A-ASI. See Aspirational Achieving Styles Inventory
A-ASI360°, 162
acceptance meetings, 203
Achieving Style, 92, 140–142, 157–159, 161–172, 222, 224
Achieving Styles Inventory (ASI), 161–163
Achieving Styles Situational Evaluation Technique (ASSET), 162, 180, 208
ACPF. See Adaptive Complex Project Framework
ACPF life cycle, 155
Actano, 148
action strategies, 53
Adaptive Complex Project Framework (ACPF), 140, 155
ad hoc approaches, 101
ad hoc solutions, 31
ad hoc survey, 124, 129, 134, 147, 214
affinity diagramming, 92
agents of change, 5, 7, 89, 223
Agile, 11, 17, 21, 23, 81, 85, 120, 126, 127, 129, 139–145, 147, 148, 153, 155, 165–168, 171, 172, 204, 205, 208, 210, 213, 214
Agile methods, 11, 21, 23, 126, 127, 129, 141–145, 147, 148, 165, 167, 204, 205, 208
Agile Organization Development Manifesto, 143
agility, 28, 29, 71, 85, 112, 126, 127, 142, 229
Amazon, 110
American Society of Civil Engineers, 20
Analytical Style, 49
Angkor Wat, 74
A-OASI. See Aspirational Organizational Achieving Styles Inventory
APMP. See Association of Proposal Management Professionals
Apple, 8, 85, 86, 102, 131, 132, 136–138
Archibald, Russell, 79
Argyris, Chris, 52, 53, 56, 57
ASI. See Achieving Styles Inventory
ASI360°, 162
Aspirational Achieving Styles Inventory (A-ASI), 161
Aspirational Organizational Achieving Styles Inventory (A-OASI), 161
ASSET. See Achieving Styles Situational Evaluation Technique
Association of Proposal Management Professionals (APMP), 82
assumption, 26, 54, 83, 92, 96, 133, 143, 148, 183, 196, 197
Assumptions register, 173, 195, 197–199
A Team, 16, 45, 46, 54, 72, 105, 108, 109, 121, 125–127, 143, 144, 150, 160, 163, 164, 216
auditing, 41
authorization, 32, 35, 88, 154, 222
availability of resources, 12–14, 37, 125, 151, 198, 210
Axelrod, Robert, 77
backward pass calculations, 210
balanced matrix, 47
Band of Brothers and Sisters, 75, 77, 206
Bangkok, 115
barchart-network-diagram, 14
Bay Bridge, 20
Beckstrom, Rod A., 130
Bellegarrigue, Anselme, 204
benefit engineering, 151, 173, 176, 178–182, 191
benefits, 11, 33, 34, 36, 39, 40, 46, 74, 83, 104, 111, 112, 115, 120, 121, 131, 133, 143, 151, 160, 179, 180, 188, 212, 213, 225–227
best practice, 3, 26, 30, 31, 49, 55, 82–84, 86–89, 105, 142, 166, 220
bid and proposal management, 82
bid/proposal development, 83
Bloomberg.com, 135
book smartness, 90
BOT projects, 38
breach of contract, 5, 32, 37, 46, 53, 72, 118, 178
British Airport Authorities, 82, 113, 137
British Airways, 82, 113, 116, 117, 137
British Standard, 24
Bronson, Charles, 121
Brownfield project, 17, 81, 93, 99, 101, 102, 165, 167, 227
budget, 7, 11, 20, 28, 33, 37, 38, 44, 45, 48, 50, 52, 54, 55, 72, 76, 80, 99, 106, 107, 112, 114, 123, 126, 149, 151, 179, 182, 193, 198, 200, 217
burndown chart, 207
burnouts, 68
burst nodes, 210
business case, 33, 34, 39, 58, 76, 93, 104, 122, 129, 131, 132
business development, 11, 51, 82, 83, 120, 177, 197, 208
business focus, 18
business management, 12
business re-engineering, 101
business units, 7, 43, 80, 92, 93, 117, 128, 130, 177, 217
California Institute of Technology, 104
Canon, 94
capital project, 38
Cardinale, Claudia, 121
catalogue price, 111
CCB. See Change Control Board
CCPM. See Critical Chain Project Management
certification, 1, 4, 21, 22, 75, 91
Change Control Board (CCB), 156, 193
change request, 28, 32, 56, 73, 81, 125–127, 147, 156, 157, 182, 190–194
change request management, 56, 81, 126, 127, 156, 182, 190–193
changing requirements, 3, 7, 123, 126
Charybdis, 28
Chevrolet, 94
chipsets, 85
closed-skill, 9, 10, 43, 161, 204, 224
collaboration, 28, 75, 81, 224
Collaborative Style, 160
command and control, 29, 130, 142, 144
Competitive Style, 159
competitors, 8, 9, 24, 34, 50, 83, 86, 91, 112, 120, 136, 159, 201, 202
complexity, 7, 15, 17, 49, 71, 73, 80, 89, 91, 95–97, 103, 146, 147, 155, 180, 229
composed project, 94, 129, 130
composite organization, 48
conflicts, 6, 16, 24, 45, 49, 60, 74, 114, 146, 164, 175, 176, 179, 183, 217, 223, 228
Connective Leadership, 157, 161–164
Connective Leadership Institute, 157, 161–163
Connective Leadership profile, 161, 162
constraints, 7, 70, 89, 114, 179, 182, 190, 194, 198–200, 216
Constraints register, 198, 199
consumer electronics industry, 105
contingency reserves, 80
contractor, 5, 7, 10, 15, 19, 33–35, 37, 38, 46, 51, 59, 63, 64, 72, 73, 98, 102, 104, 105, 109, 118–120, 123, 132, 135, 142, 155, 178, 179, 182, 192, 200, 202, 208, 212
contractual penalties, 118, 149
contributor, 24, 48, 130, 131, 171, 172, 203, 204
control limit, 215
Cooperation Theory, 77
cooperative solution, 63
Cooper, James Fenimore, 69
core competency, 42
corporate umbrella, 35
corrective action, 31, 56, 57, 215, 216
cost centers, 5, 33, 36, 38, 117
cost engineering, 45, 173, 178
cost engineers, 43
cost reimbursable, 117
cost-benefit calculations, 11
Covey, Stephen R., 77
CPM. See Critical Path Method
crisis, 12, 18, 25, 28, 34, 43, 99, 100, 117, 132, 150, 151, 156, 174, 178, 179, 182, 191, 226, 228
critical activities, 14, 15, 147
Critical Chain Project Management (CCPM), 13, 147
Critical Incident Technique, 91, 92
critical path, 13, 14, 146, 211
Critical Path Method (CPM), 13, 14, 146, 209, 212
Crowe, Russell, 62
customer, 5, 10, 11, 15, 18, 19, 23, 26, 29, 32–39, 43, 46–49, 51, 57–59, 64, 65, 68–74, 80–83, 85, 93, 94, 98, 101, 111, 117–120, 122, 123, 126–128, 130, 132, 133, 135, 136, 138, 142, 149, 155, 156, 169, 173, 177–179, 181, 182, 192, 197, 200–202, 205, 207, 208, 225, 226
customer projects, 5, 18, 32–39, 46–48, 51, 59, 65, 69, 83, 117–119, 122, 132, 149, 156, 169, 177, 179, 181, 197, 225
daily Scrum meeting, 207
damage claims, 10, 11, 16, 66, 101, 149
data security, 29
deadline, 10, 11, 14, 50, 52, 56–59, 110, 134–136, 149, 150, 182, 198–200, 211, 212, 215, 216
decomposed project, 94
Deep Space 2 missions, 104
deliverables, 3, 5–7, 10, 11, 28, 36, 48, 54, 58, 80, 81, 94, 99, 107, 112, 114, 117–119, 121, 125, 128, 131, 133, 143, 144, 146, 147, 152, 155, 175, 179, 193, 197, 198, 201, 202, 225
delivery dates, 54, 58, 59, 181, 182, 192, 199, 206
departments, 2, 5, 19, 34, 43–45, 48, 80, 177
dependencies, 41, 54, 120, 121, 146, 184, 209, 212
de-scoping, 56, 57, 149, 173, 200
Desertec Foundation, 130
Dilemma of the Concurrent Investments, 71, 73
dilemma situation, 64, 67, 76, 145
discipline, 4, 5, 8–10, 12, 17, 24–26, 43, 44, 57, 60, 62, 77, 82, 83, 86, 88, 89, 120, 124, 126, 152, 161, 190, 191, 194, 207, 219, 224
discretionary project, 132
discrimination, 112
documentation, 10, 16, 32, 49, 51, 57, 80, 98, 112, 156, 190, 198
double-loop learning, 52, 54, 55, 57
drivers of change, 7
Drucker, Peter F., 111, 157, 220, 221
Dun Mueang Airport, 115
Du Pont, 146
dysfunctional question, 93
economics of attention, 49
education, 75, 88, 91, 113, 120, 157, 209
effectiveness, 6, 19, 106, 112
efficiency, 6, 19, 39, 40, 122, 144, 150, 151, 180
Effort-Reward Imbalance (ERI), 68, 164
Egyptian Pyramids, 74
electronics, 91, 96, 105, 111, 142, 204
Emertxe, 140
empathy, 5, 29, 49, 69, 102, 134, 163, 185, 187, 217, 223
engineering, 8, 12, 20, 40, 45, 50, 65, 89, 94, 96, 103, 104, 125–127, 131, 148, 151, 155, 173, 176–182, 191, 204, 229
engineering icon, 20
engineers’ projects, 8, 20, 43, 100, 102, 106, 121, 131, 132, 184, 195, 213, 229
enterprise resource planning (ERP), 67, 110
equilibrium, 32, 60, 61, 68, 73, 74, 151, 176
equipment, 12, 13, 22, 23, 41, 42, 49, 56, 61, 65, 66, 71, 80, 125, 137, 149, 156, 215
ERI. See Effort-Reward Imbalance
ERP. See enterprise resource planning
estimates, 32, 33, 147, 173, 174, 183–190, 210, 212, 215, 220
estimating, 183, 184, 186, 187, 190
Euro zone, 123
expectations, 12, 17, 25, 29, 32, 48–50, 53, 63, 81, 93, 120, 121, 148, 160, 177, 216, 223, 228
exploratory project, 94
external customer, 10, 126, 149, 179
Extreme, 71, 92, 133, 140, 177
failures, 13, 20, 21, 26, 34, 37, 38, 84, 121, 123, 165, 185, 191, 219
fast company, 48
faster, cheaper, better, 106
Fayol, Henri, 41
Fazar, Willard, 146
financial transparency, 6
fire prevention, 29
fiscal budgets, 7
Five-whys method, 92
fixed price contract, 117
Fleet Ballistic Missiles, 146
focused project, 93
Fonda, Henry, 121
Fondahl, John, 127
force-field analysis, 174, 176
forecast, 4, 9, 29, 53, 59, 66, 125, 135, 152, 208, 215, 221
formal style, 49
forward pass calculations, 210
Freebie projects, 39
functional deficiencies, 99
functional managers, 44, 45, 213
functional organization, 37, 44, 45, 47, 48, 72, 108, 109, 133, 146, 147
functional question, 93
game theory, 17, 58, 60–63, 77, 228
Gatwick, 116
GDP, 12
Geopolitical era, 157, 224, 227
globalization, 225
gold-mining, 24
Golden Gate Bridge, 20, 21, 127
good practice, 16, 69, 82, 105, 148
Google, 86, 102, 131, 132, 136
Gotenyama facilities, 105
governing variables, 53
government agencies, 40, 125, 142, 154
granularity, 28, 127, 152, 214
granular planning, 125
grapevine radio, 44
Greenfield project, 99, 101, 102, 167
gross domestic product, 12
handover, 10, 11, 80, 115, 131, 133, 134, 201–203, 206
handover meeting, 202
Harvard Business Review, 48
heroism, 28, 61, 219, 224, 225
high-impact project, 93
Hitler, Adolf, 222
Hong Kong, 116
human resource plan, 54
information channels, 44
information technology (IT), 1–26, 28–62, 64–70, 72–77, 81–88, 90–93, 95–127, 129–157, 159–161, 164–166, 173–188, 190, 192–205, 207, 208, 210–214, 216, 217, 219–229
innovation speed, 15
Instrumental Styles, 159
intangible investments, 24
integration management, 192
Interbrand, 84
interdependence, 224
internal charge systems, 45
internal contract, 34
internal methodologies, 3
internal project, 5, 6, 10, 11, 18, 23, 32–39, 47, 50, 51, 58, 59, 93, 117–120, 122, 128, 132, 133, 141, 149, 169, 170, 177–179, 183, 192, 197
internal requester, 10, 11, 29, 49, 123, 126, 178, 179, 181, 192
International Project Management Association (IPMA), 91
Intrinsic Style, 159
introspection, 10
Invitation for Bid, 11, 51, 135
IPMA. See International Project Management Association
IT. See information technology
iterative–incremental, 127, 141, 214
Jet Propulsion Laboratory (JPL), 104
Jiro, Kawakita, 92
JPL. See Jet Propulsion Laboratory
just-in-time ordering, 85
kickoff meeting, 201
King Lear, 69
KJ analysis, 92
knowledge areas, 156, 191, 192, 208
Langwieser Viadukt, 127
law of diminishing marginal utility, 150
law of diminishing returns, 150
law of the minimum, 150
LDs. See liquidated damages
leader, 44, 85, 106, 141, 158–160, 164, 218–223
leadership, 140, 157, 161–164, 166, 217–225, 227–229
leadership behaviors, 140, 161–163
leadership research, 220
leap second, 181
legacies, 99, 101, 111, 112, 179, 227
legal environments, 16
Leone, Sergio, 121
LG, 136
Liebig’s law, 150
lifecycle, 4, 7, 11, 25, 51, 89, 92, 132, 139, 140, 142, 161, 164, 174, 177, 206
limit definition, 215
Linné, 79
Lipman-Blumen Achieving Styles, 92, 157, 161
Lipman-Blumen, Jean, 92, 140, 157, 158, 161, 220, 224, 225
liquidated damages (LDs), 80, 117, 214
litmus test, 34
Lockheed Martin Astronautics, 104
Logistics Company, 39
long-term prediction, 148
Lorenz, Konrad, 222
low-balling, 120
low-impact project, 93
Machado, Antonio, 126
management attention, 12, 13, 38, 44, 47–49, 107, 121, 137, 146, 202, 203, 226
management strategies, 7, 89, 126
MARCI. See Mars Color Imager
Mark n project, 93, 101, 165, 227
Mars Climate Orbiter, 102–104, 106, 121
Mars Color Imager (MARCI), 121
Mars Observer, 121
Mars Polar Lander, 102, 104, 121
Mars Reconnaissance Orbiter, 121
Marx, Karl, 204
matrix, 40, 45–48, 108, 117, 120, 133, 137, 146, 178, 184, 192–194, 199, 203
matrix organization, 45, 48, 117, 120
measuring equipment, 215
MediaTek, 85
meeting experience, 102
Meilenstein-Trendanalyse, 215
merger project, 201
methodology, 13, 37, 83, 119, 120
Metra Potential Method (MPM), 146, 209
metrics, 13, 103, 114, 159, 191, 192, 205
Miami Dolphins, 21
Milestone Trend Analysis (MTA), 215
Millward Brown Optimor, 84
mission success first, 16, 106, 112
Morgenstern, Oskar, 62
most likely estimate, 186
MPM. See Metra Potential Method
MTA. See Milestone Trend Analysis
multiple-deadline projects, 134
multiple deadlines, 10, 11, 135
multiple-handover projects, 133
multiple handovers, 10, 133, 134
multi-shot projects, 135
multi-tier supply network, 15, 71
Münich, 38, 75, 95, 116, 137, 221
Narrative Style, 49
NASA. See National Aeronautics and Space Administration
Nash Equilibrium, 32, 60, 61, 62, 68, 72, 73, 74, 77, 151, 223, 228
National Aeronautics and Space Administration (NASA), 102–104, 106, 121
network diagram, 14, 15, 23, 59, 127, 145–148, 151, 152, 186, 199, 208, 209, 211, 212, 215
no-deadline projects, 134
nonproductive work, 10
“No Ranks, No Titles”, 130
Novelty, Technology, Complexity, and Pace (NTCP), 95–98
NTCP. See Novelty, Technology, Complexity, and Pace
NTCP analysis, 95
NTCP diagram, 98
OASI. See Organizational Achieving Styles Inventory
Odysseus, 28
off-field expert, 88
one size does not fit all, 4
one-shot project, 137
operational disruptions, 9, 37, 73, 101, 203, 213, 225
operations managers, 7, 18, 43
opportunities for improvement, 82, 115, 181
optimistic estimate, 186
optimization, 6, 40, 41, 43, 110, 122, 146
Organizational Achieving Styles Inventory (OASI), 161, 163
original requirements, 123, 124
Osaka, 213
overlapping phases, 154
over-organization, 21
over the fence, 5, 48, 80, 177
Pareto optimum, 42
PDCA. See Plan-Do-Check-Act
PDCA cycle, 56
PDM. See Precedence Diagramming Method
penalties, 10, 11, 59, 66, 117, 118, 133, 149, 214
Pennebaker, James, 49
performance reviews, 46
performing organization, 5, 7, 32, 34–38, 58, 93, 105, 107, 128, 132, 161, 177, 184, 210, 225
periodic table, 26, 27, 79, 90, 131
Personal Style, 159
PERT. See Program Evaluation and Review Technique
pessimistic estimate, 186, 190
phase exit criteria, 153
phase gate, 135
phase-gate approach, 8
Philosopher’s stone, 86
Plan-Do-Check-Act (PDCA), 2, 56, 153
Plan-Do-Study-Act, 56
planning horizon, 99, 127, 145, 152, 166, 209
PMI. See Project Management Institute
PMIRR. See Pressure Modulated Infrared Radiometer
PMO. See project management office
PMP® certification. See Project Management Professional® certification
Polaris, 146
poor practice, 109
portfolio, 13, 37, 47, 50, 65, 68, 69, 111, 121, 141, 149, 151, 152, 155, 193, 202
Portfolio review board, 193
practitioners, 9, 12, 18, 25, 26, 31, 40, 51, 83, 84, 87, 95, 123, 129, 165
Precedence Diagramming Method (PDM), 146, 147, 151, 208, 209, 212
predictability, 6, 11, 18, 40, 41, 43, 55, 80, 125, 127, 137, 146–148, 152, 153, 166, 203, 208
predictability and order, 6, 11, 18, 40, 43, 55, 127, 203
predictable project, 94, 125, 139
predictionism, 148
predictions, 94, 109, 125, 127, 146–148, 151, 153, 165, 166, 171, 206–208, 210, 212, 213, 216, 229
predictive, 40, 92, 125–127, 140–142, 144–146, 148, 153, 155, 165, 166, 171, 208, 210, 212–214
prescriptive standards, 21, 22
pressure, 2, 3, 9, 21, 47, 52, 59, 66, 68, 74, 98, 121, 133, 134, 160, 174, 177, 179, 183–185, 187, 188, 190, 196, 201, 217, 225
Pressure Modulated Infrared Radiometer (PMIRR), 121
principal project, 80, 94, 121–123, 152
prioritization, 13, 37, 48, 50, 133, 150, 216, 217
Prisoner’s dilemma, 62
procurement, 15, 38, 85, 135, 182, 200
product backlog, 207
product owner, 23, 143, 206, 207
professionalization, 82
profit center, 5, 32, 33, 36–38, 66, 93, 117, 127, 136
profits, 48, 64, 66, 84, 85, 104, 150
Program Evaluation and Review Technique (PERT), 146, 186–190, 209, 210, 212
progressive elaboration, 32, 108, 109, 127, 155, 156, 191, 214
project budget, 7, 37, 107, 217
project charter, 2, 22, 35, 176, 200
project customer, 5
project life cycles, 139
Project Management Institute (PMI), 22, 23, 25, 38, 56, 75, 89, 91, 95–97, 123, 145
project management office (PMO), 37, 50, 71, 91, 141, 142, 155, 204
Project Management Professional (PMP®) certification, 4, 91
project management team, 8, 24, 32, 38, 65, 128
project/operations overlay, 45
project portfolios, 13
project scope management, 192
project situations, 3–5, 8, 50, 93, 124, 127, 140, 147, 228
project sponsor, 7, 23, 35, 37, 38, 156, 193
project team, 2, 10, 13, 19, 24, 46, 54, 75, 80, 93, 99, 101, 105–108, 121, 126, 128, 133, 143, 144, 149, 151, 173, 177, 178, 202, 208, 217
project time management, 192
project traffic lights, 48
proposal writing, 83
proven best practice, 83
Pulse of the Profession analyses, 123
quality management, 21, 29, 44, 45, 192, 215
quick win, 144
rapport, 46, 49, 101, 102, 105, 159, 160
Reed, George, 219
REFA. See Reichsausschuß für Arbeitszeitermittlung
regulatory requirements, 6
Reichsausschuß für Arbeitszeitermittlung (REFA), 40
Remington Rand Univac, 146
Request for Proposal (RFP), 11, 51
Requirements register, 199, 201, 203
research project, 4, 48, 89, 164
resistance, 9, 12, 19, 24, 49, 70, 92, 101, 174, 176, 180, 187, 192, 208, 217, 225, 226, 228
resource availability, 15, 198, 200, 209
result contract, 118
rework, 64, 66, 113, 114, 127, 144, 147, 148, 198, 207, 213
RFP. See Request for Proposal
risk management, 2, 37, 71, 114, 117, 123, 137, 197
Rolling wave, 127, 141, 149, 152–156, 165, 166, 191, 214
Rome, 213
root cause, 48, 92, 103, 107, 114, 116, 129, 181, 195
Roy, Bernard, 146
RPlan, 148
Rugby, 204
SAIC. See Stakeholder Attitudes Influence Chart
Samsung, 85
San Francisco, 20
San Francisco-Oakland Bay Bridge, 20
Sarbanes-Oxley Act (SOX), 6, 47, 122
satellite project, 94, 120–123, 152, 170
schadenfreude, 191
Schürch, Hermann, 127
Schwaber, Ken, 204
scientific requirements, 124
Scrum, 13, 21, 120, 143, 144, 204–208
Scrummage, 204
Scrum team, 207
Scylla, 28
Self-organization, 144, 145, 204, 206
SEPA. See Single Euro Payments Area
separation of work
Servant of Two Masters, 46, 109
service contract, 118
Seven Wonders of the Modern World, 20
shelf warmers, 111
siloed project, 92, 93, 102, 107, 167
siloed teams, 105
single-deadline projects, 134
Single Euro Payments Area (SEPA), 123
single-handover projects, 133
single-loop learning, 52, 54, 55, 57
SitPM. See situational project management
situational approach, 17, 26, 173, 192, 220
situational intelligence, 26, 30, 51, 90, 223
situational project management (SitPM), 4, 77, 82, 84, 90, 91, 139, 173, 198, 214, 217, 223
situational understanding, 88
Skunk Works, 105
smartphone, 85, 86, 102, 135, 136, 138
social competency, 49
Social Style, 160
software, 8, 12, 15, 17, 19, 40, 58, 63, 66, 70–74, 81, 84–86, 88, 98, 99, 101, 103, 104, 106, 107, 110, 112, 113, 118, 122, 123, 126, 128, 131, 133, 134, 136, 140, 143, 147, 148, 152, 153, 155, 173, 179, 183, 184, 194, 195, 198–200, 204, 209, 210, 212, 215
solid project, 93
SoW. See Statement of Work
SOX. See Sarbanes-Oxley Act
special purpose vehicle (SPV), 48
speed of change, 8
SPM. See Swiss Project Management Association
sprint backlog, 207
sprint durations, 143
sprint planning meeting, 207
sprint review meeting, 207
SPV. See special purpose vehicle
SRD. See staged response diagram
StaFFA. See Stakeholder Force-Field Analysis
staff attrition
staged deliveries, 10, 11, 133, 137
staged response diagram (SRD), 214–216
stage gate
stakeholder, 8, 11–13, 17, 22–26, 57, 89, 93, 102, 126, 148, 156, 174, 176, 192, 197, 216, 217, 227, 228
Stakeholder Attitudes Influence Chart (SAIC), 216, 217
Stakeholder Force-Field Analysis (StaFFA), 174, 175, 176, 180
stakeholder management, 93, 102, 216, 217
stakeholder orientation, 8, 11
stand-alone project, 94, 120, 170
standard metrics, 192
standards, 7, 21, 22, 37, 89, 103, 136
Standish Group, 123
start of production, 10, 58, 200
Statement of Work (SoW), 135, 200
steering committee, 156
Stevenson, Robert Louis, 158
Stonehenge, 74
story-telling, 49
strategic goal, 34
street price, 111
street smartness, 90
strong matrix, 46, 117, 133, 137
Stuttgart Hauptbahnhof, 99, 100
subcontractor, 15, 16, 18, 59, 71–73, 103, 104, 119, 146, 227
supervisor, 23, 25, 29, 53, 203
supply networks, 15, 16, 71, 72, 103
surrounding environment, 43
Sutherland, Jeff, 204
Suvarnabhumi Airport, 115, 116
swim-lane diagrams, 41
swim lanes, 41
Swiss Project Management Association (SPM), 91
system engineering, 103
T&M. See time and material
Tailor rule, 190
tangible investments, 22
taxonomy, 79
Taylor, Frederic Winslow, 40
team assignments, 109
technology, 6, 31, 86, 91, 95, 97, 102, 104, 106, 129, 224
termination, 25, 119, 193, 203
termination for convenience, 119
terminology, 3, 22, 25–27, 37, 98, 123
the way is made by walking, 94, 126, 141, 171, 208
three-point estimates, 188
throughput numbers, 40
time and material, 117, 118, 120
time & material (T&M) contract, 117
time zone difference, 46
Tokyo, 195
top-down, 29, 125, 128, 130, 141, 148, 172, 218
Toyota Production System (TPS), 40, 92, 180
TPS. See Toyota Production System
Tragedy of the Commons, 65, 69, 73, 130
training company, 82, 119, 221
Transatlantic Trade and Investment Partnership (TTIP), 12
traps in terminology, 25
triple constraint, 192
troubled projects, 113
trust, 16, 29, 61, 72, 76, 77, 98, 101, 106, 113, 114, 133, 137, 160, 181, 201, 206, 221, 227, 228
TTIP. See Transatlantic Trade and Investment Partnership
two-point estimates, 188
typology, 5, 33, 77, 79, 90, 91, 93, 96, 127, 131, 164
typology of projects, 77, 79, 93, 127, 164
uncertainty, 3, 4, 12, 18, 51–54, 69, 107, 114, 139, 140, 181, 183, 184, 189, 197, 198, 203, 207, 224
uncritical activities, 14
uniqueness, 5, 6, 21, 42, 52, 82, 89, 90, 98, 228
Universal World Time (UTC), 181
University of Manchester, 94
unrealistic plans, 14
US National Football League, 21
user experience, 86
UTC. See Universal World Time
Valve Corporation, 130
Vicarious Style, 161
V-Modell, 21
von Gerkan, Meinhard, 191
von Neumann, John, 62
Walker, Morgan, 146
Wall Street Journal, 195
warning limit, 215
Waterfall, 141, 142, 145, 148, 153, 165, 166, 168, 170, 171
WBS. See Work Breakdown Structure
weak matrix, 46, 108, 117, 133, 178
Weissach, 105
WL Gore, 130
Work Breakdown Structure (WBS), 81, 128, 144, 145
worker protection, 29
workflow definition, 147
workflow logic, 41
worst-case scenarios, 29
Wysocki, Robert, 139, 140, 155, 185, 199