INDEX
A
AC, see actual cost
accountability, 143
accounting charge numbers, 116
activities, 2
defining, 87–88
durations estimates for, 90–91
resources estimates for, 89–90, 143
sequencing, 88–89
actual cost (AC), 108, 109, 116–119
adaptive management life cycle, 476–479
adjourning stage (team-building), 154
agile methods
for community development projects, 486
AI (Appreciative Inquiry), 159
AIPM, see Australian Institute of Project Management
ambition, 243
analogous cost estimates, 98–99
ANCSPM (Australian National Competency Standards for Project Management), 22–23
APM, see Association for Project Management
APMBOK®, 19–20
APM Competence Framework, 23
Apollo program, 34–35
Appreciative Inquiry (AI), 159
“as-is” processes, 135
Association for Project Management (APM), 19, 23, 225, 271
assumptions, in PM plan, 50
asynchronous technologies, 431–432
attitudes, implementation of projects and, 39
Australian Institute of Project Management (AIPM), 244, 271
Australian National Competency Standards for Project Management (ANCSPM), 22–23
authentic leadership, 380–383
authorities, in PM plan, 52
authority, 166
authorized work package (AWP), 112, see also work authorizations
B
Baldrige Criteria, 130–133, 138–139
barriers, 168
baseline
competence, 20
performance measurement, 115
behavioral assessment, in PMCAP, 245
bidding phase
in procurement, 209
in project contracting, 219
blogs, 431
body(-ies) of knowledge (BOK), 15–22
APMBOK® as, 19–20
argument for, 16
control over, 269
definition of, 466
European, 20
for IT project management, 466–467
P2M as, 20–21
PMBOK® Guide as, 17–18
Boran Ranch Mitigation Bank case study, 479–480
BPM, see business process management
budgets
determining, 100–101
in EVM process, 114–115
bureaucratization of practice, 273
business ethics, 257–258
business excellence, 129–130, see also quality management
business process management (BPM), 133–139
critical processes identification in, 134
customer requirements validation in, 134–135
modeling of processes in, 135–136
monitoring of processes in, 136–137
and process improvement, 137, 138
process measures development in, 136
Business Sponsors, for IT projects, 465, 469
Business Unit Project Office, 359, 361, 362
C
CAM (Control Account Manager), 107
capability development model, 441
capability levels in, 442–446, 448
emerging developments in, 449–452
and Multiplex case study, 446–447
transfer and adoption of, 448–449
Capability Maturity Model (CMM), 413–414
CAPM® (Certified Associate in Project Management), 227
career paths, 250–253
case studies, 248, see also specific case studies catalogs, procurement from, 212
cause and effect diagram, 126
CCR (Continuing Certification Requirements), 236
CDs (contract directives), 112
Center for Business Practices, 281
Center of Excellence, 471, see also Project Office(s)
certification, 225–226
credentials for, 227
in Japan, 21
maintaining, 236–237
as PMP®, 227–236
and professionalization, 271–272
value of, 273–274
Certified Associate in Project Management (CAPM®), 227
champions
for new products, 454
change, 378, see also organizational change
change board, 458
change management, 6
in multiproject environments, 386
as professional need, 164
claims prevention, 220–221
closeout phase
and metrics, 6–7
in project contracting, 220
closing procedures/processes, 76, 258
Closing Process Group, 29, 31–32
CMM (Capability Maturity Model), 413–414
Code of Ethics and Professional Conduct (PMI), 228–229, 257–258
coding
cost, 64
collaboration, 308–310
communities of practice for, 395–396
in first-generation knowledge management, 397
for IT projects, 471–472
with social media, 428–432
collaboration portals, 432
commercial-off-the-shelf products, 212
commitment
of managers, 169
of team members, 170
communication
as competency, 245
Four A’s of, 435
as professional need, 164
Communication Management Plan, 173–175
communications management, 9, 173–180
common issues in, 179–180
Communication Management Plan in, 173–175
component processes of, 17
demonstrating communication methods in, 177
effectiveness in, 180
identifying communication methods in, 175–176
influencing factors in, 177–178
information distribution in, 174–175
performance reporting in, 175
for productive meetings, 178–179
stakeholder expectations management in, 175, see also stakeholder management
communities of practice (CoPs), 395–404
and Knowledge Management, 396–399
management tools and design of, 401–404
and project management, 399–401
see also social media
community development projects, 483–486
community participants, 184–185, 188
company performance, 294
competencies, 7
in capability development model, 450
definition of, 22
models of, 243–245
for project managers, 240–246
competency standard(s), 22–24
ANCSPM as, 22–23
competitive advantage, 293–294, 298–299
competitive convergence, 293–294
concurrency, 38
confidence, 243
configuration management, 31
automated system for, 76
in PM plan, 60–61
conflict management, 42, 146–148, 378–379
in EPM, 306–307
as political issue, 379
on teams, 158–159
consensus planning, 156
consilience, 104
constraints, 3
in critical chain approach, 388–389
current, 390
in PM plan, 50
strategic, 390–391
see also critical chain method
construction industry, 441–442, see also capability development model
construction phase (project contracting), 219–220
Construction Specifications Institute (CSI), 64
contingency plans, 56
Continuing Certification Requirements (CCR), 236
continuous improvement, 125, 138
continuous process improvement, 137
contract directives (CDs), 112
contracting
and capability development, 450
project, 217–220
contractual strategy, 40
contract work breakdown structure (CWBS), 113
control, 43, see also cost control; monitoring and control
control account (EVM), 110, 111
Control Account Manager (CAM), 107
control account schedules, 114
control charts, 126, 127, 408–409
CoPs, see communities of practice
Core Processes, 28
corporate culture, 288–289, 337, 418
cost accumulation (EVM), 115–116
cost coding, 64
cost control, 101–104
cost control system, 63–71
baseline for, 63–65
collecting actual cost data for, 64–66
correction actions identified by, 70
earned value in, 66–67
in PM plan, 59
for project success, 70–71
reporting and evaluating information from, 67–70
cost data, collecting, 64–66
cost estimates, 98–100
in EVM, 108
in PM plan, 54–55
budget determination in, 100–101
component processes of, 17
controlling costs in, 101–104
estimating cost in, 98–100
EVM technique for, see Earned Value Management
cost(s)
direct and indirect, 116
estimation of, 98
Cost Schedule Control System Criteria (C/SCSC), 107–108
cost-schedule graph, 69–70
cost to complete method (earned value), 67
crashing, 92
creativity sessions, 156
credibility, 375
critical chain method, 92, 385–392
constraints in, 388–389
for increasing capability to take on work, 389–391
and organizational vs. resource effectiveness, 386–388
and organizations as multiproject systems, 386
for reliable project completions, 391–392
Critical Path scheduling, 92
critical processes, 134
cross-cultural settings, see international projects
C/SCSC (Cost Schedule Control System Criteria), 107–108
CSI (Construction Specifications Institute), 64
culture(s)
corporate/organizational, 288–289, 337, 418
definition of, 417–418
in multiproject management, 348
national, see international projects
project, 423–424
of project management, 338–343
current constraints, 390
customer focus
as Baldrige criterion, 130, 131
in first-generation knowledge management, 397
customer meetings, 179
customer reporting (EVM), 119, 120
customers
expectations of, 124
involved in new product development, 458–459
social media use with, 428
validating requirements of, 134–135
customer satisfaction measures, 103–104
CWBS (contract work breakdown structure), 113
D
decision making
and communities of practice, 399
ethical, 256
in first-generation knowledge management, 397
models for, 156
in multiple project environments, 352–353
definitive cost estimates, 99
in PM plan, 49
tracking, 103
design, technology and, 35–36
design phase (project contracting), 218–219
detailed schedules, 114
developing nations, 483–486
Development Life Cycles, 4–5
diffusion of knowledge, 398
direct costs, 116
discipline, definitions of, 5
discrete effort work packages, 113, 114
discretionary activity interdependencies, 2
divisional-level Project Office, 359, 361, 362
DMAIC process, 137–138, 408, 411–412
documentation
of competencies, 253
of project estimates, 91
of project team responsibilities, 143–144
of work processes, 135
documentation and configuration management plan, 60–61
duration
of activities, 90–91
of projects, 38–39
E
earned value (EV), 66–67, 108, 109, 116–119
Earned Value Management (EVM), 104, 107–120
abbreviations and terms used in, 109
advantages of, 109–111
authorized work package in, 112
budgeting in, 114–115
cost accumulation in, 115–116
disadvantages of, 110
internal audit/verification and review in, 120
performance measurement in, 116–117
planning and scheduling in, 113–114
planning work packages in, 112
reporting in, 119–120
variance analysis in, 117–119
work authorization in, 112–113
and work breakdown structure, 110
economic factors, in project success, 37
ecosystem restoration industry, 475–480
adaptive management life cycle in, 476–479
nature of, 475–476
reservoir expansion case study in, 479–480
education and training, 239, 252
documentation of, 229–230
and professionalization, 269–270
in Six Sigma, 414
for team members, 158
efficiency
effectiveness vs., 386–387
and multitasking, 387–388
EIA (environmental impact assessment), 37
emergency preparedness plan, 58
ENAA (Engineering Advancement Association), 20–21
engineering, 441–442, see also capability development model
Engineering Advancement Association (ENAA), 20–21
Enterprise Environmental Factors, 143
enterprise-level Project Office, 359–362
enterprise project management (EPM), 303–311
computer systems for, 309–311
deploying, 311
elements of, 305–309
and Project Management Maturity model, 304
environmental, safety, and health (ES&H) protection plan, 57–58
environmental factors, in project success, 36–37
environmental impact assessment (EIA), 37
EPM, see enterprise project management
ES&H protection plan, 57–58
esteem needs, 164
estimates
of activity durations, 90–91
documentation of, 91
estimating tools/techniques, 91
ethics, 255–261
definition of, 256
and ethical decision making systems, 256
in project environments, 258–261
in project management, 256–258
terms related to, 255–256
Ethics, Standards, and Accreditation report (PMI), 17
Europe
bodies of knowledge in, 20
technical knowledge model in, 421
EV, see earned value
evaluation, of cost information, 67–70
EVM, see Earned Value Management
executing processes
ethics in, 258
in multiproject environments, 320–323
in PPM, 319
Executing Process Group, 29, 31
expatriate lifestyle, 418
experience
documenting, 229–230
for project managers, 243
expertise
in capability development model, 444
as professional need, 164
of project managers, 240–241
expert judgment, in estimating, 98
expert power, 166
explicit knowledge, 404
F
Facilitating Processes, 28
facilities requirements, 49–50
failures
of IT projects, 463–464
of product development projects, 453–454
of projects, 356–357
fast-build practice, 38
F&DRs (functional and operational requirements), 49–50
feedback, in knowledge management, 398
field support, in new product development, 460
financial issues
in initiation of projects, 37–38
in project management plan, 54–55
financial management, in PM plan, 54, 55
flowcharts, 135
forecast to complete (FTC), 117
formal IT project management, 464–466
forming stage (team-building), 153
FTC (forecast to complete), 117
functional and operational requirements (F&DRs), 49–50
Functional IT Managers, 464–465
functional redundancy, in international projects, 418
“future state” processes, 135
G
GAPPS (Global Alliance for Project Performance Standards), 23–24
Gathering, Organizing, Analyzing, and Deciding (GOAD) model, 102–103
general management knowledge and skills, 18, 241
Global Alliance for Project Performance
Standards (GAPPS), 23–24
global body of knowledge, 15–16, 21–22
global competency standards, 15–16, 23–24
globalization, 420–422
Global Performance Based Standards for Project Management Personnel, 16, 23–24
GOAD (Gathering, Organizing, Analyzing, and Deciding) model, 102–103
goals and objectives
defining, 168
in PM Value Initiative, 326–327
as professional need, 164
project, 34–35
in project management plan, 48–49
“good enough” quality, 100
good practice, 18
governance
in project portfolio management, 315
in Strategy & Projects report, 284–285
A Guidebook of Project & Program Management for Enterprise Innovation (P2M), 20–21
A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 2, 13–14, 16–18, 27–28, see also specific topics
guiding coalition, 372
H
helping professions, 483–489
community development projects in, 483–486
nonprofits’ projects in, 486–489
Herzberg’s Hygiene/Motivation Theory, 148
honesty, 243
human resource management, 9, 141–148
in capability development model, 445
component processes of, 17
conflict management in, 147–148
integration of other areas and, 142
project processes for, 142–147
see also communities of practice (CoPs); team building
human resource plan, 142–144
hybrid organizations, 399
I
ICB (IPMA Competence Baseline), 20
“ideal” processes, 135
image building, 169
implementation issues
in initiation of projects, 39–43
for team building, 155–160
incentives
other motivations vs., 445
as professional need, 164
and social media, 429
incremental milestones method (earned value), 66–67
indirect costs, 116
individual meetings, 179
industrial relations, 42
industry expertise, 240–241
influence, 159–160, 166–168, 246
in deciding project positions, 383
Four A’s of, 435
identifying, 375
information capture, with social media, 430
information distribution
in communications management, 174–175
with social media, 428–429
information security plan, 58
information technology (IT), 463–473
best practices for, 468–472
capability development in, 449
failures of, 463–464
formal project management in, 464–468
and globalization, 421
project management challenges in, 472–473
project management in, 464
in Strategy & Projects report, 287–288
see also social media
in-house reporting (EVM), 120
Initiating Process Group, 29–30
initiation of projects, 33–45
attitudes for, 39
duration considerations in, 38–39
ethics in, 258
external factors in, 36–37
finance issues in, 37–38
implementation issues in, 39–43
for new product development, 454
project definition in, 34–36
project manager’s activities during, 74
reasons for, 74–75
strategic issues in, 44–45
inputs, 14
inspections, 127
Instant Messaging, 431
integration, 6
of human resource management and other areas, 142
intercultural, 422
integration management, 17, 44–45, 73–77
intercultural team building, 420
interdependencies, of activities, 2, 89
interfaces, in PM plan, 52
internal audit/verification and review (EVM), 120
internal contracts, for IT projects, 469, 471
International Project Management Association
international projects, 417–424
in developing nations, 483–486
factors needing special attention in, 418–420
and globalization, 420–422
integration of cultures in, 422
and intercultural team building, 420
project culture in, 423–424
interpersonal conflict, 158–159
interpersonal relations, as professional need, 164
interpersonal skills, 241
involvement
creating, 169
of customers in product development, 458–459
IPMA, see International Project Management Association
IPMA Competence Baseline (ICB), 20
issue logs, 146–147
IT, see information technology
iterative method, 4
in adaptive management, 477, 478
for new product development, 457
J
Japan
performance of business in, 420–421
P2M and certification in, 20–21
quality initiatives in, 409–410
technical knowledge model in, 421
Japan Project Management Forum (JPMF), 21, 271
job cost accounting, 66
job security, as professional need, 164
joint ventures, 450
JPMF, see Japan Project Management Forum
justification, for new product development, 459–460
K
Kennedy Center case study, 432–433
KM (Knowledge Management), 396–399
knowledge
in capability development model, 445
as competitive advantage, 298–299
of general management, 18
for individual competence, 242
in PMCAP, 244–245
tacit vs. explicit, 404
knowledge areas, 17–18, 258–259
Knowledge Management (KM), 396–399
knowledge management coordinators, 247–248
knowledge standards/guides, see body(-ies) of knowledge
L
language
in community development projects, 484
in international projects, 418
laws and legislation, international projects and, 419
leadership
authentic, 380–383
as Baldrige criterion, 130, 131
as competency, 245
ethics in, 261–262
in first-generation knowledge management, 397
as professional need, 164
of teams, 169
leadership style, 168
lectures, 157
level of effort (LOE) work packages, 113, 114
licensing, professionalization and, 271–272
life cycle
adaptive management, 476–479
development, 4–5
project, 3, 400, 424, 466, 468–471
project management, 4
Waterfall Development, 4
life cycle model, 466
listening, 158
LOE work packages, see level of effort work packages
logic plan, 54
logistics plans, 53–54
M
Malcolm Baldrige National Quality Award, 130, see also Baldrige Criteria
management, in project portfolio management, 315
management control, as professional need, 164
management reserves (MRs), 115
management support
developing, 169
as professional need, 164
refueling, 169
mandatory activity interdependencies, 2
manufacturing support, in new product development, 460
Maslow’s hierarchy of needs, 147–148
mature processes, steps toward, 132–133
maturity models, 297–298
maturity tracking, 7
McGregor’s Theory X—Theory Y, 147
Measurement, Analysis, and Knowledge (Baldrige criterion), 131
measurement readiness planning, 326–327
measures and measurement
of customer satisfaction, 103–104
process, 136
by work percentages, 103
see also PM Value Initiatives
meetings
productive, 178–179
traditional vs. virtual, 152
mental models, in second-generation knowledge management, 398
Mentors, 251
methodologies
definition of, 465–466
for IT projects, 464–468
for new product development, 457
methodologists, 248
methods and procedures
in capability development model, 445
for communication, 175–179
metrics, 6–7
microblogging, 431
milestones
in defining activities, 88
on schedule, 92
scheduling of, 38
tracking, 103
“mirror” matrix, 199
mission statement, 48
mobility, technologies supporting, 432
models and modeling
of competency, 243–244
from construction and engineering, 448–449, see also capability development model
for decision making, 156
of ethics, 261
of maturity, 297–298
for organizational change, 335–337
of processes, 135–136
for project management, 244–245
of success, 186–190
modified products, 212–213
monitoring and control, 76
of costs, 101–102
ethics in, 258
of processes, 136–137
of project team, 141–142, 145–146, see also project team management
for quality, 126–127
of risk, 202
Monitoring & Controlling Process Group, 29, 31
Monte Carlo simulation, 200
morals, 255
motivational forces
in project team management, 163–165
in team building, 154
see also incentives
MRs (management reserves), 115
multiple project management, 345–353
achieving success with, 353
constraints on, see critical chain method
cultural, political, and organizational elements affecting, 347–348
definition of, 346
managerial decision making in, 352–353
portfolio management vs., 346–347
project reporting in, 352–353
roles and responsibilities in, 348–352
Multiplex case study, 446–447
multiproject execution and practices, 320–323
multitasking, inefficiency of, 387–388
N
National Competence Baselines (NCBs), 20
negotiating phase (project contracting), 219
negotiation, 159
network diagram, 88
networking, 144, 177, 432, see also social media
network plan, 54
new product development, 453–461
buying outside for, 456
clarification of requirements in, 454–455
customer involvement in, 458–459
iterative or spiral methodologies for, 457
justification for, 459–460
manufacturing and field support in, 460
and preparation for sales, 460–461
stages and progress in, 457–458
starting projects for, 454
unstructured projects for, 455–456
waterfall methodology for, 456–457
new technologies/solutions, procuring, 213
nonguiding coalitions, 372
nonprofit sector projects, 316, 486–489
nonverbal communication, 178
norming stage (team-building), 153
North America, technical knowledge model in, 421
O
objectives, see goals and objectives
offshoring, 213
OLCI, see Operational Level Coordination Initiative
online gaming, 431
Operational Level Coordination Initiative (OLCI), 15, 22
organizational capability, 443–444
organizational change, 335–344
developing new PM culture in, 338–343
example of, 337–338
lessons learned about, 343–344
model for, 335–337
organizational/corporate culture, 288–289, 337, 418
organizational development analysts, 248
resource effectiveness as, 386–388
resource efficiency vs., 388
organizational issues, 39–40, 250, 279–280
organizational process assets, 143
organizational structure, 39, 41–43
for capability development, 444
and communities of practice, 399–400
in PM plan, 51
in Strategy & Projects report, 287
organization charts, 143–144
organization development plan, 51–52
Organization Process Assets, 174
organizations, as multiproject systems, 386
outputs, 14
owners, in management of projects, 422
P
parametric cost estimates, 99
parasitic participants, 185–186, 188
Pareto’s Law, 127
partners, requirements of, 135
PDUs (Professional Development Units), 236
people issues
in implementing projects, 40–43
in Strategy & Projects report, 288
people skills, 18
performance, focus on (capability development model), 444–445
performance measurement
in EVM, 116–117
technical, 57
see also PM Value Initiatives
performance measurement baseline (PMV), 115
performance reporting, 146, 175
performing stage (team-building), 154
personal characteristics, of project managers, 243
personal development plans, 250
personnel development, in PM plan, 52
persuasion, 381–382
PERT cost estimates, 99–100
PgMP® (Program Management Professional), 227
phases, project, 258
physical security plan, 58
planned value (PV), 108, 109, 116–119
planned work packages (PWPs), 112
in Earned Value Management, 113–114
ethics in, 258
for measurement program implementation, 331–332
in multiple project environments, 349–350
as professional need, 164
for risk management, 195–196
for team building, 155–160
in team management, 169
see also individual plans, e.g.: human resource plan
planning basis section, in PM plan, 49–50
Planning Process Group, 29, 31
PMAJ (Project Management Association of Japan), 21
PMBOK®, see Project Management Body of Knowledge
PMBOK® Guide, see A Guide to the Project Management Body of Knowledge
PMCAP (Project Manager Competency Assessment Program), 244–245
PMCC (Project Management Professionals Certification Center) of Japan, 21
PMCDF (Project Manager Competency Development Framework), 22
PMI, see Project Management Institute
PMI Risk Management Professional (PMI-RMP®), 227
PMI Scheduling Professional (PMI-SP®), 227
PMM (Project Management Maturity) model, 304
PMO, see project management office
PMP® certification, see Project Management Professional certification
PMV (performance measurement baseline), 115
PM Value Initiatives
goals of, 325–326
lessons learned in, 332–333
Phase One of, 326–327
Phase Three of, 332
Phase Two of, 327–332
political environment, 371–383
assessing, 374–376
and authentic leadership, 380–383
of international projects, 418
and political management plan, 376–379
and project success, 36
and views of politics, 372–374
political management plan, 376–379
positioning, in political management plan, 377–378
position power, 167
potential, in PMCAP, 245
power
and authentic leadership, 380–383
levels of, 373–374
sources of, 375
of stakeholders, 188
in team management, 165–167
see also political environment
power structure, 374–375
PPM, see project portfolio management
preliminary scope document, 75
preprofessional service contract phase, 218
presence, Web, 432
priorities, 390
privacy, with IT projects, 472
problem avoidance, 169
problem solving
as competency, 245–246
as professional need, 164
process assessment, 126
process(es)
and communities of practice, 400–402
customers of, 134
definition of, 134
modeling, 135–136
in PMBOK® Guide, 27–32
success, 189–191
see also business process management (BPM)
process improvement
for quality management, 137–139
process indicators, 136
Process Management (Baldrige criterion), 130, 132
process measures, developing, 136
procurement and logistics plan, 53–54
procurement management, 9, 205–214
claims prevention in, 220–221
component processes of, 17
lessons learned and best practices in, 209–211
for new products, 456
as process and project, 205–207
procurement PM team selection, 207–209
and project contracting, 217–220
roles and responsibilities in, 207
for scenarios/”classes” of procurement, 212–214
procurement plans, 53
productivity improvements, 42, 57
products
development of, see new product development
life span of, 125
of projects, 2–3
product scope, project scope vs., 82–83
professional associations, 270–271
Professional Development Units (PDUs), 236
professional growth, 164
professionalization of project management, 226, 265–275
challenges and concerns with, 272
and definition of a profession, 266–267
implications of, 272–275
path to, 267–272
professional needs, 164–165
profession of project management, 225–226
profitability, 124
program management, 297
and multiproject management, 346
in Strategy & Projects report, 286–287
Program Management Office, see Project Office
Program Management Professional (PgMP®), 227
Program Managers, 251
project administration, in PM plan, 59–60
project champions, 184, 185, 188
project contracting, 217–220
project control, in PM plan, 59, see also monitoring and control
Project Controllers, 251
project control office, 358–359, 361
project coordinators, 252
project cost control baseline, 63–64, 98
project culture, for international projects, 423–424
project data, 305–306
project definition, in initiation of projects, 34–36
project environments
ethics in, 258–261
expectations in, 386
project flow, in PPM, 319
project focus, in knowledge management, 397
project launches, gating, 389–390
project leaders, 241–242
project-level schedules, 114
definition of, 466
international project culture through, 424
for IT projects, 468–471
project management, 1–10
art and science of, 240
career paths in, 250–253
characteristics of, 5–6
Development Life Cycles in, 4–5
ethics in, 256–258
factors influencing, 6–7
models for, 244
process of, 7–10
projects in, 1–4
in Strategy & Projects report, 286–287
see also specific topics
Project Management Association of Japan (PMAJ), 21
Project Management Body of Knowledge (PMBOK®), 15, 16, see also A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
project management capability, 442–445, see also capability development model
project management culture, 338–343
Project Management Framework, 18
Project Management Institute (PMI), 16, 225, 226, 257, 265, 270–271
project management life cycle, 4
Project Management Maturity (PMM) model, 304
project management office (PMO), 241, 296–297, 303
and communities of practice, 401
for IT projects, 471
Six Sigma projects in, 412–413
see also Project Office(s)
project management plan, 30–31, 47–61
contents of, 75
documentation and configuration management plan in, 60–61
elements of, 47–48
environmental, safety, and health protection plan in, 57–58
financial issues in, 54–55
introduction/overview in, 48
mission and objectives in, 48–49
organization development plan in, 51–52
planning basis section in, 49–50
procurement and logistics plan in, 53–54
project planning, control, and administration
plan in, 58–60
quality and productivity plan in, 56–57
quality requirements addressed by, 125
resource plan in, 52–53
risk analysis and contingency plan in, 55–56
schedules and logic/network plans in, 54
security plan in, 58
work breakdown structure in, 51
work scope in, 49
Project Management Process Groups, 28–32, see also individual processes and groups
Project Management Professional (PMP®) certification, 16, 227–237, 271
maintaining, 236–237
process for, 228–231
taking test for, 235–236
test preparation for, 231–235
Project Management Professionals Certification Center (PMCC) of Japan, 21
Project Management Research Committee of China, 271
Project Management South Africa, 271
Project Manager Competency Assessment Program (PMCAP), 244–245
Project Manager Competency Development Framework (PMCDF), 22
project managers, 239–240, 251
for IT projects, 465
roles and responsibilities of, 241–242
skills and competencies for, 240–246
project mix, 316–317
Project Office(s), 355–364
challenges of implementing, 358–364
reasons for implementing, 356–358
types of, 358–361
see also project management office (PMO)
project participants, as stakeholders, 184, 185, 188
project performance appraisals, 146
project planners, 252
emergence of, 246
personal and professional characteristics for, 247
project planning, control, and administration plan, 58–60
project portfolio management (PPM), 297, 307–308, 313–324
activities required in, 313–315
choosing project mix in, 316–317
constraints in, 389
effectiveness in, 319–320
for IT projects, 471
multiproject execution and practices in, 320–323
multiproject management vs., 346
project flow in, 319
project scope in, 318
roles in, 315
in Strategy & Projects report, 285–286
projects, 1–4
characteristics of, 2–4
definition of, 2
project scope, 318
controlling, 82
defining, 81
elements of, 84
limitations on, 50
product scope vs., 82–83
verifying, 82
see also scope management
Project Support Office, see Project Office
project team
competency-building activities for, 248, 250
contracting and mobilizing, 144–145
developing, 145
involving, 155–157
managing, 145–147
organizational issues with, 250
for procurement, 207–209
professional needs of, 164–165
roles and responsibilities of, 143
specialty roles of, 247–249
Project Team Leaders, 251
project team management, 163–171
effective, 168–171
and leadership style, 157, 168
motivational forces in, 163–165
power spectrum in, 165–167
recommendations for, 168–170
see also team building
project-to-function budgeting, 115
property protection plan, 58
prototyping, 4
P2M (A Guidebook of Project & Program Management for Enterprise Innovation), 20–21
punishment, 166
PV, see planned value
PWPs (planned work packages), 112
Q
QA, see quality assurance
QC (quality control), 56–57
qualitative risk analysis, 198–199
quality
definitions of, 124
quality assurance (QA), 56, 57, 126
quality control (QC), 56–57
quality management, 6, 8, 123–127
Baldrige Criteria for, 130–133, 138
business process management for, 133–138
component processes of, 17
definition of, 123
in PM plan, 56
process improvement for, 137–138
terms/techniques used for, 129–130
quality management plan, 125
Quality Movement, 408–410
quality plans, 56–57
quantitative risk analysis, 199–200
R
RAM, see responsibility assignment matrix
RBS, see Risk Breakdown Structure
referent power, 166
relationships, in capability development model, 445
remote team meetings, 179
replanning, 92
reporting
of cost information, 67–70
in Earned Value Management, 119–120
in multiple project environments, 352–353
requirements
of customers, 134–135
in new product development, 454–455
of stakeholders, 135
requirements management plan, 80–81
Requirements Traceability Matrix, 81
reserve analysis, 100
reserves, 56
resource allocation, 6, 350–351
resource effectiveness, organizational effectiveness as, 386–388
resource efficiency, organizational effectiveness vs., 388
resource leveling, 92
resource management, 304, 306–307, see critical chain method
resource managers, 248
resource plan, 52–53
resources
in multiproject environment, 347
responsibility assignment matrix (RAM), 113, 144, 207, 208, see also roles and responsibilities
Results (Baldrige criterion), 130, 132
results-based systems, 256
results indicators, 136
return on investment (ROI), 124, 459
reviews
product development, 457–458
project, 258
reward power, 166
risk analysis, 55–56
Risk Breakdown Structure (RBS), 195, 196, 199
risk identification, 55
risk management, 7, 9, 193–203
component processes of, 17
and definition of risk, 194, 197
monitoring and control in, 202
in new product development, 458
planning for, 195–196
process of, 194–195
qualitative risk analysis in, 198–199
quantitative risk analysis in, 199–200
risk identification in, 197–198
risk response planning in, 201
Risk Management Plan, 195
risk metalanguage, 198
risk minimization plans, 56
Risk Register, 198
risk response planning, 201
risk(s), 7
causes vs. effects of, 197–198
in international projects, 418–419
see also risk management
role definition, as professional need, 164
role design, in capability development model, 444
roles and responsibilities
in human resource plan, 143–144
in multiple project environments, 348–352
in PM plan, 51
in procurement, 207
of project managers, 241–242
in project portfolio management, 315
of project team members, 143–144, 247–249
root cause analysis, 126
roundtable discussions, 157
RSS feeds, 431
rules-based systems, 256
S
safety and health protection plan, 57
sales, preparing new products for, 460–461
schedule performance measurement, in PM plan, 59
schedules
detailed, 114
development of, 91–93
general characteristics of, 114
in PM plan, 54
project-level, 114
scheduling
in Earned Value Management, 113–114
information needed for, 90
project management vs., 5
see also time management
component processes of, 17
developing scope statement for, 83–85
in ecosystem restoration projects, 478
in PM plan, 50
and product vs. project scope, 82–83
value of outputs from, 80–82
scope management plan, 79–80, 85
scope statement, 83–85, see also project scope
search engines, 432
security, for IT projects, 472
security plan, 58
self-assessment/mastery, 246
self-organization, in knowledge management, 398
seminars, 157
“semiprofessions,” 266
Sender-Receiver Model, 175–176
senior management meetings, 178–179
Senior Project Managers, 251
sense making, 400
sequencing activities, 88–89
Shared Services model, for IT projects, 471
description of, 410–412
and project management, 412–414
and Quality Movement, 408–410
skills
in general management, 18
for project managers, 240–243
social bookmarking, 432
social development projects, 483–486
social media, 427–435
Four A’s of, 435
Kennedy Center use of, 432–433
older collaboration practices vs., 429–432
and project management practice, 428–429
Tessitura Network, Inc., use of, 433–434
social networking, 432
social norms, 430
software
in multiple project environments, 350
scheduling, 5
see also enterprise project management (EPM)
South Africa, competency standards in, 23
spend plan, 108
spiral method, 4
SPO (Strategic Project Office), 359–362
staffing, of task teams, 169
staffing management plan, 145
stakeholder analysis
in political management plan, 376–377
template for, 382
stakeholder management, 175, 183–191
community participants in, 184–185
and determination of project success, 183–184
ethics in, 258
parasitic participants in, 185–186
performance reports in, 175
project champions in, 184, 185
project participants in, 184, 185
success modeling in, 186–190
stakeholders
identifying, 174
project information for, 352
requirements of, 135
statistical sampling, 127
storming stage (team-building), 153
strategic constraints, 390–391
strategic management, 291–299
competitive convergence and competitive
advantage in, 293–294
and hidden sources of competitive advantage, 298–299
historic periods in, 292
schools of thought about, 292
in Strategy & Projects report, 285
VRIO framework for, 294–298
see also Strategy & Projects study
strategic model for managing projects, 33–34, see also initiation of projects
strategic planning, 6
as Baldrige criterion, 130, 131
knowledge of starting position in, 282
Strategic Project Office (SPO), 359–362
strategic projects, 347
strategy(-ies)
definition of, 291
in initiation of projects, 35, 44–45
in PM plan, 50
Strategy & Projects study, 281–290
best practices revealed in, 282–283
framework of, 284–290
key findings of, 283–284
survey used in, 284
study phase (project contracting), 218–219
subcontracting plans, 53
success, 129
modeling, 186–190
in multiproject environments, 353
process, 189–191
project, 183–184
summary schedules, 54
suppliers
for international projects, 419
requirements of, 135
supporting technologies, 432
synchronous technologies, 431
T
team building, 151–161
benefits and pitfalls in, 152–153
classic stages of, 153–154
fast track to, 160–161
intercultural, 420
planning for and implementing, 155–160
ten rules of, 154–155
see also project team management
team-building sessions, 170
team meetings, 179
team performance assessment, 146
teams, 7
commitment of, 170
defining structure of, 169–170
developing, 170
for new product development, 454
unstructured processes for, 455, 456
teamwork, 42, 151–153, see also team building
technical expertise, 164, 240–241
technical performance measurement, 57
technologies
asynchronous, 431–432
as enabler of communities of practice, 401–402
and project methodologies, 35–36
staying abreast of, 472
supporting, 432
synchronous, 431
Tessitura Network, Inc. case study, 433–434
text messaging, 431
activity durations estimates in, 90–91
activity resources estimates in, 89–90
component processes of, 17
defining activities in, 87–88
in multiple project environments, 350
schedule development in, 91–93
sequencing activities in, 88–89
total quality management (TQM), 42, 44, 56
training, see education and training
trust
in knowledge management, 397
with social media, 429
U
undistributed budgets (UBs), 115
units completed method (earned value), 66
unstructured projects, for new product development, 455–456
use-cases, 454–456
V
value measurement, see PM Value Initiatives
values
in capability development model, 444–445
definition of, 255
variance analysis, 117–119
vendor bids, analysis of, 100
verbal communication, 177–178
VRIO framework, 294–298
W
Waterfall Development Life Cycle, 4
waterfall methodology, for new product development, 456–457
WBS, see work breakdown structure
Web-based conferencing, 431
wikis, 431
work authorizations
in Earned Value Management, 112–113
in PM plan, 59
work breakdown structure (WBS)
creating, 82
defining activities outlined in, 87–88
and Earned Value Management, 110
planning target authorizations for, 112–113
in PM plan, 51
risks in, 199
and work scope, 49
work environment, 164
workflow
EPM systems for, 310–311
technologies supporting, 432
Workforce Focus (Baldrige criterion), 130, 132
work package plans, 58–59
work packages
authorized, 112
planning, 112
work package schedules, 114
work performance information, 146
work scope, in project management plan, 49
workshops, 157
Z
zero defects, 100