetings
basic purposes, 393
controlling, 395
effective and ineffective, 394
guideposts, 395
organizing, 393
planning, 393
Mescon, M. H., 49
Motivation
Maslow’s hierarchy of needs, 14
Multiple projects
benefits, 167
complexity, 169
duration and resources, 169
grouping projects, 168
life cycle, 169
project categories, 169
project priorities, 168
single versus multiple, 171
technologies, 169
Negotiations, 396
conflict, 397
dangers in, 399
power, 398
types, 397
Net present value (NPV), 227, 228
Nontraditional project teams
characteristics of, 88
work of, 89
Organization, benefits, 25
Organizational change, five phases, 114
Organizational project competence, 426
best project practices, 428
competent project personnel, 428
organization’s project management competencies, 429
project methodology, 428
resources for projects, 427
senior management leadership, 427
strategic plan, 426
who conducts assessment, 430
Organizational values, 193
criteria for provider selection, 325
guidelines, 328
service, 323
project management, 322
project management component, 327
project management services and products, 326
selecting a provider, 324, 325
trends, 324
Partnering. See Project partnering
Pennsylvania Power and Light Company, 151
PERT. See Program evaluation and review technique
Pinto, Jeffrey K., 137
Planning. See Project planning
Planning, Programming, and Budgeting System (PPBS), 55
PMBOK® Guide . See Guide to the Project Management Body of Knowledge
PMI®. See Project Management Institute
PMIS. See Project management information system
Polaris Submarine Project, 6
Political process in project management, 376
personal sponsorship, 378
politics in projects, 379
project impacts, 378
project selection and sponsorship, 377
working in a political environment, 380
Portfolio management for projects, 159
background, 160
portfolio management, 166
portfolio model, 161
project selection criteria, 162
project selection process elements, 164, 165
Postproject reviews, 303
Precedence diagram method (PDM), 294
Preparing a schedule, 294
Problem-solving process, 269
Production phase, 35
Program evaluation and review technique (PERT), 255, 294
Program management, 49
evolution of, 51
examples of, 52
programs, 49
projects, 50
Program Office, 51
Project
auditing, 310
changes, 239
control subsystem (PCS), 11
control system, 299
controlling, 47
directing, 47
evaluation. See Project audits
factors, 2
failure factors, 3
knowledge and skill areas, 72
life cycle, 33
motivating, 47
organizing, 47
people involved, 71
planning, 47
start-up, 240
success or failure, 1
team control, 48
team direction, 48
team motivation, 48
team organization, 48
team planning, 48
teams. See Project team(s)
uncertainty, 304
working in, 74
activities, 303
conducting the audit, 315
planning project audits, 314
teams, 312
Project authority
Project change mechanisms, 239
Project communication, 387
communication model, 388
difficulties, 390
nonverbal, 390
written, 391
Project contract negotiations and administration, 261
administration, 264
negotiations, 262
Project evaluation. See Project audits
Project failure, contributing factors, 4
Project feasibility study, 229
common factors, 228
common problems, 332
economics, 230
format, 332
legality, 230
operation, 230
preparing the study, 230
technology and system integration, 230
time, 230
Project kick-off, 244
goals, 242
meeting, 243
benefits, 26
characteristics, 173
of effective coaching, 188, 189
coaching techniques and tools, 186
fundamentals, 178
job motivational factors, 212, 213
management methodology, 191
priorities, 191
role as a coach, 185
sources of conflict, 191
Project life cycle
divestment phase, 35
production phase, 35
Project management
avoiding waste, 24
basic functions, 46
bodies of knowledge, 37
certification, 44
value of, 40
change agent, 113
comparison of operations, 124
competence, 9
conceptual framework, 18
contemporary model, 8
contribution of, 8
control, 20
core functions, 19
directing, 20
effecting change in an organization, 111
emergence of, 6
ethics, 28
functions, 19
implementation sequence, 121
knowledge and skills, 70
legal considerations, 236
legal framework, 236
managing change, 110
managing conflicts, 190
motivating, 20
opportunities for improving productivity, 24
outsourced service, 323
philosophy, 16
planning, 19
selling, 123
selling to senior managers, 119
strategic planning, 120
training, 70
using, 116
Project management information system (PMIS), 11, 383
formal information, 386
informal information, 383
information quality, 386
information required, 386
linkages, 384
principles, 386
Project Management Institute (PMI®), 29, 37, 45, 137
Project management organizational competence, 401
developing project managers, 403
developing project teams, 403
managing, 402
organizational checklist, 405
other considerations, 406
Project management practitioner, ethics for, 31
Project management process, 45
controlling, 46
directing, 46
motivating, 46
organizing, 46
planning, 46
Project Management Professional (PMP®), 29
obligations of, 31
Project management software
requirements, 258
selection, 260
Project management system, 8, 329
control subsystem, 330
cultural ambience subsystem, 330
facilitative organizational subsystem, 329
human subsystem, 331
management information subsystem, 330
planning subsystem, 331
techniques and methodologies subsystem, 330
Project manager, 404
adequate knowledge base, 374
attitude and behaviors, 204
customer interface, 62
demonstrated personal capabilities, 375
duties, 370
performance standard, 201
principles for, 206
role of, 61
successful, 200
understanding, 77
Project manager attributes, 201
control, 202
direct, 202
motivate, 202
organize, 201
plan, 201
Project managers knowledge, 203
budget development and management, 203
risk management, 204
schedule development and management, 204
technical performance management, 204
Project meetings. See Meetings
Project monitoring, evaluation, and control, 298
elements in the control system, 300
postproject reviews, 303
project audits, 302
Project office, 79, 80, 83, 84
implementation, 85
Project organization, 58
balanced matrix, 59
basic management matrix, 58
functional matrix, 59
functional organization, 59
role and training matrix, 73
traditional matrix, 59
Project partnering, 125
benefits, 130
examples, 127
managing, 126
technical aspects, 129
Project personnel recovery, 411, 412
buddy system, 413
communication, 414
fatigue, 411
inability to perform tasks, 412
planning, 414
rewards, 414
show concern, 413
sleep deprivation, 411
stress, 411
trust and confidence, 413
work environment, 414
Project planning, 277
adverse effects on, 283
benefits of proper, 285
charter, 281
common errors and excuses, 284
competences for, 282
contents, 279
developing a budget, 335
need for, 278
organizational context, 278
responsibilities for, 282
sequence of, 281
subsystem (PPS), 11
work breakdown structure (WBS), 20
work package elements, 20
Project portfolio. See Portfolio management for projects
growth, 78
Project priority system, 289
advantages, 292
implementation, 291
model, 290
rationale for prioritizing projects, 289
Project recovery for the project team
capability assessment, 418
challenged environments, 415
degradation of team member capability, 408, 409
team leader responsibility, 410
Project risk management, 304
internal and external, 305
Project schedule purposes, 294
Project scheduling, 293
resource loading a schedule, 297
tracking and control, 297
Project selection process, 221
external, 222
financial considerations, 226
internal, 222
models, 225
other considerations, 223
strategic and operational fit, 224
Project stability, 421
defined by elements, 421
indications of instability, 423
prevention measures, 424
Project stakeholder management (PSM), 134
evaluating, 134
implementing management strategy, 139
influence, 134
model, 135
predicting behavior, 139
Project statement of work, 251
Project strategic issue management, 131, 132
Project success, contributing factors, 4
Project team building, 362
conflict resolution, 365
continuous team development, 363
managing team conflict, 365
team leader actions, 367
team performance, 364
Project team members
benefits, 26
coaching, 184
Project team(s)
alternative, 87
business titles and functions, 369
driven reengineering, 94
motivating, 207
personal impact, 90
position and expertise requirements, 370
reengineering through, 91
role and responsibility, 368
skill and requirements, 371
traditional characteristics of, 87
Project termination, reasons for, 271
Project work breakdown structure, 338
Project work packages, 261
Proposal
content, 248
developing, 245
management component, 249
planning, 245
pricing component, 250
schedule, 247
technical component, 249
Proposal contents, 248
management, 248
pricing, 248
technical, 248
Quality
management, 267
principles, 266
in projects, 265
team, 270
Quality management components, 267
assurance, 267
control, 267
planning, 267
Reengineering
basics, 94
lifecycle phases, 94
Resolution of disputes, 238
arbitration, 238
litigation, 238
mediation, 238
Responsibility, defining, 67
Return on investment (ROI), 227
Risk
identification, 306
mitigation, 308
quantification, 307
Risk control responsibility, 310
Roget’s International Thesaurus, 9
Role and responsibility
project manager, 61
senior leaders, 73
Schedule. See Project scheduling
Schedule variance, 347
Scheduling definitions, 293
critical path method (CPM), 293
milestone, 293
precedence diagram method (PDM), 294
program evaluation and review technique (PERT), 294
scheduling relationships for tasks, 294
task, 293
work breakdown structure, 294
Scheduling standards, 316
dependencies and interfaces, 320
external interfaces dependencies, 321
standards, 317
Selecting PM software, 255
Self-managed production team (SMPT), 101
Selling project management, 119
Senior management, 145
responsibility for projects, 146
review by life cycle phases, 148
role of, 6
Senior managers, benefits, 26
Sequence of planning actions, project charter, 281
Skill, 12
Small projects management of, 96
SMPT. See Self-managed production team
Software selection, 257
Sources of conflict, 191
jokes, 192
management methodology, 191
project priorities, 191
schedules and resources, 192
sexual harassment, 192
Stakeholder. See Project stakeholder management (PSM)
Statement of work, 344
Stepanek, John, SGM, 182
Stewart, Thomas H., 9
Strategic management of teams, 140
Susquehanna nuclear plant project, 151
Task
relationship, 296
types of, 296
Team. See also Project team(s)
costs of, 360
decision making, 217
enterprise for the use of, 144
key ingredients of, 361
managing conflict, 365
negative side of teams, 359
performance, 364
planning failure, 360
positive and negative aspects, 358
Team building and development. See Project team building
Team culture
characteristics after teams, 355, 356, 357
characteristics before teams, 354
maintenance, 353
strengths, 352
understanding, 351
Team leadership, general characteristics, 195
Thorndike, E. L., 15
Traditional organizational design, 57
Trans-Alaska Pipeline System (TAPS), 150
Types of projects audits, 311
contract audit, 312
general audit, 312
process audit, 311
product audit, 312
progress audit, 311
special audit, 312
system audit, 311
Types of projects costs, 334
contracts, 334
human resource, 334
material, 334
support, 334
Urgency, 288
U.S. Army Field Manual 101-5, Staff Organization and Operations, 236
U.S. Office of Management and Budget (OMB), 54
U.S. Department of the Navy, 255, 348
Walton, R., 365
Warranties
implied, 263
verbal or written, 263
Washington Public Power Supply System (WPPSS), 151
WBS-OBS integration, 346
Webster’s II New College Dictionary, 9
Work breakdown structure (WBS), 294, 341, 344, 346
characteristics, 339
dictionary, 344
maintaining, 342
putting together, 341
Work package, 64