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Absolute Beginner’s Guide to Project Management,Second EditionCopyright © 2009 by Que Publishing

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ISBN-13: 978-0-7897-3821-0ISBN-10: 0-7897-3821-X

Library of Congress Cataloging-in-Publication Data:

Horine, Greg.Absolute beginner’s guide to project management / Greg Horine. — 2nd ed.

p. cm.Includes index.ISBN 978-0-7897-3821-9

1. Project management. I. Title. HD69.P75H67 2009658.4’04—dc22

2008052475

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First Printing: January 2009

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IntroductionAs organizations continue to move toward “project-based” management to getmore done with fewer resources, and as the demand for effective project managerscontinues to grow, more and more individuals find themselves with the opportunityto manage projects for the first time.

In an ideal world, every new project manager candidate would complete certifiedproject management training programs and serve as an apprentice before startinghis or her first project manager opportunity, but…this is the real world. In manycases, a quicker, more accessible, and more economical alternative is needed toguide these candidates in managing projects successfully the first time.

The Absolute Beginner’s Guide to Project Management, Second Edition, is intended toprovide this alternative with a helpful, fun, and informative style.

About This BookLet’s review the objectives and approach of this book.

ObjectivesThe objectives of this book include the following:

■ To be an easy-to-use tutorial and reference resource for any person manag-ing their first project(s).

■ To teach the key concepts and fundamentals behind project managementtechniques. If these are understood, they can be applied effectively indepen-dent of toolset, environment, or industry.

■ To reduce the “on-the-job” learning curve by sharing the traits of successfulprojects and “lessons learned” from less-than-successful projects.

■ To balance the breadth of topics covered with adequate depth in specificareas to best prepare a new project manager.

■ To review the skills and qualities of effective project managers.

■ To emphasize the importance of project “leadership” versus just project“management.”

ApproachConsistent with the Absolute Beginner’s Guide series, this book uses a teaching style toreview the essential techniques and skills needed to successfully manage a project.By teaching style, we intend the following:

■ A mentoring, coaching style.

■ A fun, easy-to-read, practical style.

■ Assumes that the reader does not have previous hands-on experience withproject management.

■ Teaches the material as if an instructor were physically present.

■ Task-oriented, logically ordered, self-contained lessons (chapters) that can beread and comprehended in a short period of time (15–30 minutes).

■ Emphasis on understanding the principle behind the technique or practice.

■ Teaches the material independent of specific tools and methodologies.

■ Teaches the material with the assumption that the reader does not haveaccess to organizational templates or methodologies.

■ Provides a summary map of the main ideas covered at the end of each chap-ter. Research has shown that this type of “mind-map” approach can drivebetter memory recollection when compared to traditional linear summaryapproaches.

OUT-OF-SCOPEThe scope of this book is clearly outlined in the table of contents, but as we will cover later,it is always good to review what is out of scope to ensure understanding of the scopeboundaries. Because the field of project management is extremely broad, and we neededto draw the line somewhere, this book focuses on the proper management of a single pro-ject. As a result, the following advanced project management subjects are not covered inthis book:

■ Program management

■ Enterprise portfolio management

■ Enterprise resource management

■ Advanced project risk management topics

■ Advanced project quality management topics

■ Advanced project procurement management topics

2 ABSOLUTE BEGINNER’S GUIDE TO PROJECT MANAGEMENT

Who Should Read This Book?The Absolute Beginner’s Guide to Project Management, Second Edition, is recommendedfor any person who fits into one or more of the following categories:

■ Individuals unsatisfied with other introductory project management books

■ Individuals new to project management, such as

• Technologists

• Knowledge workers

• Students

• Functional managers

■ Professionals taking a first project management assignment, such as

• Team leaders

• Project coordinators

• Project administrators

• Project support

• Functional managers

■ Experienced project managers needing a refresher course

■ Experienced project managers with limited formal project managementeducation

How This Book Is OrganizedThis book has been divided into five parts:

■ Part I, “Project Management Jumpstart,” sets up the general framework forour project management discussion and accelerates your project manage-ment learning curve, including an insightful review of successful projects andproject managers.

■ Part II, “Project Planning,” reviews the processes that establish the foundationfor your project.

■ Part III, “Project Control,” reviews the processes that allow you to effectivelymonitor, track, correct, and protect your project’s performance.

■ Part IV, “Project Execution,” reviews the key leadership and people-focusedskills that you need to meet today’s business demands.

■ Part V, “Accelerating the Learning Curve…Even More,” provides experiencedinsights and tips on making better use of MS Project, managing specific real-life project situations, and on many hot project management topics to furtheraccelerate the knowledge base and skill level of the new project manager.

INTRODUCTION 3

Conventions Used in This Book■ At the beginning of each chapter, you’ll find a quick overview of the major

topics that will be expounded upon as you read through the material thatfollows.

■ The end of each chapter provides a list of key points along with a visual sum-mary map.

■ You will also find several special sidebars used throughout this book:


These boxes highlightspecific learning points or

provide supporting information tothe current topic.

tipThese boxes highlight spe-

cific techniques or recom-mendations that could behelpful to most projectmanagers.

These boxes highlightspecific warnings that aproject manager shouldbe aware of.

caution

In this chapter

• Learn what comprises a “successful” project

• Understand the common characteristics of“troubled” projects

• Review the common characteristics ofsuccessful projects

• Learn which tools are indispensable tomost project managers

3

Essential Elements

for Any Successful

Project

In this chapter, we want to continue the accelerated learning approach

we started in the previous chapter. Anytime you are learning a new skill

set, especially one that is as broad as project management, one of the

most effective ways to reduce your learning curve and focus your men-

tal energies is to understand what “successful” people do in the field,

and, equally important, understand what not to do.

With this philosophy in mind, we will take a step up in this chapter and

look at projects as a whole and not just the project manager position.

We will review the leading causes of “troubled” projects, and we’ll dis-

cuss the common principles, techniques, and tools underlying most suc-

cessful projects. With this foundation in place, you will better

understand the purpose and the value of the fundamentals covered in

the rest of this book, and as a result, be much better positioned for suc-

cess on your project management assignments.

What Exactly Is a “Successful” Project?You would think it would be relatively straightforward to describe the attributes of asuccessful project. Well, let’s just say this endeavor has kept more than a few “spindoctors,” “politicians,” and “history revisionists” employed throughout organiza-tions across our great land. Why is this the case? There are several reasons for this.

■ There is a lack of universal harmony of what comprises project success met-rics. It seems that every project management educational source and organi-zational process maturity standard has a slightly different definition ofproject success.

■ For many projects, the acceptance and success criteria are never establishedor agreed to by all key stakeholders.

■ In many cases, an organization may define a project as successful evenwhen some of the textbook criteria for project success (such as schedule, cost,and client expectations) are not completely met. This is often the case if theproject achieved strategic business or organizational objectives.

■ In other cases, a “cancelled” project may be a “successful” project if therewas a plan for one or more “go/no-go” decision points.

From a utopian, academic standpoint, the “ultimate” successful project would bedefined as a project that:

■ Delivered as promised—Project produced all the stated deliverables.

■ Completed on-time—Project completed within the approved schedule.

■ Completed within budget—Project completed under the approvedbudget.

■ Delivered quality—Project deliver-ables met all functional, performance,and quality specifications.

■ Achieved original purpose—Theproject achieved its original goals, objec-tives, and purpose.

■ Met all stakeholder expectations—The complete expectations of each keystakeholder were met, including allclient acceptance criteria, and each keystakeholder accepts the project resultswithout reservation.


tipAn excellent technique is

to identify, document,review, and approve anycriteria that will be used tomeasure the success of the

project during the projectdefinition and planningprocesses.

■ Maintains “win-win” relationships—The needs of the project are metwith a “people focus” and do not require sacrificing the needs of individualteam members or vendors. Participants on successful projects should beenthusiastic when the project is complete and eager to repeat a similarexperience.

Learning from Troubled ProjectsBefore we review the common traits of many successful projects, there’s a lot to belearned from “less than successful” projects. From my experience, the reasons forproject troubles can be generally classified in two groups: organizational-level issuesand project-level issues.

One of the key differences in the two groups is the level of control that the projectmanager has over these factors. For project-level issues, the project manager hastremendous influence on these matters. In most cases, the project manager caneither avoid the issue or take action to resolve it if it does occur. For organizational-level issues, the project manager cannot generally fix the problem, but the projectmanager can certainly have influence on them by asking the right questions, antic-ipating the associated risks and issues, focusing extra efforts to compensate for theissue, and developing contingency plans to minimize the impact on the project.

Also, please note that these issues are not exclusive. In most cases, there is overlap,and if you have one of these factors present in a project, you will generally haveothers. Table 3.1 summarizes these issues, gives specific examples of each, and noteswhat type of issue it is (organizational, project, or both).

Table 3.1 Common Reasons for Troubled ProjectsReason Example(s) Type Key Learning Point

Project not Project not aligned with business Org. Verify alignment beforealigned unit or organizational goals; project kicks off

Project not aligned with otherprojects

Lack of Insufficient funding; Org. Understand project impact management Insufficient resources; of organizational structure;support Issues not resolved; Ensure proper senior mgmt

Senior mgmt performance criteria involvement in projectnot aligned with project success organization; criteria Advocate PMO and

Steering Committeestructures

CHAPTER 3 ESSENTIAL ELEMENTS FOR ANY SUCCESSFUL PROJECT 31

Table 3.1 (continued)Reason Example(s) Type Key Learning Point

Lack of Purpose and goals not clear; Both Gain acceptance of project stakeholder “Trust” relationship not purpose, goals, and success “buy-in” established; criteria up front;

Inadequate communications; Ensure all stakeholders are Mismatched expectations; identified and consulted; All stakeholders not involved Constantly communicate

and validate understandingInadequate Inactive, unengaged sponsor; Org. Educate the sponsor on their project Lack of leadership; roles and responsibilities; sponsor Ethical issues; Gain formal authorization

Not handling organizational of project and the project issues; manager position; Not supportive of project Understand sponsor’smanagement process motives and incentives

Too many Conflicting project goals; Org. Relates to the need for project Lack of ownership; proper project alignment sponsors Political battles and clear roles and

responsibilitiesLack of Inefficient work efforts; Both Use Responsibility Matrix toclarity on Missed deadlines; clarify all roles androles and Lower team morale; responsibilities;responsi- Delayed issue resolution Review roles and responsi-bilities bilities with each individual;

Validate expectations inadvance

Poor Inconsistent, incomplete, or Project Develop a project communi- nonexistent status information Communications Plan that cation on key project metrics; is acceptable to all

Inadequate tracking and stakeholders;monitoring of project progress; Establish tracking and Not listening to stakeholder monitoring mechanisms concerns or feedback; during planning; Not using proper mediums for Constantly seek questions certain project communications; and feedback;Messages are not clear or occur Understand each staketoo frequently holder’s perspective;

Clearly set context of eachmessage

Price wars Due to budget reduction Org. Develop complete, detailedmeasures or market pressures, project budgets;management agrees to perform Communicate associatedproject at or below estimated risks;costs Improve negotiating skills



Resource Lack of dedicated team Org. Develop project Resourceconflicts members; Plan;

Key resources not available Gain commitments from when scheduled Resource Managers;

Encourage centralized organizational structure forresource planning/deployment

Inadequate Lack of leadership; Both Organizational commitment project Inexperienced or untrained to PM education; manager project manager; Use of PM mentorship

Ineffective project manager programsUnder- Not understanding the Org. Use project sponsor and estimate complete effects on both and business process owners tochange people existing processes champion the new process;impact that the “change” Involve additional

introduced by the project stakeholders to understandwill have; their needs and to solicit Not properly preparing or their support;planning for the “change” Plan for the necessary

communications and training(change management plan);Plan for the “disruptive”deployment period;Utilize pilot approaches to minimize impact

Inadequate Management does not require or Both Educate senior mgmt on the planning allow time for proper planning; value of proper planning;

Incomplete scope or deliverables Use standard methodology for list; project planning;Incomplete “work” identification; Gain formal acceptance of Lack of detailed schedule; Project Plan before proceeding;Inadequate risk identification; Develop realistic project Assumptions not documented; schedule and budget, as well Lack of schedule and budget as tools and processes to contingency keep updated;

Identify and document projectrisks and mitigation strategies



Lack of Scope of work increases without Project Utilize formal change control change proper schedule, budget, or procedures to properly assess control resource adjustments; and communicate any changemanagement Changes occur to deliverables, to the scope, schedule, budget,

schedule, or budget without and targeted project proper notification and deliverableapproval

Lack of Missed stakeholder expectations; Both Ensure success criteria is completion Increased costs or missed established during planning criteria deadlines due to re-work; phase;

Lack of smooth transition from Define user acceptance criteria one phase to another for project deliverables;

Define exit criteria for projectphases

Inadequate Inability to measure project Both Establish and execute periodic progress status and probability for status meetings and reportingtracking success; (weekly in most cases);

Inability to review project at Review project at scheduled key points to make go/no-go intervals against establisheddecisions criteria to determine if project

should progress into nextphase

Unforeseen Effort spent resolving technical Project Structure project to deal with technical issues drive missed schedules high risk technical challenges difficulties and increased costs; early in the project;

Unproven technology does not Prove the technology before meet user expectations making additional investment;

Leverage technical expertise to support team capabilities

Learning from SuccessfulProjects

After reviewing what makes a project success-ful and the common ills that befall manytroubled projects, you likely have a good senseof the qualities and traits shared by most suc-cessful projects. While no two projects are everthe same, and every project has its own


A good project managercan still end up manag-ing a “troubled” project.Sometimes, your bestproject management workmay be in minimizing the damagefrom a “troubled” project.

caution

unique set of challenges, there is a common core of principles that successful proj-ects share. By understanding these, a new project manager can better prioritize andbetter focus his/her project management efforts. These qualities are generally trueabout successful projects:

■ Project is aligned with organizational goals.

■ Project has effective management support.

■ Project has effective leadership.

■ All key stakeholders are in agreement on the purpose, goals, and objectivesof the project.

■ All key stakeholders share a common vision on the project results.

■ All key stakeholders share realistic expectations for the project results.

■ The project results meet the expectations of the key stakeholders.

■ Stakeholder expectations are constantly managed and validated throughoutthe project.

■ There is an investment made in proper planning.

■ The project scope, approach, and deliverables are clearly defined and agreedupon during planning.

■ Each stakeholder and team member’s role(s) and responsibilities are clearlycommunicated and understood.

■ A high priority is placed on accurate and complete work effort estimates.

■ A realistic schedule is developed and agreed upon.

■ The project team has a strong results-focus and customer-orientation.

■ Project communications are consistent, effective, and focused on “under-standing.”

■ Project progress is measured consistently from the current baseline.

■ Project issues and subsequent action items are aggressively pursued.

■ There is a strong sense of collaboration and teamwork.

■ Expectations and changes surrounding scope, quality, schedule, and cost areclosely managed.


■ Project resources are skilled and available when needed.

■ Project team proactively identifies risk and determines mitigation strategiesto reduce project exposure.

■ Project team anticipates and overcomes obstacles to ensure project meetsobjectives.

Essential Project Manager ToolkitWhile there are many facets of project management and many lessons to belearned from both troubled projects and successful projects, there is an essential setof tangible tools that any project manager needs to have to best manage any proj-ect. Table 3.2 lists these essential tools and why they are important.

The important principles to remember regarding project management tools are asfollows:

■ Any planning document needs to be reviewed and agreed to by appropriateproject stakeholders and team members.

■ Separate documents are not always needed. Smaller projects might combinerelevant information (especially “plan” documents) into a single “grouped”document.

■ The essential tools represent the key information and thought processes thatare needed to effectively manage the project.

Table 3.2 Essential Project Manager ToolsTool Description Value Notes

Project Authorizes project and Provides official notice May not always be aCharter the project manager to the organization formal document;

At a minimum, get an email notification

Project Defines project purpose, Key for managing Core tool Definition objectives, success expectations, controlling Document criteria, and scope scope, and completing

statement other planning effortsRequire- Defines the specifications Key for managing Core toolments for product/output of the expectations andDocument project controlling scope


Table 3.2 (continued)Tool Description Value Notes

Project Shows all work efforts, Key for directing all Core tool Schedule properly estimated, with project team work efforts;

logical dependencies, Key for managing assigned to responsible expectations;resources scheduled Allows for impact and against a calendar what-if simulations when

things changeStatus Periodic reviews of actual Provides essential See Chapter 10, Reports performance versus information to “Controlling a

expected performance stakeholders; Project,”Allows for timely and Chapter 17,identification of “Managing Project performance Communications,”variances for more details

Milestone A summary of the Allows stakeholders to Detailed scheduleChart detailed project schedule see high level project roll-ups can be

showing progress against progress on one page difficult to read and key milestone interpret;

Incorporate into Status Report

Project Shows all project Allows team members On smaller projects,Organiza- stakeholders and the to get a better may be combined tion working relationships understanding of with project plan orChart among them project roles and project definition

organizational documentdynamics

Responsi- Defines all project roles Key for managing On smaller projects,bility and indicates what expectations; may be combinedMatrix responsibilities each role Establishes with project plan or

has accountability project definition document

Communi- Defines the how, what, Key for managing On smaller projects,cation Plan when, and who regarding expectations; may be combined

the flow of project infor- Establishes buy-in with project plan or mation to stakeholders project definition

document



Quality Defines the approaches Key for managing On smaller projects, Manage- and methods that will expectations regarding may be combined ment Plan be utilized to manage quality, performance, with project plan or

the quality levels of and regulatory project definitionproject processes and compliance matters; document results Impacts work efforts

and project scheduleEstablishes accountability

Staffing Lists how project resources Key for building May also include Manage- will be acquired, when schedule; role profiles, rates, ment Plan they are needed, how Key for properly training needs;

much they are needed, managing resources On smaller projects,and how long they will may be combined be needed with project plan or

project scheduleRisk Lists each identified risk Communicates potential On smaller projects, Response and the planned issues in advance; may be combined Plan response strategy for Proactive measures help with project plan or

each reduce impact to project definition project document

Project Formal, approved Includes all other On smaller projects, Plan document that is used supplemental planning may be combined

to manage project documents; with project execution Key output of project definition document

planningDeliverable Defines and lists all Key to managing May be combined Summary deliverables to be expectations; with status reports

produced by the project Ensures proper visibility, tracking, andreporting of targeted deliverables


The Absolute MinimumAt this point, you should have a solid understanding of the following:

■ What defines a successful project and why it is not always easy to measure

■ The common reasons why projects get in trouble and what you can do toavoid them

■ The key principles that serve as the foundation for most successful projects

■ The essential project management tools and why they are important

The map in Figure 3.1 summarizes the main points we reviewed in this chapter.



Project Log Captures essential Ensures proper visibility, Core tool information for each tracking, and reporting project risk, issue, action of items impacting the item, and change request project

Change Captures essential Allows change item to Core toolRequest information for any be properly assessed andForm requested change that communicated before

impacts scope, schedule, action is taken or budget

Project Used by project manager Part of managing Electronic and/or Notebook to maintain official project information hardcopy versions

record of important project documents anddeliverables


Lack of management support

Inadequate project sponsor

Too many project sponsors

Organizational-level issues

Project-level issues

Multi-level issues

Price wars

Project management fundamentals

Leadership skills

1.1 Aligned with organizational goals

1.2 Effective management support

2.1 Agree on the purpose, goals, and the objectives of the project

2.2 Share a common vision of the project results

2.3 Share realistic expectations of the project results

3.1 The project scope, approach, and deliverables are clearly defined and agreed upon during planning

3.2 There is an investment made in proper planning

3.3 High priority placed on accounts and complete work effort estimates

3.4 A realistic schedule is developed and agreed upon

Business management fundamentals

Lessons fromtroubledprojects

Essentialelements

forsuccessful

projects

Delivered as promised

Completed on time

Completed within budget

Delivered quality

Achieved original purpose

Met stakeholder expectations

Win-win relationships

Defining asuccessfulproject

Project not aligned

Resource conflicts

Poor communications

Lack of change control

Unforeseen technical difficulties

Lack of clear roles and responsibilities

Inadequate project manager

Lack of completion criteria

Lack of buy-in

Inadequate progress tracking

Communication skills

Technical knowledge

Not trivial

4.1 The project results meet stakeholder expectations

4.2 Constantly managed and validated throughout the project

4.3 Role(s) and responsibilities are clearly communicated and understood

4.4 Changes surrounding scope, quality, schedule, and cost are closely managed

6.1 Project has effective leadership

6.2 Progress is measured consistently from the current baseline

6.4 Project communications are consistent, effective, and focused on “understanding”

5.1 Strong results-focus and customer orientation

5.2 Strong sense of collaboration and teamwork

5.3 Proactively identifies risk and determines migration strategies

5.5 Project resources are skilled and available when needed

5.4 Anticipates and overcomes obstacles

Lessons fromsuccessfulprojects

1. Organization

2. Stakeholders

3. Planning

4. Expectations

5. Project team

6. Project management

EssentialPM toolkit

6.3 Project issues and subsequent action items are aggressively pursued

Underestimating change impact

Inadequate planning

FIGURE 3.1

Essential elements for any successful project overview.

Numerics

15% Completion Rule (project control), 130

30/60/90 day detail plans inquality schedules, 331

50% probability estimate inCCPM, 354

“90% done”phenomenon, 140

90% probability estimatein CCPM, 354

A

absorption method (projectclosure), 298

AC (Actual Costs) in EVM(Earned ValueManagement), 137

accents, listening skills(difference manage-ment), 274

acceptanceproject definition

checklist, 51project management process

groups, 10project schedule goals, 101project success tips, 30

acceptance criteriabuyer tips and techniques

(vendor management), 283

contract components, 287project planning, 60quality management

practices, 206unplanned scope change

causes, 150vendor management, 285

acceptance signoffs (changeprevention actions), 154

accepting risk, 185

access control (managingdeliverables), 163

accomplishmentsperformance reporting, 134project closure, 296

accountabilityincreased (recovery

activities), 141lack of (project closure

challenges), 297

accounts, closing (project closure), 295

accuracy (work estimation), 92

action (project control principles), 127-128

active listening skill sets, 24

Actual Costs (AC) in EVM(Earned ValueManagement), 137

actual dates, 306

administrative process principles (issuemanagement systems), 172

agendas (meeting practices), 235

agile development (qualitymanagement), 204

agile project management,346-348

agreementchange control

challenges, 156lack of understanding,

project managermistakes, 27

project success tips, 35

alertness (change control), 150

aligners, 213

alignmentissue management

systems, 172lack of, 31project success tips, 35

allocation of resources byPMOs, 351

alternative approaches (project definition), 47

analogous estimating (workestimation), 90

Index

364 ANALYSIS (PROJECT MANAGER ROLES)

analysis (project managerroles), 22

appreciation and gratitudecommunications

management, 228interpersonal skills, 236

approach (project definitionchecklist), 51

approval page (document sections), managing deliverables, 164

approvalschange control challenges, 156change control principles, 151change request forms, 153managing deliverables,

161-163protection management, 163work estimation practices, 92

archived files, leveraging(managing deliverables), 166

assessing risk, 186

assigned to data points (issuemanagement), 175

assigning resources, 316rebuilding assignments, 325to summary tasks, 317, 323viewing assigned

resources, 324

assignment (difference management), 270

assumptionsbudget development, 116change prevention

actions, 155definition of, 193difference management, 273project definition elements, 47

attention (communicationsmanagement), 229

audio conferencing (communicationsmanagement), 233

auditors (project control), 132

auditsconfiguration management

plans, 168project control, 131QA audits, 193quality management

principles, 201-202

authorityof PMO (Project

Management Office), 348project and operation

comparisons, 9

authorization identification(contract components), 287

autolinking, disabling, 314

availability of resources,adjusting in calendars, 307

averages (work estimation), 91

avoiding risk, 185

awareness campaigns (communicationsmanagement), 224

B

BAC (Budget at Completion)in EVM (Earned ValueManagement), 138

backfilling positions for handling turnover risk, 335

backup plansproject deliverables, 165team performance

principles, 263

balancing reality and perception, 241

bar chartsperformance reporting, 134project schedule

presentations, 109

baseline dates, 306saving, 324

baseline management(scheduling software benefits), 105

baselineschange control benefits, 149managing deliverables,

161, 164performance reporting, 134project control, 131, 140resetting, 312-313

change control, 152recovery activities, 141variance responses,

project control, 136reviews, 131

beliefs and values(communicationchallenges), 227

best practicescreating new projects,

313-316issue management systems,

176-177work estimation, 92-94

Bill of Materials (BOM), 78

bottom-up estimating (workestimation), 90

CANCELLATIONS 365

How can we make this index more useful? Email us at [email protected]

breach of contract (contracttermination), 298

Budget at Completion (BAC) inEVM (Earned ValueManagement), 138

budget development, 113. Seealso budgets

assumptions,documenting, 116

buffers, 116cash flow management

tool, 115challenges of, 120-121comprehension principle, 115cost estimate models, 119costs of change, 119disposal costs, 118earned value

management, 114equipment sources, 116expectation

measurements, 115expenses versus capital, 117finalization, 120initial development, 119investment justification, 115iterative process principle, 115labor costs sources, 116licensing and fees, 118lifecycle principle, 115materials, 118operational costs, 118overhead costs, 118performance measurement

importance, 114reasons for, 114-115spreadsheet approach, 119time-phased principle, 115training sources, 118travel sources, 118

validation importance, 114work estimation accuracy, 92

budgets. See also budgetdevelopment; costs

change control principles, 152

lack of, 32project planning, 64project success tips, 30schedules, 100-101

buffer consumption rates inCCPM, 355

buffers, budget developmentimportance, 116

build/release process(managingdeliverables), 166

bullet points (status reporting), 234

business drivers (unplannedscope change causes), 150

business management skills,skill sets, 23

buy-inschange control, 152, 156difference management

principles, 268issue management

systems, 177lack of, 32lack of understanding,


vendor management, 281

buyer tips and techniques(vendor management), 283

acceptance criteria, 283certifications, 285

cost and time estimates, validating, 284

incentives, 283new vendors, trying out, 284partnerships, 284quality assurance, 284quality enhancements, 284resource and process

dependencies, 283risk reduction, 283-284vendor teams,

integrating, 284WBS (work breakdown

structure), 283

Buzan, Tony, 358

C

calculations (scheduling software benefits), 105

calendars. See also schedulesadjusting resource

availability, 307multiple calendars in

Microsoft Project, 305nonstandard calendars,

updating timescales for, 323

realistic project schedules, 107

types of, 306working time, setting, 315

callouts in reports, 322

calm natured techniques(success tips), 26

cancellationsproject closure, 298variance responses, project

control, 136

366 CAPITAL, EXPENSES VERSUS (BUDGET DEVELOPMENT)

capital, expenses versus(budget development), 117

CAPM (Certified AssociateProject ManagementProfessional)certification, 359

career goals (team performance principles), 258

career paths (projectmanagement as personalvalue points), 13

cash flow (budgetdevelopmentimportance), 115

category data points (issuemanagement), 174

CCB (Change Control Board), 154

CCPM (Critical Chain ProjectManagement), 353-356

celebrations (project closure), 296

central contactscommunications

management, 230issue management, 174

central repository (managingdeliverables), 163, 168

certificationsvalue of, 358-359vendor management, 285

Certified Associate ProjectManagement Professional(CAPM) certification, 359

chain of command (differencemanagement), 270

challenges (budgetdevelopment), 120-121

change controlalertness, 150baselines, resetting, 152buy-ins, 152challenges, 156-157Change Control Board, 154change control systems, 149change prevention actions

acceptance signoffs, 154assumptions and

constraints,tracking, 155

clear projectobjectives, 154

post-implementation, 155right project

approach, 155solid requirements

definition, 154stakeholder

engagement, 155traceability, 154WBS (work breakdown

structure), 155change request forms,

152-153change types, 147changes, planning for, 149configuration and

organizationalmanagementcomparisons, 148

contract alignment, 152contract components, 287defined, 146-147identification numbers, 153lack of, 33-34lack of understanding,

project manager mistakes, 27

managing deliverables, 160-161

multiple process paths, 152over-communication, 150overview, 145-146principles, 151proactive project

management, 57project control,

128-129, 139project definition, 47project planning, 58, 65, 67scope changes, minimizing,

149-150scope creep, 146spreadsheets, 153stakeholders, educating, 149tracking logs, 153unplanned scope change

causes, 150-151vendor management, 281

Change Control Board (CCB), 154

change impact(communicationsplanning), 228

change information (changerequest forms), 153

change management (projectmanagement trends), 17

change prevention actionsacceptance signoffs, 154assumptions and constraints,

tracking, 155clear project objectives, 154post-implementation, 155right project approach, 155solid requirements

definition, 154stakeholder engagement, 155

COLLABORATION 367


traceability, 154WBS (work breakdown

structure), 155

change requestschange control, 152-153communications

management, 224performance reporting, 134

charters (project successtools), 36

chartsbar, 134Gantt, 109milestones, 37organization, 37PERT, 91project schedule

presentations, 109

checklistsproject definition

acceptance checklist, 51approach checklist, 51documentation

checklist, 51general checklist, 49risk checklist, 51scope checklist, 50stakeholder checklist,

50-51project definition, 49project planning, 68-69quality management

principles, 201quality management

tools, 201in testing process, 342

checkpoints (project control), 132

clarificationcommunications

management, 229WBS, 74-75

clarity traits (team performance), 256

clarity, communication (recovery activities), 141

clear (five Cs ofcommunication), 228

clear project objectives(change preventionactions), 154

clear project process (issuemanagement systems), 174

client acceptance (project closure), 294

client interaction preparation(team performance principles), 261

client organization (vendormanagement), 280

closing project managementprocess groups, 10

closing projects, 298absorption method, 298cancellations, 298challenges, 296-297collapse method, 298completion method, 298contract termination, 298deterioration method, 298displacement method, 298lack of closure, 294official closure signals, 294personal interaction

analogy, 293

Project End checklists, 294accomplishment,

acknowledging, 296accounts, closing, 295celebration events, 296central information

repository,updating, 295

client acceptance, 294contract obligations,

closing, 295deliverables,

transitioning, 295lessons learned,

capturing, 295payments, finalizing, 295performance

evaluations, 296referrals/references, 296resource schedule

updates, 295resumes, updating,

295-296success criteria, 294

closure (meeting practices), 235

CM indicator (deliverabletrackerrecommendations), 165

coaches, 213

coaching techniques (projectmanager roles), 22-23

coding schemes (WBS guidelines), 81

collaborationin agile project

management, 347project management

challenges, 15project success tips, 35

368 COLLABORATION TOOLS (ISSUE MANAGEMENT LOGGING SYSTEMS)

collaboration tools (issuemanagement logging systems), 176

collapse method (project closure), 298

collocation (team performanceprinciples), 260

color-coding (status reporting), 234

columns, hiding, 319

commitmentfrom resource managers

(differencemanagement), 271

team performance, 256vendor management, 282

common mistakes by projectmanagers, 27

communicationactive listening, 24change control principles, 152clarity (recovery activities), 141contract components, 287difference management

cross-functionalprojects, 272

principles of, 268-270virtual projects, 276

lack of, 32work estimation

reasons, 89lack of understanding, project

manager mistakes, 27managing, 223

appreciation and gratitude, 228

audio conferencing, 233central contact

assignment, 230

challenges of, 226-227communication options,

231-233conflict resolution, 225documentation, 228email, 225, 233expectations, 225face-to-face meetings,

225, 232five Cs of communication,

228-229follow-ups, 228information flow, 231instant messaging, 233interpersonal skills,

235-236meeting practices,

234-235meetings, 225message content

considerations, 231naiveness, 229natural communication

strengths, 230organizational change

management areas, 224planning, 227-228prioritization, 228proactive approach, 229project schedule

considerations, 228push and pull

methods, 231reasons for, 225-226relationship building

techniques, 229responsibility, 229stakeholder analysis, 230standard communication

areas, 224

status reporting, 234team management, 225technology use, 232telephone contact,

225, 232urgent

communications, 231video-conferencing, 232voice mail, 225, 232Web conferencing, with

audio, 233obstacles, project

managementchallenges, 14

over-communicating (changecontrol), 150

planning (project successtools), 37

of PMO, 350proactive project


knowledge areas, 11in project management

“lite” culture, 328project planning, 66-67project success tips, 35quality management

practices, 206skill sets, 24team orientation plans, 262vendor management,

281, 286in vendor selection

process, 339WBS guidelines, 80

compelling (five Cs of communication), 229

compensating for weaknesses, 218

CONTRACTS 369


competing demandsfor hard milestone

dates, 332project management

challenges, 14-15

completed on time (projectsuccess tips), 30

completenessproject schedule goals,

100-101WBS guidelines, 81

completion (project closure), 298

completion criterialack of, 34project control, 131, 140quality management

principles, 202in testing process, 342

completion date(deliverable trackerrecommendations), 165

compliancemanaging deliverables, 162project managers, demands

for, 16

comprehension processes(budget development importance), 115

computer simulation (qualitymanagement), 204

computer-based training, 360

concise (five Cs ofcommunication), 228

confidencevendor management, 286WBS objectives, 79

configuration managementmanaging deliverables, 160,

166-168organizational change

management,compared, 148

project control, 128project planning, 65, 67

confirmation(communicationsmanagement), 236

conflict resolution techniques(team performance principles), 260

conflicts (communicationsmanagement), 225

consensus (work estimationmethods), 92

consistency, 229in communication, 229project control, 130, 140status reporting, 234

constraintson dates, 305definition of, 193project definition

elements, 47tracking (change prevention

actions), 155viewing violations, 314

construction phase (effortdistribution), 90

contacts (issue managementsystems), 176

contextcommunication, difference

management, 269project definition

elements, 46

understanding (projectmanager success tips), 26

contingencybuffers for hard milestone

dates, 331lack of, work estimation

reasons, 89lack of understanding,


contract development timein vendor selection process, 340

contractors (WBS guidelines), 81

contractsacceptance criteria, 287authorization

identification, 287change control, 152

challenges, 156procedures, 287

communicationscomponents, 287

communicationsplanning, 228

contract administrator andproject manager conflicts, 282

contract state knowledge, 281

CPFF (cost plus percent offee), 288

CPPC (cost plus percent ofcost), 288

CR (cost reimbursable), 287-289

failure to perform liability, 287

financial arrangements, 287

370 CONTRACTS

FP (fixed price), 287-289issue resolution, 287legality conditions, 287milestone dates, 287non-disclosure

agreements, 287obligations, project

closure, 295ownership and property right

components, 287penalty components, 287performance measurement

components, 287scope statements, 287security agreement

components, 287T&M (time and materials),

287-289terminating, 298timetable dates, 287vendor management

development, 281what to include, 282

contractual WBS (CWBS), 78

controlproject management as

organization value points, 12project management key

concepts, 9project management process

groups, 10WBS objectives, 78

control systems (project planning), 65

controlling projects15% Completion Rule, 130action, 127-128baselines, 131, 140change control, 128-129, 139checkpoints, 132

completion criteria, 131, 140configuration

management, 128considerations, 126consistency, 130, 140detection, 127early project stage

management, 130escalation thresholds, 133EVM (Earned Value

Management), 136-139expectations, setting, 130formal signoffs, 132issue management, 128management processes, 128milestones, 132organization culture, 130overview, 125-126PDA (Prevention, Detection,

and Action), 127-128performance reporting, 128,

133-135planning, 130prevention, 127priorities, 129process control, 129procurement

management, 128progress measurement

challenges, 140project manager reluctance

challenges, 139project scale, 129quality auditors, 132quality management, 128recovery activities, 141requirements

management, 128traceability challenges, 140traceability matrix, 132

reviews, 131

risk management, 128small work packages, 131status meetings, 131team connection

challenges, 140time and cost accounting

challenges, 139unidentified work

challenges, 140V method approach, 132variance responses, 135-136

Copy Picture feature, 311, 320

core project components inproject management “lite”culture, 328

corporate culture, aligningPMO with, 350

corporate governancedifference management,

270-271elements of, 353in portfolio project


trends, 17

corrective actionsproject management key

concepts, 9project manager roles, 23variance responses, project

control, 135

correctness (WBS guidelines), 81

cost analysis (issuemanagement systems), 172

cost challenges (project control), 139

CUSTOM FIELDS 371


cost estimationincorrect, work estimation

reasons, 89validating (vendor

management), 284WBS guidelines, 80WBS objectives, 78

cost management (projectmanagement knowledgeareas), 11

cost performance in EVM(Earned ValueManagement), 136

Cost Performance Index (CPI)in EVM (Earned ValueManagement), 137

cost plus percent of cost(CPPC) contracts, 288

cost plus percent of fee (CPFF)contracts, 288

cost reimbursable (CR) contracts, 287-289

Cost Variance (CV) in EVM (Earned ValueManagement), 137

costs. See also budgetsproject definition elements, 48project management as

organization value points, 13project management

challenges, 14project planning, 64work estimation practices, 94

courteous (five Cs of communication), 229

Cover Your Assets (CYA), managing deliverables, 162

CPFF (cost plus percent of fee)contracts, 288

CPI (Cost Performance Index)in EVM (Earned ValueManagement), 137

CPPC (cost plus percent ofcost) contracts, 288

CR (cost reimbursable) contracts, 287-289

crashing technique(shortening projectschedules), 108

creativity (projectmanagement asorganization valuepoints), 12

credibility (change controlbenefits), 149

Critical Chain ProjectManagement (CCPM), 353-356

critical issues (project planning), 65

critical pathsdisabling multiple, 314project schedules, 103scheduling software

benefits, 105shortening project

schedules, 108

Crosby, Philip, 198

cross-cultural projects(difference management)

accents, listening skills, 274days off differences, 273formality considerations, 274misunderstandings, 273potential impacts, 274time zone

considerations, 273

cross-functionalprojects (differencemanagement), 271

alignmentconsiderations, 271

assumptions, 273commitments, retrieving

from resourcemanagers, 271


dysfunctional relations, 272group contribution

importance, 271issue resolution, 272kickoff meetings, 272leadership designation, 271misunderstandings, 273poor performance, 270requirements definition,

272-273signatures, reluctant, 273sponsorship and governance

ensured, 270-271unstated expectations, 273workflow process focus, 272

cross-functional teams (project managementtrends), 17

cultural influences(communicationchallenges), 227

culturescross-cultural projects

(difference management),273-274

project management trends, 17

custom fields, 307in reports, 319

372 CUSTOM FIELDS

setting up, 316visual indicators in, 308-310

customer expectations (project success tips), 35

customer experience in testing process, 341

customer focus (qualitymanagement practices), 206

customer perspective (quality management principles), 200

customer satisfaction in agileproject management, 346

customer service skills (success tips), 26

customer-focused projectapproaches (quality management), 203-204

customizing reports, 321

cutting edge demands (projectmanagement challenges), 14

CV (Cost Variance) in EVM (Earned ValueManagement), 137

CWBS (contractual WBS), 78

CYA (Cover Your Assets), managing deliverables, 162

D

data points (issuemanagement systems),174-177

data validation in testingprocess, 342

databasesissue management logging

systems, 176Microsoft Project as, 304

date approved(deliverable trackerrecommendations), 165

date closed data points(issue management), 175

date issued data points(issue management), 174

date resolved data points(issue management), 175

date submitted data points(issue management), 174

date updated data points(issue management), 175

datesbaseline dates, saving, 324constraints on, 305planned versus actual versus

baseline, 306start dates, setting, 313

days off differences(differencemanagement), 273

deadlines, missed, 32

decision points (project success tips), 30

decision-making (projectmanagement asorganization valuepoints), 13

default settingsMicrosoft Project, 306reviewing, 314-315

defect tracking process intesting process, 342-343

defects, definition of, 193

defining projects, 49acceptance checklist, 51alternative approaches, 47

approach checklist, 51assumptions, 47constraints, 47context, 46cost estimates, 48dependencies, 46documentation checklist, 51financial reasons for, 45general checklist, 49goals and objectives, 46history reasons for, 45logistical reasons for, 44organizational change

issues, 47out-of-scope

specifications, 46policies and standards, 48political reasons for, 44portfolio project

management, 45practical reasons for, 45progressive elaboration, 47purpose, 46questions/considerations, 44recommended project

approach, 47resource estimates, 48risks, 47, 51schedule estimates, 48scope, 46, 50stakeholders, 47, 50-51success criteria, 46supporting document

references, 48validation, 59visual scope summary, 48

definition documents (project success tools), 36

definitive accuracy levels(work estimation), 92

DISABLING 373


deliverable summary (projectsuccess tools), 38

deliverablescommunications

management, 224managing

access control implementation, 163

approval processes, 163archived files,

leveraging, 166backup procedures, 165baseline establishment, 164best practices, 163-166build/release process, 166central repository,

establishing, 163challenges, 169change control system, 160configuration

management, 160,166-168

CYA (Cover Your Assets), 162

directory structures, 164file-naming conventions,

establishing, 164gatekeepers, defining, 163identity management,

162-163protection

management, 163reasons for, 161-162review processes, 163revision processes, 163standard document

sections, 164tracking recommendations,

164-165tracking systems, 163

version numberingschemes, 164

in project management“lite” culture, 329

project planning, 58-60, 65in quality schedules, 330transitioning, project

closure, 295WBS development

process, 80WBS guidelines, 80-81

delivered as promised(project success tips), 30

delivery management(vendor management), 281

Deming, W. Edwards, 198

dependenciesdefinition of, 193external dependencies,

setting, 315logical dependencies,

capturing, 316project definition

elements, 46

deploy phase (effort distribution phase), 90

design reviews (projectcontrol), 131

detailed data points (issuemanagement), 174

detailed schedulesin agile project

management, 346lack of (example scenario),

330-331

details (project planning), 58

detection (project controlprinciples), 127

deterioration method (project closure), 298

developmentproject management key

concepts, 9schedules, project planning,

61-62WBS, 79-80

diagrams (project schedulepresentations), 110

differences, managing, 267-268

buy-in principles, 268communication principles,

268-270cross-cultural projects,

273-274cross-functional projects,

270-273expectations, verifying, 270leadership principles, 269management efforts, 270proper planning

principles, 268risk management

principles, 268sponsorship principles, 268virtual projects, 274-276well-defined expectation

principles, 268

dining (team unity rituals), 261

directory structure(managing deliverables),164, 168

disablingautolinking, 314multiple critical paths, 314

374 DISCIPLINE (ISSUE MANAGEMENT SYSTEMS)

discipline (issue managementsystems), 173

displacement (project closure), 298

disposal costs (budget development), 118

document sections (managingdeliverables), 164

documentationchange control

challenges, 157change control

principles, 152communication, difference

management, 269communications

management, 228gaps in vendor selection

process, 340issue management

systems, 172project definition checklist, 51project manager roles, 23of testing process, 341

documentsdefinition documents, 36-37inserting projects with Copy

Picture feature, 311plan, 36Project Definition. See

defining projectsrequirements documents

(project success tips), 36supporting document

references, 48

drivers for hard milestonedates, 331

Duran, Dr. Joseph, 198

durationdetermining, 305entering, 316

dysfunctional relations(cross-functionalprojects), 272

E

EAC (Estimated AtCompletion)

EVM (Earned ValueManagement), 138

forecasts (performancereporting), 134

early project stage (projectcontrol), 130

Earned Value (EV) in EVM (Earned ValueManagement), 137

Earned Value Management (EVM)

AC (Actual Costs), 137BAC (Budget at

Completion), 138budget development

importance, 114cost performance, 136CPI (Cost Performance Index

Value), 137CV (Cost Variance), 137EAC (Estimate at

Completion), 138earned values, 137ETC (Estimate to

Complete), 138EV (Earned Value), 137fourth reporting period

example, 139

negative performance index, 138

overview, 136PV (Planned Value), 137schedule performance, 136SPI (Schedule Performance

Index), 137SV (Schedule Variance), 137work packages, planned

values, 137

effort distribution estimating(work estimation), 90

effort estimation (projectschedule inputs), 101, 103

elaboration phase (effortdistribution estimating), 90

email (communicationsmanagement), 225, 233

emotionscommunication

challenges, 227interpersonal skills,

communicationsmanagement, 236

encouragement (projectplanning), 68

end results (WBS development process), 80

ending projects, 293absorption method, 298cancellations, 298challenges, 296-297collapse method, 298completion method, 298contract termination, 298deterioration method, 298displacement method, 298lack of closure, 294

EVM (EARNED VALUE MANAGEMENT) 375


official closure signals, 294personal interaction

analogy, 293Project End checklists, 294

accomplishment,acknowledging, 296

accounts, closing, 295celebration events, 296central information

repository, updating, 295client acceptance, 294contract obligations,

closing, 295deliverables,

transitioning, 295lessons learned,

capturing, 295payments, finalizing, 295performance

evaluations, 296referrals/references, 296resource schedule

updates, 295resumes, updating,

295-296success criteria, 294

energy levels (team performance), 256, 259

environment noise(communicationchallenges), 227

equipment sources (budgetdevelopment), 116

escalation procedures (issuemanagement systems), 174

escalation thresholds (projectcontrol), 133

Estimated At Completion (EAC)EVM (Earned Value

Management), 138

forecasts (performance reporting), 134

estimated duration, entering, 316

Estimated To Complete (ETC)EVM (Earned Value

Management), 138forecasts (performance

reporting), 134

estimates in CCPM, 354

estimating workaccuracy levels, 92analogous estimating, 90best practices, 92-94bottom-up estimating, 90effort distribution

estimating, 90expert judgment method, 91heuristic estimating, 90historical data, 91overview, 85-86parametric estimating, 91PERT charts, 91phased estimating, 91project management

challenges, 15project planning, 61reasons for, 88-90risk analysis, 88risk factor methods, 92schedule development

process, 86team consensus, 92weighted averages, 91

ETC (Estimated To Complete)EVM (Earned Value

Management), 138forecasts (performance

reporting), 134

EV (Earned Value) in EVM(Earned ValueManagement), 137

evaluationchange control

principles, 151project closure, 296vendor management,

281, 286

evaluation criteria in vendorselection process, 338

evaluation scoring in vendorselection process, 338-339

evaluation team in vendorselection process, 338

evidence (managing deliverables), 162

EVM (Earned ValueManagement)

AC (Actual Costs), 137BAC (Budget at

Completion), 138budget development

importance, 114cost performance, 136CPI (Cost Performance

Index), 137CV (Cost Variance), 137EAC (Estimated at

Completion), 138earned values, 137ETC (Estimated to

Complete), 138EV (Earned Value), 137fourth reporting period

example, 139negative performance

index, 138

376 EVM (EARNED VALUE MANAGEMENT)

overview, 136PV (Planned Value), 137schedule performance, 136SPI (Schedule Performance

Index), 137SV (Schedule Variance), 137work packages, planned

values, 137

example scenarioshard milestone dates,

331-333lack of detailed scheduling

ability, 330-331project management “lite”

culture, 328-330resource management

problems, 333-334testing process, 340-343turnover, handling, 334-335vendor selection process,

335–340

executionlack of understanding, project

manager mistakes, 27project management process

groups, 10

executive reports(communicationsmanagement), 224

expectationscommunications

management, 225difference management

(cross-functionalprojects), 273

lack of understanding, projectmanager mistakes, 27

measurements (budget developmentimportance), 115

project control, 130in project management

“lite” culture, 328project success tips, 35quality management

principles, 200team performance

principles, 263vendor management,

281, 286verifying (difference

managementprinciples), 270

expectations managementbalancing reality and

perception, 241expectation components,

241-245importance of, 240kickoff meetings, 248-250overview, 239principles of, 245-246project planning and control

elements, 247-248requirements management,

250-253team performance

principles, 257

expectations territory (project management challenges), 14

expenses versus capital (budget development), 117

experience (communicationsmanagement), 236

experience levels(communicationsplanning), 228

expert judgment (work estimation), 91

expertise (team performanceprinciples), 260

external dependenciessetting, 315task relationships (project

schedules), 105

external sources(communicationsplanning), 228

F

face-to-face meetingscommunications

management, 225, 232difference management

(virtual projects), 275

facilitating progress, 217

facilitationcommunications

management, 235issue management systems,

173, 176project manager roles, 22

facilitators, 213

failure to perform liability(contract components), 287

FAQs (Frequently AskedQuestions),communicationsmanagement, 224

fast analysis (budget development), 119

fast-tracking technique(shortening project schedules), 108

feedback (team performanceprinciples), 263

feeder buffers in CCPM, 354

GLOBAL COMMUNICATION TRENDS, DEMANDS FOR PROJECT MANAGERS 377


fields, custom, 307in reports, 319setting up, 316visual indicators in, 308-310

15% Completion Rule (project control), 130


file naming conventionsdeliverable tracker

recommendations, 165managing deliverables,

164, 168

filtering tasks, 312

finalizationbudget development, 120project schedules, 104

finances (project definitionreasons), 45. See alsobudgets; costs

financial arrangements (contract components), 287

financial loss reduction (project management as organization valuepoints), 13

financial reports(communicationsmanagement), 224

finish dates, 306

five Cs of communication, 228-229

fixed price (FP) contracts, 287-289

flexibilitycommunications

management, 229

difference management principles, 269

spreadsheets, budget development, 119

flow of information(communicationsmanagement), 231

focusproject manager roles, 22project manager success

tips, 26team performance

principles, 257

follow-upcommunications

management, 228project manager roles, 23

footers and headers (document sections)

managing deliverables, 164setting up, 315, 319

forecasts (performance reporting), 134

formal signoffschange control

challenges, 156project control, 132

formality considera-tions (differencemanagement), 274

formality rules (vendor management), 281

formalizationproject management

process groups, 10project schedule goals, 101

Format Painter, 310

formattingGantt Bar, 310task display, 310tasks for reports, 319

FP (fixed price) contracts,287-289

frequency (performancereporting), 135

Frequently Asked Questions(FAQs), communicationsmanagement, 224

functional areas(communicationsplanning), 227

G

Gantt Barformatting, 310hiding/viewing in

reports, 320timescale, adjusting,

310, 320

Gantt charts (projectschedulepresentations), 109

gap documentation in vendor selectionprocess, 340

gatekeepers (managingdeliverables), 163

general project definitionchecklist, 49

global communicationtrends, demands for projectmanagers, 16

378 GOALS

goalsdifference management

principles, 269project definition

elements, 46

gold-platingchange control

challenges, 156quality management

challenges, 206

good budgets (quality managementchallenges), 205

good intentions (qualitymanagementchallenges), 205

good resources, over-allocated (qualitymanagementchallenges), 205

good schedules (qualitymanagementchallenges), 205

governancedifference management,

270-271elements of, 353in portfolio project


trends, 17

government agencies,demand for project managers, 16

government reports(communicationsmanagement), 224

granularity (WBS guidelines), 81

graphical form (WBS), 72, 74

graphical indicators, 308-310adding to reports, 320

graphical schedulesummaries (performancereporting), 134

gratitude (communicationsmanagement), 236

Greenleaf, Robert, 218

group contribution importance (difference management), 271

grouping tasks, 312

growth of PMOs, 350

guilty tones (communicationsmanagement), 236

H

hard milestone dates (example scenario), 331-333

header and footers(document sections)

managing deliverables, 164setting up, 315, 319

healthy paranoia, 182

heuristic estimating (workestimation), 90

hidingcolumns, 319Gantt Bar in reports, 320

high-maintenance staffs(team performanceprinciples), 264

high-risk projects (work estimation practices), 93-94

historical dataparametric work

estimation, 91work estimation practices,

91-94

history (project definitionreasons), 45

holidays (realistic projectschedules), 107

honest feedback (projectplanning), 68

human resources (projectmanagement knowledgeareas), 11

humble (communicationsmanagement), 235

I

identificationchange request forms, 153contract components, 287issue management

systems, 176quality management

principles, 199WBS objectives, 78

identification data points(issue management), 174

identification numbers(change control), 153

identifying risks, 183

identity management(managing deliverables),162-163

impactchange control challenges,

156-157of risks, assessing, 184

ITERATIVE DEVELOPMENT 379


impact assessment (changerequest forms), 153

impact data points (issuemanagement), 174

implementationpost-implementation (change

prevention actions), 155project management key

concepts, 9

improper work definition(work estimationreasons), 88-89

improving reports, 318-323

incentives (buyer tips andtechniques), 283

industrial experience,skill sets, 23

industry standards (qualitymanagement), 197

information flow(communicationsmanagement), 231

informational needs (communicationsplanning), 228

initiation phaseeffort distribution

estimation, 90project management process

groups, 10work estimation accuracy, 92

inserting projects with CopyPicture feature, 311

inspections (quality management principles), 201

instant messaging(communicationsmanagement), 233

integrationproject management

knowledge areas, 11WBS objectives, 79

integrity (change control benefits), 149

iterative processes (budget development importance), 115

interpersonal skillscommunications

management, 235-236project manager mindset

(issue management systems), 173

vendor management, 286

interruptions(communicationsmanagement), 236

investments, justifying (budget development importance), 115

invoices (vendor management), 285

ISO standards (quality management), 197

issue logs (communicationsmanagement), 224

issue management systems, 171

administrative process principles, 172

alignment, 172best practices, 176-177clear project processes, 174cost effective approach, 172documentation, 172escalation procedures, 174

facilitation, 176identification, 176logging systems, 174

central control contacts, 174

collaboration tools, 176data points, 174-175databases, 176disciplined practices, 178multiple logs, 178spreadsheets, 176word processors, 175

proactive project management, 172-173

project control, 128project manager mindset

principles, 173resolution, 177reviews, 177root cause analysis, 177tracking systems, 172training systems, 177vendor management, 281

issue resolutioncontract components, 287difference management

(cross-functional projects), 272

recovery activities, 141

issues, definition of, 193

iterationsmultiple iterations in testing

process, 341in project management

“lite” culture, 330

iterative developmentin agile project

management, 346quality management, 204

380 JUDGMENT (WORK ESTIMATION)

J–K

judgment (work estimation), 91

judgment attitudes (communicationsmanagement), 236

kickoff meetings, 248-250communications

management, 224difference management, 272team performance principles,

259-260

knowledge (skill sets), 24-25

knowledge areas (PMI), 11-12

L

label formats for timescales,changing, 323

labor costs (budget development), 116, 121

lack of accountability (project closurechallenges), 297

lack of project closure, 294

lack of transition plans (project closurechallenges), 297

leadershipdifference management

principles, 269-271lack of understanding, project

manager mistakes, 27overview, 211-212project areas requiring

leadership, 214-215

project management as personal value point, 13

project management key concepts, 9



project success tips, 35qualities of successful project

leaders, 212-214servant leadership approach,

218-219skill sets, 24team orientation plans, 262tips and techniques, 215-218

learningfrom successful projects,

34-36from troubled projects,

31–34

learning styles(communicationchallenges), 227

legal assistance (vendor management), 286

legal constraints(communicationsplanning), 228

legal issues (managing deliverables), 162

length expectations(communicationsplanning), 228

lessons learned (project closure), 295

leveling resources(scheduling softwarebenefits), 105

leverage (projectmanagement asorganization valuepoints), 13

leverage exception-based approach (statusreporting), 234

librarians (project managerroles), 23

licensing and fees (budgetdevelopment), 118

lifecycles (budgetdevelopmentimportance), 115

limited overtime (shorteningproject schedules), 108

linear organization, visualthinking versus, 357

listening skillsactive listening, 24communications

management, 229, 235

location considerations(communicationsplanning), 227

logging systems (issue management), 174

central control contacts, 174collaboration tools, 176data points, 174-175databases, 176disciplined practices, 178multiple logs, 178spreadsheets, 176word processors, 175

logical dependencies, capturing, 316

logistics, project definitionreasons, 44

MANAGING 381


logschange control, 153project success tools, 39risk logs, 186

lost productivity, reasons formanaging deliverables, 161

M

maintenance (project planningconsiderations), 59

management (WBS objectives), 78

management commitmentconsiderations (vendormanagement), 282

management decisions (workestimation reasons), 89-90

management processes (project control), 128

management style principles(team performance), 257

managerscommon mistakes of, 27demands for, 15-16inadequate, 33mindset principles, 173multiple, 32responsibilities of, 201risk management roles, 23roles of, 22-23

coach, 22-23facilitator, 22librarian, 23organizers, 22persuader, 22planners, 22point-of-contact, 22problem-solver, 22

resource manager, 22salesman, 23

skill categoriesbusiness management

skills, 23communication, 24industrial experience, 23leadership, 24-25office productivity

suite, 23self-assessments, 25software skills, 23technical knowledge, 24

success tips for, 25calm natured

techniques, 26common mistakes,

avoiding, 25context

understanding, 26customer-service skills, 26focus, 26knowledge of skills, 25mindset

considerations, 25ownership techniques, 25passion, 26political techniques, 25positive attitude

techniques, 25realism techniques, 26risk analysis, 26team-oriented

approach, 26

managingchange control

alertness, 150baselines, resetting, 152buy-ins, 152challenges, 156-157

Change ControlBoard, 154

change control systems, 149

change preventionactions, 154-155

change request forms,152-153

change types, 147changes, planning for, 149configuration and

organizationalmanagementcomparisons, 148

contract alignment, 152defined, 146-147identification numbers, 153multiple process paths, 152over-communication, 150overview, 145-146principles, 151scope changes,

minimizing, 149-150scope creep, 146spreadsheets, 153stakeholders,

educating, 149tracking logs, 153unplanned scope change

causes, 150-151communications, 223

appreciation and gratitude, 228

audio conferencing, 233central contact

assignment, 230challenges of, 226-227communication options,

231-233conflict resolution, 225

382 MANAGING

documentation, 228email, 225, 233expectations, 225face-to-face meetings,

225, 232five Cs of communication,

228-229follow-ups, 228information flow, 231instant messaging, 233interpersonal skills,

235-236meeting practices,

234-235meetings, 225message content

considerations, 231naiveness, 229natural communication

strengths, 230organizational change

management areas, 224planning, 227-228prioritization, 228proactive approach, 229project schedule

considerations, 228push and pull

methods, 231reasons for, 225-226relationship building

techniques, 229responsibility, 229stakeholder analysis, 230standard communication

areas, 224status reporting, 234team management, 225technology use, 232telephone contact,

225, 232

urgent communi-cations, 231

video-conferencing, 232voice mail, 225, 232Web conferencing, with

audio, 233deliverables

access controlimplementation, 163

approval processes, 163archived files,

leveraging, 166backup procedures, 165baseline establish-

ment, 164best practices, 163-166build/release process, 166central repository,

establishing, 163challenges, 169change control

system, 160configuration

management,160, 166-168

CYA (Cover Your Assets), 162

directory structures, 164file naming conventions,

establishing, 164gatekeepers, defining,

163identity management,

162-163protection

management, 163reasons for, 161-162review processes, 163revision processes, 163standard document

sections, 164

trackingrecommendations,164-165

tracking systems, 163version numbering

schemes, 164differences, 267-268

buy-in principles, 268communication principles,

268-270cross-cultural projects,

273-274cross-functional projects,

270-273expectations,

verifying, 270leadership principles, 269management efforts, 270proper planning

principles, 268risk management

principles, 268sponsorship

principles, 268virtual projects, 274-276well-defined expectation

principles, 268expectations


expectation components,241-245

importance of, 240kickoff meetings,

248-250overview, 239principles, 245-246project planning and

control elements,247-248

MANAGING 383


requirementsmanagement, 250-253

team performance principles, 257

issues, 171administrative process

principles, 172alignment, 172best practices, 176-177clear project

processes, 174cost-effective

approach, 172documentation, 172escalation procedures, 174facilitation, 176identification, 176logging systems, 174-178proactive project

management, 172-173project manager mindset

principles, 173resolution, 177reviews, 177root cause analysis, 177tracking systems, 172training systems, 177

projectsagile approaches, 346-348CCPM (Critical Chain

Project Management),353-356

certifications, value of,358-359

challenges, 13-15defined, 8key concepts, 8-10mind mapping software,

357-358online resources, 18

organization value points,12-13

personal value points, 13PPM (Portfolio Project

Management), 351-353scenarios, 328-343training for, 359-360trends in, 16-17web-based software

for, 356-357quality

acceptance criteria, 206agile development, 204audits, 201-202challenges, 205-206checklists, 201communication, 206completion criteria, 202computer simulation, 204customer focus, 206customer-focused

principles, 200customer-focused project

approaches, 203-204expectations, setting, 200GFD (Quality Function

Deployment), 204identification

principles, 199industry standards, 197inspections, 201iterative develop-

ment, 204mentor relationships, 204overview, 198planning principles, 200PMI definition of, 198pre-verification, 204prevention, 206process focus on, 199

product focus on, 199project manager

responsibilities, 201prototyping approach,

204Quality Management

Plan, 203rational unified

processing, 204requirements focus

on, 199requirements traceability

matrix, 201reviews, 201risk management

and, 198scenario development,

204scope focus, 206skilled resources/high-

performing teams, 206small work packages,

202, 206standards, 202storyboarding

approach, 204success factors, 200testing cycles, 201V method, 202value-added

requirements, 199verification focus on, 199verification principles, 200

risksaccepting risk, 185in agile project

management, 347assessing impact of

risk, 184avoiding risk, 185

384 MANAGING

common problems, 190-192

difference managementprinciples, 268

goals, 181identifying risk, 183mitigating risk, 185monitoring risk, 184-185principles, 182-183prioritizing risk, 184probability of risk

factors, 183probability/impact

matrix, 187project management key

concepts, 9project management

knowledge areas, 12project management

roles, 23project management

trends, 17quality management

and, 198risk assessments, 186risk control strategies,

192-193risk logs, 186risk management

plans, 186risk profiles, 183, 186risk response options, 186risk response plans, 187risk-related terms, 193sources of risk, 187-190transference, 186vendor management, 286

vendors, 279buyer tips and

techniques, 283-285client organization, 280

contract administratorand project managerconflicts, 282

contract development,281

contracts, 281-282, 286-289

delivery manage-ment, 281

evaluation and selectionelements, 281

formality rules, 281management

commitmentconsiderations, 282

management skills, 286procurement specialists,

279-280project management

essentials, 280-281relationship

management, 281roles and responsibilities,

clarifying, 282seller organization, 280seller tips and techniques,

285-286terms and processed,

clarifying, 282win-win relationship

approach, 282

manual resourceleveling, 316

marketability experiences(team performance principles), 258

materials (budget development), 118

meetingscommunications

management, 225, 235agenda preparation, 235closure, 235face-to-face meetings,

225, 232facilitation, 235meeting minutes,

posting, 235note taking, 235planning, 234timing considera-

tions, 235video conferencing, 232

difference management, 272kickoff meetings, 248-250status meetings

project control, 131recovery activities, 141

team performance principles,259-260

virtual meetings, 275-276

mentoring, 204, 359

message contentconsiderations(communicationsmanagement), 231

metrics in testing process, 342

Microsoft Project, design fundamentals of, 304-306

milestonescharts

project schedule presentations, 109

project success tools, 37contract components, 287

ONGOING PROJECT OPERATIONS 385


hard milestone dates (examplescenario), 331-333

project control, 132in quality schedules, 330-331setting, 315

mind mapping software, 357-358

Mindjet, 357

MindManager, 357

mindset considerations(skill sets), 25

minutes, posting (meetingpractices), 235

missed deadlines, 32

missing cost categories(budget developmentchallenges), 121

mistakes by project managers, 27

misunderstandings (differencemanagement), 273

mitigating risk, 185

modification type(deliverable trackerrecommendations), 165

monitoringproject management key

concepts, 9in project management “lite”

culture, 329risk, 184-185

motivation (team performanceprinciples), 258

multi-cultural teams (projectmanagement trends), 17

multiple calendars inMicrosoft Project, 305

multiple critical paths, disabling, 314

multiple iterationsin project management

“lite” culture, 330in project planning, 56in testing process, 341

multiple schedule versions, 323

multiple schedule views, 322

mutual agreements (contracttermination), 298

mutual considerations (legalcontracts), 287

N

naiveness (communicationsmanagement), 229

name data points (issue management), 174

name/identity change (communicationsmanagement), 224

negative performance index in EVM (Earned ValueManagement), 138

negativity (communicationsmanagement), 236

negotiationmanaging deliverables, 162vendor management, 286vendor selection

process, 340

network diagrams (projectschedule), 104, 110

new team members (team orientation plans), 262

newsletters (communicationsmanagement), 224

“90% done”phenomenon, 140


non-disclosure agreements(contract components), 287

non-standard calendars,updating timescalesfor, 323

non-working days (realisticproject schedules), 107

note taking (meeting practices), 235

notebooks (project successtools), 39

Notes field, 315

O

objective project approvalprocess of PMOs, 350

objectiveslack of understanding,


project definition elements, 46

OBS (OrganizationalBreakdown Structure), 78

office productivity suite, skillsets, 23

one-on-one meetings (communicationsmanagement), 224

ongoing project operations, 8

386 ONLINE RESOURCES

online resourcesproject management

resources, 18communication

management, 224

openness in vendor selectionprocess, 339

operational costs (budgetdevelopment), 118

operations (projects), ongoing, 8

organizationcharts


project success tools, 37project management key

concepts, 9project manager roles, 22-23project success tips, 30WBS guidelines, 80WBS objectives, 79

organization updates (project planning), 62, 64

organization value points, 12-13

organizational and configuration changemanagementcomparisons, 148

Organizational BreakdownStructure (OBS), 78

organizational change issues(project definition), 47

organizational culturecommunications

planning, 228project control, 130

organizational impacts (project management challenges), 15

organizational structure(communicationsplanning), 227

orientation plans (team performance principles),261-262

out-of-scope specifications(project definition elements), 46

outcomes (project and operation comparisons), 9

outline form (WBS), 72

outline view (tasks), 312

outsourcingfor resource management

problems, 334for turnover risk, 335selection process for

(example scenario),335-340

over-allocating resources, 311avoiding with resource

leveling, 316-318quality management

challenges, 205

over-communication (changecontrol), 150

overhead costs (budget development), 118

overtime, limited (shorteningproject schedules), 108

ownershipcontract components, 287deliverable tracker

recommendations, 165

success tips, 25WBS guidelines, 81

P

Page Setup feature, printingreports, 320

parametric estimating (workestimation), 91

Parkinson’s Law, defined, 355

part-time resourcesadjusting availability in

calendars, 307realistic project

schedules, 107

partial schedules, 98-99

partnership relationshipsvendor management, 284vendor selection

process, 340

passion (project manager success tips), 26

past experiences(communicationchallenges), 227

payment schedules (contracts), 287

payments, finalizing (projectclosure), 295

PBS (Project BreakdownStructure), 78

PDA (Prevention, Detection,and Action), project controlprinciples, 127-128

penalties (contract components), 287

PERFORMANCE 387


people. See also resourcemanagement; team management

performance develop-ment, 255

clarity traits, 256client interaction

preparation, 261collocation, 260commitment traits, 256conflict resolution

techniques, 260expectation management

principles, 257expertise, leverage, 260high-maintenance

staffs, 264high-performing

teams, 256kickoff meetings,

259-260management style

principles, 257marketability

experiences, 258orientation plans, 261-262planning principles, 257poor performers, 263primary strength traits, 258procedures, setting up, 259productivity principles,

257-258professionalism, 256progress reporting, 259project repository

setup, 261recognition, 258-259relationship building

principles, 259

reputation considera-tions, 264

reward systems, 258-259risk identification, 264standards, setting, 260synergistic traits,

256, 259task assignment

techniques, 261team charter

development, 260team focus, 257team selection principles,

successful people, 257team unity rituals, 261trust levels, 256undeveloped schedule

considerations, 264resources

adding automatically, 315assigning, 316, 317,

323, 325availability, adjusting in

calendars, 307buyer tips and techniques

(vendor manage-ment), 283


incorrect, work estimationreasons, 89

lack of, 33lack of understanding,


over-allocating, 311, 316-318


project management, 14, 18

project manager roles, 22project planning,

58-59, 68project schedule

impacts, 100project schedule inputs,

101, 103project success tools, 38schedule updates (project

closure), 295scheduling software

benefits, 105viewing assignments, 324WBS guidelines, 80

teamscommunications

management, 225project and operation

comparisons, 9project management key

concepts, 10project schedules, quality-

based reviews, 109vendor teams,

integrating, 284

perception, balancing withreality, 241

performancebudget development

importance, 114evaluations (project

closure), 296project control, 133-135project management key

concepts, 9project planning

considerations, 59

388 PERFORMANCE

project schedule impacts, 100

WBS objectives, 78-79

performance development(teams), 255

clarity traits, 256client interaction



principles, 257expertise, leverage, 260high-maintenance staffs, 264high-performing teams, 256kickoff meetings, 259-260management style

principles, 257marketability experiences, 258orientation plans, 261-262planning principles, 257poor performers, 263primary strength traits, 258procedures, setting up, 259productivity principles,

257-258professionalism, 256progress reporting, 259project repository setup, 261recognition, 258-259relationship building

principles, 259reputation considerations, 264reward systems, 258-259risk identification, 264standards, setting, 260synergistic traits, 256, 259task assignment

techniques, 261

team charter development, 260

team focus, 257team selection principles,

successful people, 257team unity rituals, 261undeveloped schedule

considerations, 264

performance measurement(contract components), 287

performance reporting (project control), 128

personal value points (project management benefits), 13

personality clashes (examplescenario), 333-334

perspectives(communicationsmanagement), 235

persuasion (projectmanager roles), 22

PERT charts (work estimation), 91

pessimistic project justifications of PMOs, 351

PgMP (ProgramManagement Professional)certification, 358

phased deployment in agileproject management, 346

phased estimating (work estimation), 91

phased implementation forhard milestone dates, 333

physical state(communicationchallenges), 227

pilot projects of PMOs, 350

plan phase (effortdistribution estimation), 90

plan-do-review modelin agile projectmanagement, 347

planned dates, 306

Planned Value (PV) in EVM (Earned ValueManagement), 137

planners, 212

planningchange control, 149communication (project

success tools), 37communications

management, 227-228difference management

principles, 268improper, 33lack of (deliverable

managementchallenges), 169

meeting practices, 234plan documents, 36project control, 130project management key

concepts, 9project management process

groups, 10project manager roles, 22project success tips, 35project success tools, 38projects

acceptance criteria, 60all-encompassing

document, 57budgets, 64change control, 65, 67

PPM (PORTFOLIO PROJECT MANAGEMENT) 389


checklists, 68-69communications, 66-67configuration

management, 65, 67control systems, 65cost determination

updates, 64critical issues, 65deliverables, 58-60, 65detail planning, 58fundamental questions,

58-59multiple passes, 56proactive project

management, 57procurement, 66-67project organization

updates, 62, 64purpose principles, 56quality management, 67quality standards, 65RASIC matrix, 61reasons for, 55-56resources, 60, 68responsibility matrix, 67risk analysis, 68roles and

responsibilities, 62rolling wave planning, 56schedule development,

61-62schedules versus, 99shared information, 60stakeholder analysis, 57success factor

considerations, 57supplemental project plan

components, 66-68team interaction, 57team management, 66

validation, 59variance management, 68WBS and, 77work estimation, 61

quality management, 200, 203

risk management plans, 186risk response plans, 187team performance

principles, 257testing process, 341vendor management, 281

PMI (Project ManagementInstitute), 10, 358

knowledge areas, 11-12process groups, 10project management

defined, 10

PMI Risk ManagementProfessional (PMI-RMP) certification, 358

PMI Scheduling Professional(PMI-SP) certification, 358

PMI special interest groupconferences, 360

PMI-RMP (PMI RiskManagement Professional)certification, 358

PMI-SP (PMI SchedulingProfessional)certification, 358

PMO (Project ManagementOffice), 348-351

scope of, 348-349traits of successful PMOs,

349-351

PMP (Project ManagementProfessional) certification,16, 358

point men, 213, 230

point-of-contact (project manager roles), 22

policies (projectdefinition), 48

political influence inportfolio projectmanagement, 352

political techniques (successtips), 25

politics, project definition reasons, 44

pooled buffers in CCPM, 355

poor performancedifference management, 270team performance

principles, 263

poor scope statement(unplanned scope changecauses), 151

Portfolio ProjectManagement (PPM), 45,351-353

positive attitudes (successtips), 25

positive attributes (team performanceprinciples), 258

post-implementation(change preventionactions), 155

posting minutes (meetingpractices), 235

potential impacts (differencemanagement), 274

PPM (Portfolio ProjectManagement), 45, 351-353

390 PRACTICALITY, PROJECT DEFINITION REASONS

practicality, project definitionreasons, 45

pre-allocated budgets (budget development challenges), 121

pre-verification (quality management), 204

preliminary schedules, 103-106

presentationscommunications

management, 224inserting projects with Copy

Picture feature, 311project schedules, 109-110

preventionproject control

principles, 127quality management

practices, 206

Prevention, Detection, andAction (PDA), project control principles, 127-128

principles, reviewing (recovery activities), 141

printing reports, Page Setupfeature, 320

prioritiescommunications

management, 228for hard milestone

dates, 332project closure

challenges, 297project control, 129project success tips, 35risks, 184tasks, 317-318in testing process, 341

priority data points (issuemanagement), 174

proactive approach (communicationsmanagement), 229

proactive project management

issue management systems,172-173

project planning, 57

probability, determining, 183

probability/impact matrix, 187

problem-solvers, 22, 213

proceduresmanaging deliverables, 168team performance, 259

process groups (PMI), 10

process improvement technique (shortening project schedules), 108

processesbuyer tips and techniques

(vendor management), 283clarifying (vendor

management), 282configuration management

plans, 168project control, 129quality management, 199

procurementproject management

knowledge areas, 12project planning, 66-67

procurement contracts(communicationsplanning), 228

procurement management(project control), 128

procurement specialists(vendor management),279-280

procurement tasks (budgetfinalization), 120

procurement team, rolein vendor selectionprocess, 337

production environment intesting process, 342

productivitydifference management, 276managing deliverables, 161project manager roles, 22team performance principles,

257-258

products (qualitymanagement), 199

professionalism (team performance), 256

profiles, risk, 183, 186

profit margins, lack of(budget development challenges), 121

program management, portfolio project management versus, 352

Program ManagementProfessional (PgMP) certification, 358

progressmeasurement (project

control challenges), 140recording, 324reporting (team

performance), 259

PROJECT MANAGEMENT OFFICE (PMO) 391


tracking, 34-35WBS guidelines, 80

progress notes data points(issue management), 175

progressive elaboration (project definition), 47

project administration supportof PMOs, 350

project approval process ofPMOs, 350

Project Breakdown Structure(PBS), 78

project buffers in CCPM, 354

project calendars. See alsoschedules

adjusting resource availability, 307

multiple calendars in MicrosoftProject, 305

nonstandard calendars,updating timescales for, 323

realistic project schedules, 107types of, 306working time, setting, 315

Project Definition documents.See defining projects

project groups (PMI), 10

Project Information dialogbox, 313

project information locationreasons (managingdeliverables), 161

project leadershipdifference management

principles, 269-271lack of understanding, project

manager mistakes, 27overview, 211-212

project areas requiring leadership, 214-215

project management as personal value point, 13

project management keyconcepts, 9



project success tips, 35qualities of successful project

leaders, 212-214servant leadership approach,

218-219skill sets, 24team orientation plans, 262tips and techniques, 215-218

project management. Seealso projects

agile approaches, 346-348CCPM (Critical Chain Project

Management), 353-356certifications, value of,

358-359challenges, 13

collaboration, 15communication

obstacles, 14competing demands,

14-15cutting edge

demands, 14estimations, 15multiple expectations, 14organizational

impacts, 15uncharted territory, 14

defined, 8key concepts, 8-10

mind mapping software, 357-358

online resources, 18organization value points,

12-13personal value points, 13PPM (Portfolio Project

Management), 351-353scenarios

hard milestone dates, 331-333

lack of detailedscheduling ability,330-331

project management“lite” culture, 328-330

resource managementproblems, 333-334

testing process, 340-343turnover, handling,

334-335vendor selection process,

335-340training for, 359-360trends in, 16-17web-based software for,

356-357

project management “lite” culture (example scenario),328-330

Project ManagementInstitute (PMI), 10, 358

knowledge areas, 11-12process groups, 10project management

defined, 10

Project Management Office(PMO), 348-351

scope of, 348-349traits of successful PMOs,

349-351

392 PROJECT MANAGEMENT PROFESSIONAL (PMP) CERTIFICATION

Project ManagementProfessional (PMP) certification, 16, 358

project manager reluctancechallenges (project control), 139

project managerscommon mistakes of, 27demands for, 15-16inadequate, 33mindset principles, 173multiple, 32responsibilities of, 201risk management roles, 23roles of, 22-23

coach, 22-23facilitator, 22librarian, 23organizers, 22persuader, 22planners, 22point-of-contact, 22problem-solver, 22resource manager, 22salesman, 23

skill categoriesbusiness management

skills, 23communication, 24industrial experience, 23leadership, 24-25office productivity suite, 23self-assessments, 25software skills, 23technical knowledge, 24

success tips for, 25calm natured

techniques 26common mistakes,

avoiding, 25

context understanding, 26customer-service skills, 26focus, 26knowledge of skills, 25mindset considerations, 25ownership techniques, 25passion, 26political techniques, 25positive attitude


approach, 26tools, 36-38

project phase name (deliverable tracker recommendations), 165

project phases in qualityschedules, 330

project summary task, viewing, 313

Project, design fundamentalsof, 304-306

projects. See also projectmanagement

budget development, 113assumptions,

documenting, 116buffers, 116cash flow management

tool, 115challenges of, 120-121comprehension

principle, 115cost estimate models, 119costs of change, 119disposal costs, 118

earned value manage-ment (EVM), 114

equipment sources, 116expectation

measurements, 115expenses versus

capital, 117finalization, 120initial development, 119investment

justification, 115iterative process

principle, 115labor cost sources, 116licensing and fees, 118lifecycle principle, 115materials, 118operational costs, 118overhead costs, 118performance

measurementimportance, 114

reasons for, 114-115spreadsheet

approach, 119time-phased

principle, 115training sources, 118travel sources, 118validation

importance, 114communications, 67controlling

15% CompletionRule, 130

action, 127-128baselines, 131, 140change control,

128-129, 139checkpoints, 132

PROJECTS 393


completion criteria, 131, 140

configurationmanagement, 128

considerations, 126consistency, 130, 140detection, 127early project stage

management, 130escalation thresholds, 133EVM (Earned Value

Management), 136-139expectations, setting, 130formal signoffs, 132issue management, 128management

processes, 128milestones, 132organizational culture, 130overview, 125-126PDA (Prevention, Detection,

and Action), 127-128performance reporting,

128, 133-135planning, 130prevention, 127priorities, 129process control, 129procurement

management, 128progress measurement

challenges, 140project manager reluctance

challenges, 139project scale, 129quality auditors, 132quality management, 128recovery activities, 141requirements

management, 128

requirements traceabilitychallenges, 140

requirements traceabilitymatrix, 132

reviews, 131risk management, 128small work packages, 131status meetings, 131team connection

challenges, 140time and cost accounting

challenges, 139unidentified work

challenges, 140V method approach, 132variance responses,

135-136creating, best practices,

313-316defining, 8, 49

acceptance checklist, 51alternative

approaches, 47approach checklist, 51assumptions, 47constraints, 47context, 46cost estimates, 48definition questions/

considerations, 44dependencies, 46documentation

checklist, 51financial reasons for, 45general checklist, 49goals and objectives, 46historical reasons for, 45logistical reasons for, 44organizational change

issues, 47

out-of-scopespecifications, 46

policies and standards, 48political reasons for, 44portfolio project

management, 45practical reasons for, 45progressive

elaboration, 47purpose, 46recommend project

approach, 47resource estimates, 48risk checklist, 51risks, 47schedule estimates, 48scope, 46scope checklist, 50stakeholders, 47, 50-51success criteria, 46supporting document

references, 48validation, 59visual scope summary, 48

ending, 293, 298absorption method, 298cancellations, 298challenges, 296-297collapse method, 298completion method, 298contract termination, 298deterioration

method, 298displacement

method, 298lack of closure, 294official closure

signals, 294personal interaction

analogy, 293

394 PROJECTS

Project End checklists,294-296

success criteria, 294examples of, 8inserting with Copy Picture

feature, 311leading in project

management “lite”culture, 329

operations, ongoing, 8planning

acceptance criteria, 60all-encompassing

document, 57budgets, 64change control, 65, 67checklists, 68-69communication plans, 66configuration

management, 65, 67control systems, 65cost determination, 64critical issues, 65deliverables, 58-60, 65detail planning, 58fundamental questions

to, 58-59multiple passes, 56proactive project

management, 57procurement, 66-67project organization

updates, 62, 64purpose principles, 56quality management, 67quality standards, 65RASIC matrix, 61reasons for, 55-56resource needs, 60, 68responsibility matrix, 67risk analysis, 68

roles andresponsibilities, 62

rolling wave planning, 56schedule development,

61-62schedules versus, 99shared information, 60stakeholder analysis, 57success factor

considerations, 57supplemental project plan

components, 66-68team interaction, 57team management, 66validation, 59WBS and, 77work estimation, 61

risk managementaccepting risk, 185in agile project

management, 347assessing impact of

risk, 184avoiding risk, 185common problems,

190-192difference management

principles, 268goals, 181identifying risk, 183mitigating risk, 185monitoring risk, 184-185principles, 182-183prioritizing risk, 184probability of risk

factors, 183probability/impact

matrix, 187project management key

concepts, 9

project managementknowledge areas, 12

project management roles, 23

project managementtrends, 17

quality management and, 198

risk assessments, 186risk control strategies,

192-193risk logs, 186risk management

plans, 186risk profiles, 183, 186risk response

options, 186risk response plans, 187risk-related terms, 193sources of risk, 187-190transference, 186vendor management, 286

schedulesacceptance goals, 101budget impacts, 100completeness and quality

goals, 100-101crashing technique, 108critical path, 103effort estimation inputs,

101, 103fast tracking

technique, 108finalization, 104formalization goals, 101impact, 98-100limited overtime

technique, 108network diagrams, 104partial, 98-99

QUALITY 395


performance impacts, 100preliminary, 103, 105-106presenting, 109-110process improvement

technique, 108project planning

versus, 99quality-based reviews,

108-109realistic expectations,

103, 106-107realistic goals, 101reasons for, 97-98resource impacts, 100resource inputs, 101, 103risk analysis, 101, 104scheduling software, 105shortening, 107-109task inputs, 103task relationships, 101-105team-based approach, 106walk-throughs, 104,

108-109WBS inputs, 101what-if analysis, 100

sending, challenges, 297success tips

acceptance criteria, 30achieved purpose, 30agreement, 35alignment, 35budgets, completed

within, 30collaboration, 35communication, 35completed on time, 30customer expectation, 35decision points, 30delivered as promised, 30expectations, realistic, 35

learning from successfulprojects, 34-36

learning from troubled projects, 31-34

leadership, 35management tools, 36-39organization, 30planning, 35priorities, 35progress tracking, 35quality, 30, 35risk analysis, 36schedules, 35scope, 35skill sets, 36stakeholder

acceptance, 30stakeholder expectations,

meeting, 35support, 35universal harmony, 30win-win relationship

approach, 31variance management, 68

promotion from within forhandling turnover risk, 335

protection management(managingdeliverables), 163

prototyping (quality management), 204

public relation notices (communicationsmanagement), 224

purposeproject and operation

comparisons, 9project definition

elements, 46

project planning, 56project success tips, 30

push and pull methods (communicationsmanagement), 231

PV (Planned Value) in EVM (Earned ValueManagement), 137

Q

QA audits, 193

qualityauditors, 132managing

acceptance criteria, 206agile development, 204audits, 201-202challenges, 205-206checklists, 201communication, 206completion criteria, 202computer simulation, 204customer focus, 206customer-focused

principles, 200customer-focused project

approaches, 203-204expectations, setting, 200identification

principles, 199industry standards, 197inspections, 201iterative

development, 204mentor relationships, 204overview, 198planning principles, 200PMI definition of, 198pre-verification, 204

396 QUALITY

prevention, 206process focus on, 199product focus on, 199project management

trends, 17project manager

responsibilities, 201project planning, 67prototyping approach, 204QFD (Quality Function

Deployment), 204Quality Management

Plan, 203rational unified

processing, 204requirements focus

on, 199requirements traceability

matrix, 201reviews, 201risk management

and, 198scenario development, 204scope focus, 206skilled resources/high-

performing teams, 206small work packages,

202, 206standards, 202storyboarding

approach, 204success factors, 200testing cycles, 201V method, 202value-added

requirements, 199verification focus on, 199verification principles, 200

project control, 128project management

challenges, 14


project management knowledge areas, 11

project planning considerations, 59

project schedule goals, 100-101

project success tips, 30, 35project success tools, 38

quality assurance (vendormanagement), 284

quality enhancements (vendor management), 284

quality schedules, detailedschedules versus, 330-331

quality standards (projectplanning), 65

quality-based reviews (project schedules), 108-109

question askinginterpersonal skills,


project planning, 58-59

R

RASIC matrix (project planning), 61

rational unified processing(quality management), 204

RBS (Resource BreakdownStructure), 78

readiness checkpoints intesting process, 342

realism (success tips), 26

realistic expectationsproject schedules, 101,

103, 106resource allocation, 107

project success tips, 35

reality, balancing with perception, 241

rebuilding resource assignments, 325

recognitionproject management as

personal value points, 13team performance principles,

258-259

recommended projectapproach (project definitionelements), 47

reconciliation (budget finalization), 120

recording progress, 324

recovery activitiesbaselines, resetting, 141clarity, communication, 141discussed, 141increased accountability and

visibility, 141issue resolution, 141managing deliverables, 161planning principles,

reviewing, 141status meetings, 141

references/referrals (projectclosure), 296

refinement (WBS guidelines), 81

regulatory issues (managingdeliverables), 162

RESOURCES 397


related terms (configurationand organizational managementcomparisons), 148

related terms data points(issue management), 175

relationshipsin agile project


management, 229interpersonal skills,


in project management “lite”culture, 328-329

team performance, 259vendor management, 281

release process (managingdeliverables), 166

reportingconfiguration management

plans (managing deliverables), 168

performance (project control), 128, 133-135

in portfolio project management, 352

status reporting, 37, 234

reportscustomizing, 321improving, 318-323printing (Page Setup

feature), 320

repository plans (managingdeliverables), 168

repository setup (team performance principles), 261

reputations (teamperformanceprinciples), 264

requestor information(change request forms), 153

requests (change controlprinciples), 152

requirementschange prevention actions,

solid requirements definition, 154

defining for cross-functionalprojects, 272-273

lack of understanding,project managermistakes, 27

managing, 128, 250-253quality management, 199unplanned scope change

causes, 151

requirements documents(project success tools), 36

requirements traceabilitymatrix (RTM), 253

project control, 132, 140quality management

tools, 201

reserve time (work estimation practices), 94

resilience, 217

resolutionissue management

systems, 177lack of understanding,


recovery activities, 141

resource allocationof PMOs, 351realistic project

schedules, 107work estimation

practices, 93

Resource BreakdownStructure (RBS), 78

resource buffers in CCPM, 354

resource calendars, 306

resource dependencies (vendor management), 285

resource estimationWBS objectives, 78work estimation reasons, 89

resource leveling, 316-318realistic project

schedules, 107scheduling software

benefits, 105

resource management. Seealso team management

in CCPM, 354in portfolio project

management, 352problems (example scenario),

333-334turnover, handling (example

scenario), 334-335

resource needs (project planning), 60

resourcesadding automatically, 315assigning, 316

rebuildingassignments, 325

398 RESOURCES

to summary tasks, 317, 323

availability, adjusting in calendars, 307



incorrect, work estimationreasons, 89

lack of, 33lack of understanding, project

manager mistakes, 27over-allocating, 311

avoiding with resourceleveling, 316-318


project management, 14, 18project manager roles, 22project planning, 58-59, 68project schedule impacts, 100project schedule inputs,




respect, earning, 216

response options (risk management), 185-186

responsibilitiescommunication, difference


management, 229

configuration managementplans (managing deliverables), 168

difference management, 270of PMO (Project

Management Office), 348-349

project planning, 62vendor management,

281-282

responsibility matrixproject planning, 67project success tools, 37

responsiveness (differencemanagement), 275

results-orientation in agileproject management, 347

resumes, updating (projectclosure), 295-296

review processescommunications

management, 224default settings, 314-315issue management

systems, 177managing deliverables, 163project control, 131project schedules, 108-109quality management

principles, 201recovery activities, 141vendor management, 285

revision history page (document sections), managing deliverables, 164

revision processes (managingdeliverables), 163

reward systemsbuyer tips and

techniques, 283team performance principles,

258-259

right project approach(change preventionactions), 155

risk analysis. See also riskmanagement


lack of (quality managementchallenges), 206

performance reporting, 134proactive project

management, 57project control, 128project definition

checklist, 51project definition

elements, 47project manager success

tips, 26project planning, 68project schedules, 101, 104project success tools/tips,

36-38WBS objectives, 79work estimation, 88-89, 93

risk assessments, 186

risk factor methods (work estimation), 92

risk factors (variance responses), project control, 135

risk identification (team performanceprinciples), 264

SCHEDULE PERFORMANCE INDEX (SPI) IN EVM 399


risk level, scaling vendor selection process to, 336-337

risk logs, 186, 224

risk managementaccepting risk, 185in agile project

management, 347assessing impact of risk, 184avoiding risk, 185common problems, 190-192difference management

principles, 268goals, 181identifying risk, 183mitigating risk, 185monitoring risk, 184-185principles, 182-183prioritizing risk, 184probability of risk factors, 183probability/impact matrix, 187project management key

concepts, 9project management

knowledge areas, 12project management roles, 23project management

trends, 17quality management

and, 198risk assessments, 186risk control strategies,

192-193risk logs, 186risk management plans, 186risk profiles, 183, 186risk response options, 186risk response plans, 187risk-related terms, 193sources of risk, 187-190

transference, 186vendor management, 286

risk management plans, 186

risk profiles, 183, 186

risk reduction (vendor management), 283-284

risk response plans, 187

riskslack of understanding,


project manager mindset(issue management systems), 173

project planning considerations, 59

roadshows (communicationsmanagement), 224

role responsibility matrix(communicationsmanagement), 224

roles and responsibilitiescommunication, difference

management, 270configuration management

plans (managing deliverables), 168

project planning, 62vendor management,

281-282

rolling wave planning (project planning), 56

root cause analysis (issuemanagement systems), 177

RTM (requirements traceability matrix), 253

project control, 132, 140

quality management tools, 201

rule-of-thumb estimating(heuristic estimation), 90

rush jobs (project closurechallenges), 296

S

salesmen, 23, 213

saving baseline dates, 324

scale (project control), 129

scenario development(quality management), 204

scenarioshard milestone dates,

331-333lack of detailed scheduling

ability, 330-331project management “lite”

culture, 328-330resource management

problems, 333-334testing process, 340-343turnover, handling, 334-335vendor selection process,

335-340

schedule changes, capturingimpacts of, 324

schedule completion date(deliverable trackerrecommendations), 165

schedule performance in EVM (Earned ValueManagement), 136

Schedule Performance Index(SPI) in EVM (Earned ValueManagement), 137

400 SCHEDULE VARIANCE (SV) IN EVM

Schedule Variance (SV) in EVM (Earned ValueManagement), 137

schedules. See also calendarsacceptance goals, 101baselines, setting, 312-313budget impacts, 100in CCPM, 354change control principles, 152communication, difference


management, 228completeness and quality

goals, 100-101critical path, 103dates

constraints on, 305planned versus actual

versus baseline, 306detailed schedules

in agile project management, 346

lack of (example scenario), 330-331

developing (project planning), 61-62

effort estimation inputs, 101-103

finalization, 104formalization goals, 101impacts, 98-100lack of understanding, project

manager mistakes, 27multiple versions of, 323multiple views of, 322network diagrams, 104partial, 98-99performance impacts, 100preliminary, 103-106

presenting, 109-110project closure, 295project definition

elements, 48in project management

“lite” culture, 329project planning versus, 99project success tools/tips,

35-37quality-based reviews,

108-109realistic expectations,

103, 106calendar alignment, 107resource allocation, 107

realistic goals, 101reasons for, 97-98resource impacts, 100resource inputs, 101, 103risk analysis, 101, 104scheduling software, 105shortening, 107-109

crashing technique, 108fast tracking

technique, 108limited overtime

technique, 108process improvement

technique, 108task duration,

determining, 305task inputs, 103task relationships, 101-105team orientation plans, 261team-based approach, 106undeveloped (team

performancetechniques), 264

walk-throughs, 104, 108-109

WBS and, 77guidelines, 80inputs, 101

what-if analysis, 100work estimation, 86

scopechange control, 149-151lack of, 34lack of understanding,


of PMO (ProjectManagement Office), 348-349

project definition checklist, 50

project definition elements,46-47

project management challenges, 14


project management knowledge areas, 11

project success tips, 35quality management

plans, 203quality management

practices, 206visual summary (project

definition elements), 48

scope creep, defined, 146

scope management for hardmilestone dates, 332

scope statements (contractcomponents), 287

scoring in vendor selectionprocess, 338-339

scripts in testing process, 341

STAFFING RESOURCES 401


security agreements (contractcomponents), 287

selection process for vendors(example scenario), 335-340

self-assessments (skill set categories), 25

self-control, 218, 236

seller organization (vendormanagement), 280

seller tips and techniques(vendor management), 285

acceptance criteria, 285communication

management, 286invoice control, 285resource dependencies, 285review processes, 285sign-offs, 285trust and confidence, 286

senior management supportof PMO, 350

The Servant as Leader(Greenleaf), 218

servant leadership approach,218-219, 269

shared information (projectplanning), 60

shortening project schedules,107-109

crashing technique, 108fast tracking technique, 108limited overtime

technique, 108process improvement

technique, 108

sign-offschange control

challenges, 156

change prevention actions, 154

managing deliverables, 161project control, 132protection management, 163vendor management, 285

signaturesdifference management

(cross-functional projects), 273

legal contracts, 287

simulations, 359

skill categoriesbusiness management, 23communication skills, 24industrial experience, 23leadership, 24office productivity suite, 23project management as

personal value points, 13project planning

considerations, 58project success tips, 36self-assessments, 25software skills, 23technical knowledge

skills, 24unsuccessful project

considerations, 25

skilled resources (qualitymanagement practices), 206

small work packagesproject control, 131quality management,

202, 206

SMART goals, 49

SME (subject matter expert),work estimation, 91

software, scheduling, 105

software skills, 23

sources of project risk, 187-190

SPI (Schedule PerformanceIndex) in EVM (EarnedValue Management), 137

sponsorshipdifference management,

268-271lack of, 32vendor management, 281

spreadsheetsbudget development, 119change control, 153issue management logging

systems, 176

staffing resourcesadding automatically, 315assigning, 316

rebuildingassignments, 325

to summary tasks, 317, 323

availability, adjusting in calendars, 307



incorrect, work estimation reasons, 89

lack of, 33lack of understanding,


over-allocating, 311avoiding with resource

leveling, 316-318

402 STAFFING RESOURCES

project definition elements, 48project management, 14, 18project manager roles, 22project planning, 58-59, 68project schedule impacts, 100project schedule inputs,




stakeholder acceptance (project management as organization valuepoints), 13

stakeholder analysiscommunications


planning, 227project planning, 57-59WBS guidelines, 79-81

stakeholder confidence (difference managementprinciples), 269

stakeholder engagement(change preventionactions), 155

stakeholdersbuy-in, lack of, 32defined, 13educating (change

control), 149expectations, managing


expectation components,241-245

importance of, 240kickoff meetings,

248-250overview, 239principles, 245-246project planning and

control elements,247-248

project success tips, 35requirements

management, 250-253needs, adapting

to (performancereporting), 135

project definition checklist,50-51


quality-based reviews with,project schedules, 109

standard documentsections (managingdeliverables), 164

standardization in PMOs, 350

standardsproject definition, 48quality management,

197, 202team performance

principles, 260

start datesplanned versus actual versus

baseline, 306setting, 313

statistical data (parametricwork estimation), 91

status data points (issuemanagement), 174

status information (changerequest forms), 153

status meetingsproject control, 131recovery activities, 141

status name(deliverable trackerrecommendations), 165

status reportscommunications

management, 224, 234project success tools, 37

stoplight indicators(performancereporting), 134

storyboarding (qualitymanagementapproach), 204

strength traits (team performanceprinciples), 258

student syndrome, defined, 355

subject matter expert (SME),work estimation, 91

submission by data points(issue management), 174

success criteriachange control

principles, 152ending projects, 294performance reporting, 134project definition

elements, 46project planning, 57quality management

principles, 200team performance

principles, 263vendor management, 281

TASKS 403


success tipsproject managers, 25

calm natured techniques, 26

common mistakes, avoiding, 25

context understanding, 26customer service skills, 26focus, 26knowledge of skills, 25mindset considerations, 25ownership techniques, 25passion, 26political techniques, 25positive attitude


approach, 26projects, 30

acceptance criteria, 30achieved purpose, 30agreement, 35alignment, 35budgets, completed

within, 30collaboration, 35communication, 35completed on time, 30customer expectations, 35decision points, 30delivered as promised, 30expectations, realistic, 35leadership, 35learning from successful

projects, 34-36learning from troubled

projects, 31-34management tools, 36-39

organization, 30planning, 35priorities, 35progress tracking, 35quality, 30, 35risk analysis, 36schedules, 35scope, 35skill sets, 36stakeholder

acceptance, 30stakeholder expectations,

meeting, 35support, 35universal harmony, 30win-win relationship

approach, 31

successful performance (contract termination), 298

summariesinterpersonal skills,


performance reporting, 134project success tools, 38

summary tasks, assigningresources to, 317, 323

supplemental project plancomponents, 66-68

supportlack of, 31project success tips, 35

supporting document references (project definition elements), 48

SV (Schedule Variance) inEVM (Earned ValueManagement), 137

synergistic traits (team performance), 256, 259

T

T&M (time and materials)contracts, 287-289

T&M (time and materials)with cap contracts, 288

target approval date (deliverable tracker recommendations), 165

target audience(communicationsmanagement), 229

target due date data points(issue management), 175

target reports (status reporting), 234

targeted work product(deliverable tracker recommendations), 165

targets (configuration management plans), 168

task assignments (differencemanagement), 270

task calendars, 306

task durationdetermining, 305entering, 316

task relationships(project schedule inputs),101, 103-105

tasksassigned resources,

viewing, 324

404 TASKS

assignment techniques (teamperformance principles), 261

constraint violations, viewing, 314

disabling autolinking, 314display formatting, 310filtering, 312formatting for reports, 319grouping, 312Notes field, 315outline view, 312prioritizing, 317-318project planning

considerations, 58project schedule inputs, 103project schedules versus

WBS, 77project summary task,

viewing, 313recording progress, 324summary tasks, assigning

resources to, 323viewing

level of detail,determining, 312

in reports, 319WBS guidelines, 80-81

teachers, 218

team charter development(team performance principles), 260

team connection (projectcontrol challenges), 140

team consensus (work estimation methods), 92

team development (WBSguidelines), 80

team interaction (projectplanning), 57

team management. See alsoresource management

for hard milestone dates, 332

project planning, 66

team performancequality management

practices, 206WBS objectives, 79

team rule establishment(differencemanagement), 275

team-based schedule development approach(project schedules), 106

team-oriented approach(success tips), 26

teamscommunications

management, 225performance

development, 255clarity traits, 256client interaction



principles, 257expertise, leverage, 260high-maintenance

staffs, 264high-performing

teams, 256kickoff meetings,

259-260management style

principles, 257

marketabilityexperiences, 258

orientation plans, 261-262

planning principles, 257poor performers, 263primary strength

traits, 258procedures, setting

up, 259productivity principles,

257-258professionalism, 256progress reporting, 259project repository

setup, 261recognition, 258-259relationship building

principles, 259reputation

considerations, 264reward systems, 258-259risk identification, 264standards, setting, 260synergistic traits,

256, 259task assignment

techniques, 261team charter

development, 260team focus, 257team selection principles,

successful people, 257team unity rituals, 261trust levels, 256undeveloped schedule

considerations, 264project and operation

comparisons, 9project management key

concepts, 10

TRACKING SYSTEMS 405


project schedules, quality-based reviews, 109

vendor teams, integrating, 284

technical difficulties, unforeseen, 34

technical skill setsknowledge skills, 24project management as

personal value points, 13

technologycommunications


planning, 228overhead costs (budget

development), 118shifts (unplanned scope

change causes), 150

telephone contact (communicationsmanagement), 225, 232

terminating contracts, 298

terminology development(differencemanagement), 269

terms, clarifying (vendormanagement), 282

testingmultiple phases (quality

managementchallenges), 205

prioritizing for hard milestone dates, 332

project control, 131quality management

principles, 201example scenario, 340-343

thinking before responding(communicationsmanagement), 235

30/60/90 day detail plans inquality schedules, 331

time and materials (T&M)contracts, 287-289

time and materials (T&M)with cap contracts, 288

time challenges (project control), 139

time estimationsvalidating (vendor

management), 284work estimation

practices, 94

time ranges (work estimation practices), 93

time zones (difference management)

cross-cultural projects, 273virtual projects, 276

time-phased principle (budget developmentimportance), 115

timeboxing in agile projectmanagement, 347

timescalesadjusting, 310, 320label formats, changing, 323updating for nonstandard

calendars, 323

timetable dates (contractcomponents), 287

timingmeeting practices, 235of vendor selection

process, 339

timing management (projectmanagement knowledgeareas), 11

title page (document sections), managing deliverables, 164

tolerance levels (escalationthresholds), 133

tonality (communicationsmanagement), 236

tool difficulties(deliverable managementchallenges), 169

toolsconfiguration management

plans, 168project manager, 36-38risk management tools,

186-187

traceabilitychange prevention

actions, 154quality management

tools, 201

trackingmanaging deliverables, 161in project management

“lite” culture, 329requirements traceability

matrix, 132

tracking systemschange control, 153issue management

systems, 172managing deliverables,

163-165

406 TRAINING

trainingbudget development, 118issue management

systems, 177for project management,

359-360project planning

considerations, 59

transference (risk management), 186

transition period for handlingturnover risk, 335

transition plans, lackof (project closurechallenges), 297

travel sources (budget development), 118

trends in projectmanagement, 16-17

triple constraint of projectmanagement, 15

troubled projectslearning from, 31-34WBS guidelines, 82

trustearning, 216team performance, 256vendor management, 286

turnover, handling (examplescenario), 334-335

U

umbrella (project role), 213

unacknowledged risks, 191

uncharted territory (project management challenges), 14

undetected risks, 190

undeveloped schedule considerations (teamperformanceprinciples), 264

unidentified work (projectcontrol challenges), 140

unity rituals (teamperformanceprinciples), 261

universal harmony (projectsuccess tips), 30

unstated expectations(differencemanagement), 273

unsuccessful project considerations, skill set categories, 25

updating timescales for non-standard calendars, 323

urgent messages(communicationsmanagement), 231

V

V methodproject control, 132quality management

principles, 202

validationbudget development

importance, 114interpersonal skills,


project planning, 59in testing process, 342

value-added deliverablesof PMOs, 350in project management

“lite” culture, 329

value-added requirements(quality management), 199

values and beliefs(communicationchallenges), 227

variance management (project planning), 68

variance responses (projectcontrol)

baselines, resetting, 136corrective actions, 135project cancellation, 136risk factors, logging, 135

vendor selection processexample scenario, 335-340project management

trends, 16

vendors, managing, 279buyer tips and techniques,

283-285client organization, 280contract administrator

and project manager conflicts, 282

contract development, 281contracts, 281-282, 286-289delivery management, 281evaluation and selection

elements, 281formality rules, 281management commitment

considerations, 282management skills, 286procurement specialists,

279-280

WBS FIELD, VIEWING 407


project management essentials, 280-281


relationship management, 281roles and responsibilities,

clarifying, 282seller organization, 280seller tips and techniques,

285-286terms and processes,

clarifying, 282win-win relationship

approach, 282

verbal communications (vendor management), 286

verificationcommunications

management, 229pre-verification, 204quality management, 199-200

version control (projectplanning considerations), 59

version numbering schemesdeliverable tracker

recommendations, 165managing deliverables, 164

video-conferencing(communicationsmanagement), 232

viewingassigned resources, 324constraint violations, 314Gantt Bar in reports, 320over-allocated resources, 311project summary task, 313

taskslevel of detail,

determining, 312in reports, 319

WBS field, 311

views, multiple views ofschedules, 322

virtual projects (differencemanagement), 274

communicationmethods, 276

face-to-face interaction, 275productivity verification, 276responsiveness, 275team rule establishment, 275time zone references, 276virtual meetings, 275-276

virtual teams (project management trends), 17

virtual training, 360

visibility, increased (recoveryactivities), 141

visual aids (status reporting), 234

visual indicators, 308-310adding to reports, 320

visual scope summary(project definitionelements), 48

visual thinking, linear organization versus, 357

voice mail (communicationsmanagement), 225, 232

W–Z

walk-throughsproject control, 131project schedules, 104,

108-109

WBS (work breakdownstructure)

BOM (Bill of Materials), 78buyer tips and techniques

(vendor management), 283change prevention

actions, 155clarification, 74-75CWBS (contractual WBS), 78defined, 72development process, 79

guidelines, 80-81work decomposition

process, 79-80graphical form, 72, 74objectives, 78-79OBS (Organizational

Breakdown Structure), 78outline form, 72PBS (Project Breakdown

Structure), 78project planning and, 77project schedules, 77

inputs, 101presentations, 110versus WBS, 77


when to stop, 82work estimation, 75-76

WBS detail in quality schedules, 330

WBS field, viewing, 311

408 WEAK FOUNDATION (BUDGET DEVELOPMENT CHALLENGES)

weak foundation (budgetdevelopmentchallenges), 120

weaknesses, compensatingfor, 218

Web conferencing, withaudio (communications management), 233

Web sitesproject management

resources, 18communication

management, 224

web-based projectmanagement software,356-357

weekends (realistic projectschedules), 107

weighted averages (work estimation), 91

what-if analysis (projectschedule impacts), 100

win-win relationshipsproject success tips, 31vendor management, 282

word processors (issue management logging systems), 175

work breakdown structure(WBS)

BOM (Bill of Materials), 78buyer tips and techniques

(vendor management), 283change prevention

actions, 155

clarification, 74-75CWBS (contractual WBS), 78defined, 72development process, 79

guidelines, 80-81work decomposition

process, 79-80graphical form, 72, 74objectives, 78-79OBS (Organizational

Breakdown Structure), 78outline form, 72PBS (Project Breakdown

Structure), 78project planning and, 77project schedules, 77

inputs, 101presentations, 110versus WBS, 77


when to stop, 82work estimation, 75-76

work effort, entering, 316

work environments (teamorientation plans), 262

work estimation (WBS), 75-76

accuracy levels, 92analogous estimating, 90best practices, 92-94bottom-up estimating, 90effort distribution

estimating, 90

expert judgment method, 91heuristic estimating, 90historical data, 91overview, 85-86parametric estimating, 91PERT charts, 91phased estimating, 91project planning, 58, 61reasons for, 88-90risk analysis, 88risk factor methods, 92schedule development

process, 86team consensus, 92weighted averages, 91

work hours (realistic projectschedules), 107

work packagesin EVM (Earned Value

Management), 137quality management

practices, 202, 206

work products in projectmanagement “lite” culture, 329

workflow processeschange control

principles, 152difference management, 272

working time, setting in project calendar, 315

written communications(vendor management), 286

Documents

Absolute Beginner’s Guide to Project Management,ptgmedia.pearsoncmg.com/images/9780789738219/... · project management training programs and serve as an apprentice before starting