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Index
Aacceptance and approval of proposals, 46
acceptance of project at deployment and, 323
acceptance testing in, 306-307
actual cost of work performed (ACWP), 237
agenda for meetings, 147-149, 150, 277-278, 453
approval of project, 95-96, 102-103, 140, 141
in project approach, 140, 141
in project plan, 128
signatories to, 102-103
architecture and design, 160-162, 456, 457
as-is delivery to client, 317-318
assumptions, in project proposal document, 44, 87
audience. See target audience of project
Bbaselines, 200-201, 200, 201
benchmarking, 308
benefits of project, 413
determining, 78-79
project definition, 77-79
beta testing, 307
black-box testing in, 305, 305, 305
brainstorming, 30-34
capturing ideas generated by, 32
categorizing ideas generated by, 33
communication and preparation for, 31
defining purpose of, 31
finalizing concepts generated by, 34
individual ideas and, 33-34
prioritizing concepts generated by, 34
rules for, 31-32
selecting generated categories for further, 33
summarizing and prioritizing categories generated by,
33
topics and categories defined for, 32
browser support, 51
budgeted cost of work performed (BCWP), 237
budgeted cost of work scheduled (BCWS), 237
budgeting. See costs and budgeting
bugs, debugging, defect tracking process in, 135-136
build process, 133
builds, monitoring and managing progress of, 236
bully and blackmailer managers, 373
burnout avoidance and, 389-393
business case, 29
case study of OFIS project example, 410
determining and defining, 74
in project definition document, 73-74
business management skills, 13
business requirements of project, 75-76
case study of OFIS project example, 411
NOTE: Boldface numbers indicate illustrations or code listing; t indicates a table.
Ccalendar selection, in scheduling, 173
Calendar view, in MS Project, 191, 191
canceled projects, 340-341
Capability Maturity Model Integration (CMMI), 26
career plan, 402-405, 403, 481
career planning, 402-405
case study, Office Fulfillment and Inventory System
(OFIS) project, 409-414
CD ROM, document templates on, 419-481, 419-422,
423
celebrating end of project, 341, 344-345
change control board to approve changes, 130
change control process, 6, 60, 129-132, 131, 208-213,
248-254. See also client expectations
after completion of project, 331
budgeting and, 242
change control board to approve changes in, 130
change control process document for, 129, 447
change log for, 249, 250, 465
change request form for, 129, 249, 250, 464
client expectations and, 208-213
deferring a change in, 131-132
dependencies of tasks and, 252-253
documenting all change requests in, 132, 251-252
emergencies, crises and, 210-213
emergency change requests (ECRs) in, 253-254, 253,
466
feature creep and, 217-219
firing a client and, 212-213
in project plan, 111
reasons for changes being requested, 130
scope creep and, 213-217
small changes in, 251-252
team member understanding of, 252-253
change log, 249, 250, 465
change request form, 129, 249, 250, 464
changing management and, 364-368
client acceptance agreement, 323-327, 324, 326, 472
client acceptance criteria, in project plan, 128
client acceptance meeting presentation document, 471
client expectations, 207-213. See also change process
control
change control process and, 208-213
discretionary, 189
emergencies, crises and, 210-213
entering, in MS Project, 189-192
external, 189
firing a client and, 212-213
linking tasks in Calendar view for, in MS Project, 191,
191
linking tasks in Gantt Chart for, in MS Project,
190-191, 190, 191, 190
linking tasks in Network Diagram View for, in MS
Project, 192, 192, 192
mandatory, 189
setting and managing, 207-213, 207
client references, 43
climbing the corporate ladder, 406-408
closure, 329-345
canceled projects and, 340-341
celebrating end of project, 341, 344-345
change requests, work orders, defect reports, 331
client relationship and, 329-330
disbanding project team following, 342-345
lessons-learned meeting for, 331-337
point releases and, 331
process workflow in, 329-330, 330
project closure report for, 338-339, 340
project completion agreement for, 342-344, 343
support following, 329
training and, 330
coaching, 350, 353-355
code complete milestone, 310
code review, 243
coding
code complete milestone in, 310
code reviews in, 243
configuration management (CM) in, 134
defect tracking process in, 135-136
error checking, 138
feature complete milestone in, 243
monitoring, 138
source control in, 133-134
versioning in, 134
collaboration technique, in conflict management, 381
communication plan, 121
communication plan document, 121, 440
communication skills, 2-3, 10-11, 271-296, 349-350.
See also meetings
communication plan in, 121, 440
documentation and, 289-290
email in, 272-275
formal communication schedule and plan in, 122, 123
informal communication plan in, 123, 123
jargon and three letter acronym (TLA) syndrome, 36-37
leadership and, 385-388, 385-388
meetings and. See meetings
monitoring and managing progress of, 236
negative phrasing and language in, 271-272
open nature of, importance of, 290-292
political correctness and, 292-296
poor, indications of, 292
positive phrasing and language in, 272
presentations as. See presentations, 285
rules for communication, 124
status communications report in, 136
Index � C484
status reports in, 136-138, 225-233. See also status
reports
verbal communication in, 271-272
complex vs. simple projects in, 47-48
concept approval, 36
concepts of project management, 1-18
configuration management (CM), 134
conflict management, 6, 377-385
connection speeds, 51
constraints, 44, 219-220
project definition, 88
risk management and, 254
triple constraints triangle in, 219-220, 219
consultants, 63
contingency budget, 241
contractors, contract labor, 62-63
corporate and cultural information in project proposal
document, 43
cost performance index (CPI), 237
cost variance (CV), 237
costs and budgeting, 60-61, 67-68, 98-102, 236-243
actual cost of work performed (ACWP) in, 237
bonuses tied to, 101
budgeted cost of work performed (BCWP) in, 237
budgeted cost of work scheduled (BCWS) in, 237
categories of, 99
change control process and, 242
contingency budget in, 241
cost performance index (CPI) in, 237
cost variance (CV) in, 237
crashing in, 238
creating a budget for, 102
cuts in, 100
dependencies and, 241
earned value analysis in, 237
failing projects and, recognizing, 268-269
fast tracking in, 238
final estimates and, 165
Gantt chart for tracking costs in, 236-237
initial budget in, 98
input for, 98, 102
invoicing process and, 239-240
meetings, costs associated with, 279-280, 280
monitoring and managing progress of, 235
moving money around in, 100
nonlabor costs in, 241
overbudget in, tips to control, 240-243
overtime in, 238
percentage variance allowance in, 100-101
phased implementation in, 238
project definition, 92-94
realistic expectations in, 99
risk areas of, 242
schedule performance index (SPI) in, 237
schedule variance (SV) in, 237
scheduling and, 177-179, 178, 179
scope of project and, 241
staying within, 239-243
surplus in, 102
timelines and, 99
tracking costs in, 67-68, 99-100, 236-237
triple constraints triangle in, 219-220, 219
variable costs in, 101-102
warning signs of trouble and, 245-248
costs and payment details, 45
crashing, in budgeting, 238
creep, feature, 217-219
creep, scope, 213-217
crises. See emergencies, crises
crisis management and leadership, 375
critical path and critical tasks, 197-199, 198, 199
customer support guide, 314
Ddatabase design and specification, 162-164, 458
deadlines. See also scheduling
obstacles and delays, 257-259
setting, 396
debugging. See bugs, debugging
decision makers
decision support system (DSS) plan in, 119-120
in project definition document, 72-73, 72
decision support system (DSS), 136, 119-120, 438
in project approach, 136
defect reports, 303-304, 331
defect tracking process, 135-136, 450
defects, monitoring and managing progress of, 236
delays, 257-259
delegation, 355-357, 396
deliverables, 22, 45, 116-117
project plan, 116-117
scheduling and, 187-188, 188
delivery dates, obstacles and delays, 257-259
dependencies
budgeting and, 241
change control process and, 208-213, 252-253
discretionary, 189
external, 189
linking tasks in Calendar view for, in MS Project, 191,
191
linking tasks in Gantt Chart for, in MS Project,
190-191, 190, 191
linking tasks in Network Diagram View for, in MS
Project, 192, 192
mandatory, 189
scheduling and, 188-192
deployment, 23, 60, 124, 317-327
acceptance of project and, 323
as-is delivery to client at, 317-318
NOTE: Boldface numbers indicate illustrations or code listing; t indicates a table.
C - D � Index 485
deployment, continued
client acceptance agreement in, 323-327, 324, 326
developing deployment plan for, 310, 441
finalizing plan for, 318-319
handoff in, 318, 319, 323, 327
Internet projects, steps in, 322, 323
key elements in, 318
problems with project and, 317-318
release notes and, 321
software project, steps in, 321, 322
status meetings for, 320
steps in, 319-323
training and, 320
deployment plan document, 310, 441
Design for Six Sigma (DSS), 25
design phase, 21-22
design process workflow, 157, 158
design reviews, 164-165
design specification, 21-22
designs and specifications, 160-164
desktop projects, 51-53
detailed task lists, 22, 165-166, 166, 460
development detailed task lists, 165-166, 166
development environment, 44, 115
development environment document, 435
development methodologies, 43
development phase, 22. See also project development, 205
development team, status report meeting for, 228-230
difficult employees, 351-352
disbanding project team, 342-345
discretionary dependency, scheduling and, 189
DMADV process, 25. See also Six Sigma
DMAIC process, 25. See also Six Sigma
document templates, on CD ROM, 419-481, 419-422, 423
documentation, 4, 289-290
change requests, 132
change, 251-252
importance of, 289-290
meeting minutes, 284-285
minute taking during meetings, 153-155, 154
monitoring and managing progress of, 236
problem to be solved, 82
project documentation process in, 140, 140
proposed solution, 83
scope of project, 85, 85
dot.com companies, 27-28
Eearned value analysis, 237
effectiveness management, 372-375
e-mail communications, 272-275
emergencies, crises, 210-213
emergency change requests (ECRs) in, 253-254, 253,
466
escalation procedures in, 138-139, 139
notification list for, 139, 139
status reporting and, 228
emergency change requests (ECRs), 253-254, 253, 466
empowerment of employees and, 376-377
equipment, 63-66
late delivery of, 64-66
error checking, 138
escalation procedures, 138-139, 139, 452
estimate document, 429
estimating, 4-5
final estimates and, 165
help and input in, 35-36, 93-94
high-level, how to generate, 34-36
initial, how to generate, 34-36
in project concept, 30, 34-36
in project definition, 92
project manager’s ability for, 93
Request for Information (RFI), 34, 37, 38, 41, 426
Request for Proposal (RFP), 34, 37, 38-41, 427
Request for Quotation (RFQ), 37-38, 425
template for, 36, 36
executive summary in project proposal document, 42
external dependency, scheduling and, 189
external projects, 48-50
Ffacilitation, facilitators for meetings, 278-279
failed projects
canceled projects and, 340-341
recognizing signs of, 268-269
ten reasons for, 416
fast tracking, 238
feature complete milestone, 243
feature creep, 217-219
feedback to employees, 354-355
filtering, resource, 222-223, 223
final estimates, 22, 165
finish dates, scheduling and, 172
firing a client, 212-213
Ford, 26
formal communication schedule and plan, 122, 123
functional requirements, 21, 117-118, 436
GGantt charts, 177, 190-191, 190, 191
budget/cost tracking using, 236-237
General Electric, 26
goals of a project, 73, 76. See also objectives of project
graphical user interfaces (GUIs), 51
greenlighting of project, 46-47, 69
growth of organization, 366-368
Index � D - G486
Hhand off, 318, 319, 323, 327. See also closure;
deployment
hardware architecture design, 21
hardware as resources, 63-66
hardware projects, lifecycle of, 53-58, 54-57(t)
harassment, political correctness and, 292-296
help content for product, 309
hierarchical management, 15-16, 16
high—level schedule, 116
human resources. See people resources
hurry up and wait syndrome, 263-266
Iimplementation phase, phased implementation in, 238
in-scope. See scope of project
industry standard PM methodologies and processes,
25-26
informal communication plan, 123, 123
initiation of project, 27-68
concept approval in, 36
greenlighting of project in, 46-47, 69
planning phase in, 28-29
project characteristics and (kinds of projects), 47-58
complex vs. simple projects in, 47-48
desktop vs. Internet projects in, 51-53
internal vs. external, 48-50
short vs. long-term projects in, 47
software vs. hardware projects in, 53-58, 54-57(t)
project concept in, 29-36
benefits listing for, 29-30
brainstorming in, 30-34
business case in, 29
description of, 30
initial estimates in, 30, 34-36. See also estimating
proposal for projects in, 28-29, 36-41
acceptance and approval of, 46
assumptions in, 44
client references in, 43
constraints, limitations, risks in, 44
corporate and cultural information in project
proposal document for, 43
costs and payment details in, 45
development environment for, 44
development methodologies and processes in, 43
executive summary in project proposal document
for, 42
greenlighting of project in, 46-47, 69
milestones and deliverables in, 45
phases of proposed project in, 45
previous projects and clients list in, 43
problem definition in, 44
project proposal document in, 41-47
proposed solutions in, 44
quality assurance and test processes in, 43
Request for Information (RFI), 34, 37, 38, 41, 426
Request for Proposal (RFP), 34, 37, 39-41, 427
Request for Quotation (RFQ), 37-38, 425
submissions and requests in, 46
team description in, 45
terms and conditions in, 45
resources defined for, 60-68
stakeholders defined for, 58-60
workflow through, 29, 29
integration and testing. 22-23, 297-315
code complete milestone in, 310
deployment plan development in, 310
help content for product in, 309
operational support plan development in, 310-314
optimization of product in, 309
process workflow for, 297-298, 298
quality assurance (QA) and quality control (QC),
298-305
service-level agreement (SLA) in, 315
training plan development in, 314
integration testing, 306
internal development, 59
internal projects, 48-50
International Organization for Standardization (ISO
9000/1400), 26
Internet projects, 51-53
deployment and, steps in, 322, 323
interrogator managers vs., 374
invoicing process, for accurate budget tracking, 239-240
it is not my fault managers, 373-374
Jjargon and three letter acronym (TLA) syndrome, 36-37
Kkey business requirements, 75-76
case study of OFIS project example, 411
kick-off. See project kick-off, 143
kick-off meeting, 143-148
agenda for, 147-149, 150, 453
kick-off meeting minutes, 455
kick-off meeting presentation, 454
Kodak, 26
Llayoffs, 364-368
leadership and management, 9-10, 347-388
attitude in, 351
bully and blackmailer managers vs., 373
burnout avoidance and, 389-393
NOTE: Boldface numbers indicate illustrations or code listing; t indicates a table.
H - L � Index 487
leadership and management, continued
changing management and, 364-368
characteristics of, 347-348
coaching in, 350, 353-355
collaboration technique and, in conflict management,
381
communication skills and, 349-350, 385-388,
385-388
conflict management and, 377-385
crisis management and, 375
deadline setting and, 396
delegation and, 355-357, 396
difficult employees and, 351-352
effectiveness management and, 372-375
empowerment of employees and, 376-377
feedback to employees and, 354-355
growth of organization and, 366-368
interrogator managers vs., 374
it is not my fault managers vs., 373-374
matrix management in, 16-18, 17
meetings and, 281
micromanagers vs., 374
mixed management structure in, 18
motivating team members through, 357-363
open door policy and, in conflict management,
382-383
participation of team members and, 349-350
performance reviews and, 368-372
personal development plans and, 358-363, 359
personal problems and, 352
political correctness and, 292-296
poor-me managers vs., 373
prioritizing and, 395-396
problems with team members and, dealing with,
362-363
procrastination and, 397
recognition and advancement of team members
through, 363
responsibility of, 348-349
rewarding good performance and, 361-363
self-directed initiatives and, in conflict management,
382-383
skills required for, 351
stress and, 353, 390-393
styles of management and, 372-375
supervisors, dealing with your own supervisors,
352-353
teams and, 348-353
time management and, 393-398
traditional (hierarchical) management in, 15-16, 16
training and, 350-351
trust and, 383-384
lessons-learned agenda, 332, 332, 473
lessons-learned meeting, 331-337
agenda for, 332, 332, 473
capturing issues in, 333
case study of OFIS project example, 414
categories defined for, 333
categorizing issues in, 333-334
discussing issues in, 334
plan for, 337, 337, 474
prioritizing issues in, 334
process for, 333-335, 335
rules for, 333
summarizing categories in, 334
summary presentation in, 334
tactical plans for, 335-337, 336, 475
lessons-learned plan, 337, 337, 474
lessons-learned tactical plan, 336, 475
leveling in scheduling, 173, 196-197, 197, 224
lifecycle of project, 19-24, 20, 129
deployment phase in, 23
design phase in, 21-22
development phase in, 22
integration phase in, 22-23
managing each step in, 24-25
phases of, 19-20, 20
planning phase in, 20-21
post deployment phase in, 23-24
project approach, 129
software vs. hardware projects, 53-58, 54-57(t)
limitations on project, 44
long-term projects, 47
Mmanagement style, 2, 6, 372-375, 385-388, 385-388.
See also leadership and management
mandatory dependency, scheduling and, 189
Marketing Requirements Document (MRD), 96-98, 431
matrix management, 16-18, 17
measurement plan, 127, 127, 445
measuring quality, 106-110
measurement plan for, 127, 127, 445
measuring success of a project, 15
meetings, 275-284
agenda for, 277-278, 453
cost of, 279-280, 280
equipment and props needed for, 146-147
facilitation, facilitators for, 278-279
kick-off meeting for, 143-148
latecomers to, 11-12
leadership and direction in, 281
lessons-learned type. See lessons-learned meeting
minute taking during, 153-155, 154, 284-285, 455
necessity for, determining, 279-280
participants in, 145-146
participation in, 281-283
planning for, 276-278
power of, harnessing of, 275-276
Index � L - M488
presentations during, 151-153, 151, 285-289
process workflow for, 276-277, 277
purpose and goals of, 276-277
resistance to, overcoming, 275
snacks and refreshments for, 147
status report, 228-230
staying on track with, 151-153
time allocated for, 147
tone of, 151-153, 283-284
virtual employees and, 147
methodologies of PM, 19-26
industry standard, 25-26
International Organization for Standardization (ISO
9000/1400) as, 26
lifecycle, 19-24, 20
Project Management Institute (PMI), body of
knowledge (PMBOK) as, 25
Six Sigma as, 25-26
Software Engineering Institute (SEI) Capability Maturity
Model Integration (CMMI), 26
micromanagers vs., 374
milestones, 22, 45, 116-117
code complete milestone in, 310
feature complete milestone in, 243
monitoring and managing progress of, 235
project plan, 116-117
scheduling and, 187-188, 188
minute taking during meetings, 153-155, 154, 284-285,
455
mission statements, 4
mixed management structure, 18
money as resource, 67-68
monitoring and managing progress, 234-236
monitoring and reporting, 138, 451
motivation for employees, 357-363
Nnegative phrasing and language in communications,
271-272
network and system architecture and design in,
160-161, 456
Network Diagram View, in MS Project, 192, 192
network diagrams or PERT charts for, 177
notification list for emergencies, crises, 139, 139
Oobjectives of project, 76-77. See also goals of a project
identifying, 76
obstacles and delays, 257-259
open door policy and, in conflict management, 382-383
operating system support, 51
operational support, 310-314
customer support guide in, 314
operations document in, 311-312
plan development in, 310-314
release notes in, 314
system administrator guide in, 312
technical support guide in, 313
user guide in, 312-313
operations document, 311-312
operations plan document, 125, 442
optimization of product, 309
organizational processes document, 449
organizational skills, 8-9
organizational structures, 15-18, 94, 95
changing management and, 364-368
growth of organization and, 366-368
matrix management in, 16-18, 17
mixed management structure in, 18
project 94, 95
project plan, 114, 114
traditional (hierarchical) management in, 15-16, 16
out-of-scope. See scope of project
outline numbers for schedule tasks, in MS Project, 182,
183
outside resource profile, 114, 114
overtime, in budgeting, 238
Pparticipation in meetings/team, 281-283, 349-350
payment details, 45
people management skills, 10
people resources, 61-63
burnout avoidance and, 389-393
changing management and, 364-368
coaching in, 350, 353-355
collaboration technique and, in conflict management,
381
conflict management and, 377-385
consultants in, 63
contractors, contract labor, 62-6 3
difficult employees and, 351-352
effectiveness management and, 372-375
empowerment of employees and, 376-377
failing projects and, recognizing, 268-269
feedback to employees and, 354-355
growth of organization and, 366-368
internal resources as, 63
layoffs, upheavals in, 364-368
leveling of, 224
motivation for, 357-363
open door policy and, in conflict management,
382-383
performance reviews and, 368-372
personal development plans and, 358-363, 359
political correctness and, 292-296
NOTE: Boldface numbers indicate illustrations or code listing; t indicates a table.
M - P � Index 489
people resources, continued
problems with team members and, dealing with,
362-363
recognition and advancement, 363
Resource Usage View of, in MS Project, 195-196, 196
rewarding good performance and, 361-363
roles and responsibilities in, 61-62, 111-115, 115
scheduling and, 192-197, 193-197
self-directed initiatives and, in conflict management,
382-383
skills assessment in, 112, 113
staffing plan in, 111-115
training and, 350-351
triple constraints triangle in, 219-220, 219
vendors in, 63
warning signs of trouble and, 245-248
workload management in, 220-225, 222-224
percentage variance allowance, in budgeting, 100-101
performance reviews, 368-372
performance testing, 308-309
personal development plan, 4, 358-363, 359, 399-402,
479
personal growth and development, 389-409
burnout avoidance and, 389-393
career planning and, 402-405
climbing the corporate ladder in, 406-408
improvement areas for yourself, 401-402
new skill development in, 405-406
personal development plan in, 399-402
procrastination and, 397
stress and, 390-393
task list process workflow and, 397-398, 398
time management and, 393-398
personal time log, 395-396, 396, 480
PERT charts for, 177
phased implementation in, 238
phases of project lifecycle. See lifecycle of project
planning phase, 20-21, 28-29, 157-158
importance of planning in, 157-158
point releases, 331
political correctness, 292-296
poor-me managers vs., 373
positive phrasing and language in communications, 272
post deployment phase in, 23-24
PowerPoint presentation (blank), 285, 286, 468
prerequisites for project, 86
presentations, 3-4, 14, 151-153, 151, 285-289
attitude during, 288-289
backup plan for, 287
creating, 285-286
needs for, 286-287
PowerPoint for, 285, 286
public speaking fears and, 287-288
question and answer period during, 289
rehearsing, 287
support materials for, 287
tips for, 288
tools for, 286
prioritizing tasks, 395-396
scheduling and, 173
problem definition, 44
case study of OFIS project example, 410-411
documenting, 82
project definition and, 81-82
problems with team members, dealing with, 362-363
problems. See emergencies, crises
procrastination, 397
wait and hurry up syndrome in, 266-267
progress monitoring and management, 234-236
project approach, 20, 21, 105, 128-141, 446
approval of project in, 140, 141
change control process in, 129-132, 131
client processes in, 135
contents of, 128-129
decision support system (DSS) process in, 136
defect tracking process in, 135-136
escalation procedures in, 138-139, 139
lifecyle described in, 129
monitoring and reporting in, 138
organizational processes in, 135
project documentation process in, 140, 140
special processes or considerations in, 138
status reporting process in, 136-138
technical processes in, 133-134
vendor processes in
project characteristics, 14-15, 47-58
complex vs. simple projects in, 47-48
desktop vs. Internet projects, 51-53
internal vs. external, 48-50
short- vs. long-term projects in, 47
software vs. hardware projects in, 53-58, 54-57(t)
project closure meeting presentation document, 477
project closure report, 338-339, 340, 476
project completion agreement, 342-344, 343, 478
project concept
benefits listing for, 29-30
brainstorming in, 30-34
business case in, 29
description of, 30
initial estimates in, 30, 34-36. See also estimating
project definition document, 20, 21, 69-71, 430
approval of, 95-96
assumptions listed in, 87
benefits of project listed in, 77-79
business case in, 73-74
client name in, 71
constraints listed in, 88
contents of, 70
decision makers listed in, 72-73, 72
document for, 71-84
Index � P490
estimates in, 92
goals of a project, 73
key business requirements in, 75-76
organizational structure in, 94, 95
prerequisites listed in, 86
problem definition in, 81-82
project description and goals in, 73
project name and codenames in, 71
project objectives listed in, 76-77
proposed solutions in, 82-83
risks listed in, 88-92
scope of project in, 83-86, 84
target audience listed in, 79-80
time and costs, 92-94
project design, 157-166
contents of, 159
database design and specification in, 162-164
design process workflow in, 157, 158
design reviews in, 164-165
designs and specifications in, 160-164
development detailed task lists in, 165-166, 166
final estimates in, 165
network and system architecture and design in,
160-161
scope of project in, 159
software system architecture and design in, 161-162
technical design and specification in, 162
user interface (UI) design and specification in,
163-164
project development, 205-243, 206
client expectations in, 207-213
code and security review in, 243
constraints, 219-220
costs and budgeting in, 236-243
feature complete milestone in, 243
monitoring and managing progress in, 234-236
schedule updating in, 233-234
scope of project and, 213-219
status reports in, 225-233
workflow in, 206-207, 206, 207
workload management in, 220-225, 222-224
project documentation. See documentation
project initiation. See initiation of project
project kick-off, 143-155, 143
kick-off meeting for, 143-148
agenda for, 147-149, 150
equipment and props needed for, 146-147
minute taking during, 153-155, 154
participants in, 145-146
preparing for, 144-148
presentations during, 151-153, 151
snacks and refreshments for, 147
staying on track with, 151-153
time allocated for, 147
tone of, 151-153
virtual employees and, 147
team building in, 145-146
project lifecycle presentation document, 424
project manager’s role, 1-7
business management skills in, 13
communication skills in, 2-3, 10-11
conflict and change management skills in, 6
contributing to company’s management team and, 6
documentation skills in, 4
dual roles of project manager and, 7
employee role of, 7
estimation skills in, 4-5
leadership skills in, 9-10
management skills in, 2
management structures and, 6
organizational skills in, 8-9
people management skills in, 10
presentation and reporting skills in, 3-4, 14
scheduling skills in, 5-6
skills required for, 8-14
technical/specialized knowledge skills in, 12-13
time management skills in, 11-12
toolkit for project managers, 14, 417-418
types of managers, 2
Project Management Institute (PMI), body of knowledge
(PMBOK), 25
project plan, 20, 21, 105-128, 433
approval of project in, 128
changes since project definition approval in, 111
client acceptance criteria in, 128
communication plan in, 121
communication rules in, 124
contents of, 110
creation of, 105, 111
decision support system (DSS) plan in, 119-120
deliverables and milestones in, 116-117
deployment plan in, 124
development environment in, 115
formal communication schedule and plan in, 122, 123
functional requirements in, 117-118
high-level schedule in, 116
informal communication plan in, 123, 123
measurement plan for, 127, 127
operations plan in, 125
organizational structure in, 114, 114
outside resource profile for, 114, 114
project definition Overview in, 111
quality assurance (QA) plan in, 120-121
quality management and, 106-110
risk management plan for, 126-127
roles and responsibilities in, 115, 115
staffing plan in, 111-115
steering committee and stakeholders list in, 121, 122
technical requirements in, 118-119
training plan in, 125-126
NOTE: Boldface numbers indicate illustrations or code listing; t indicates a table.
P � Index 491
project proposal document, 28, 41-47, 428. See also
proposals for projects
project review meeting presentation, 463
project schedule, 167-203. see also scheduling skills
project scheduling. See scheduling skills
project success, five keys to, 415-416
proposal for project, 4, 28-29, 36-41
acceptance and approval of, 46
assumptions in, 44
client references in, 43
constraints, limitations, risks in, 44
corporate and cultural information in project proposal
document for, 43
costs and payment details in, 45
development environment for, 44
development methodologies and processes in, 43
executive summary in project proposal document for,
42
greenlighting of project in, 46-47, 69
milestones and deliverables in, 45
phases of proposed project in, 45
previous projects and clients list in, 43
problem definition in, 44
project proposal document in, 41-47
proposed solutions in, 44
quality assurance and test processes in, 43
Request for Information (RFI), 34, 37, 38, 41, 426
Request for Proposal (RFP), 34, 37, 39-41, 427
Request for Quotation (RFQ), 37-38, 425
submissions and requests in, 46
team description in, 45
terms and conditions in, 45
proposed solutions of project, 44
case study of OFIS project example, 412-414
documenting, 83
in project definition, 82-83
public speaking fears and presentations, 287-288
Qquality assurance (QA), 22, 43, 51, 120-121, 298-305.
See also testing
acceptance testing in, 306-307
benchmarking in, 308
beta testing in, 307
defect reports in, 303-304
defect tracking process in, 135-136
development teams and, 299-300
integration testing in, 306
measurement plan for, 127, 127
monitoring and managing progress of, 235-236
organization for, 300-301, 301
performance testing in, 308-309
process of, 301-304, 302
project plan, 120-121
quality assurance plan document, 439
quality control (QC) vs., 298-305
quality risk assessment document for, 304, 469
regression testing in, 307-308
risk assessment and, 304
role of, 300
security testing in, 309
test cases in, 303
test matrix in, 302
test plan in, 302
test scripts in, 303
testing for, 300, 301-304, 306-309
traceability matrix in, 303
usability testing in, 307
warning signs of trouble and, 245-248
white-box vs. black-box testing in, 305, 305
quality control (QC), 298-305. See also quality assurance
(QA)
quality management, 106-110
checks and balances in, 106-107
client’s perception of, 108-109
measurable vs. nonmeasurable outcomes in, 107, 107
measuring quality for, 106-110
methodologies for, 109
planning for quality in, 106-107
reviews in, 106-107
quality risk assessment document, 469
question and answer period during presentation, 289
Rrecommended reading, 418
regression testing in, 307-308
release notes, 314, 321
releases, monitoring and managing progress of, 236
reporting skills, 3-4. See also presentations
status reporting process in, 136-138
Status Reports in, 136-138
Request for Information (RFI), 34, 37, 38, 41, 426
Request for Proposal (RFP), 34, 37, 39-41, 427
Request for Quotation (RFQ), 37-38, 425
resources, 60-68, 192-197, 193-197. See also people
resources; scheduling
costs and budgeting in, 60-61
critical path and critical tasks in, 197-199, 198, 199
equipment as, 63-66
filtering of, 222-223, 223
leveling in, 224
money as, 67-68
monitoring and managing progress of, 235
outside resource profile for, 114, 114
people as, 61-63
resource filtering in, 222-223, 223
Resource Usage View of, in MS Project, 195-196, 196
Index � P - R492
scheduling and, 177-179, 178, 179, 192-197,
193-197
time as, 66-67
triple constraints triangle in, 219-220, 219
types of, 60
workload management in, 220-225, 222-224
resource graphs for scheduling, 177
resource sheets for scheduling, 177, 178, 179
resource usage chart for scheduling, 177
Resource Usage View of, in MS Project, 195-196, 196
return material authorization (RMA), 314
return on investment (ROI), 28
reviews
code, 243
design, 164-165
quality, 106-107
security, 243
rewarding good performance, 361-363
risk action plan, 126, 255
risk log, 126, 127, 254, 255-257, 257, 467
risk management, 44, 88-92, 126-127, 245-269
analyzing risks in, 126, 255, 255
categories of risk in, 91
change control process and, 248-254
constraints and, 254
failing projects and, recognizing, 268-269
hurry up and wait syndrome in, 263-266
identifying risks in, 89-92, 126, 254-255, 254
matrix for, 90, 90
obstacles and delays in, 257-259
planning for, 89
prioritization of risks in, 126
project definition listing of, 88-92
quality risk assessment and, 304
recognizing and evaluating risks in, 88-92, 126,
254-255
risk action plan for, 126, 255
risk log, 126, 127, 254, 255-257, 257, 467
root cause analysis in, 246-247
schedule overrun in, 259-263
wait and hurry up syndrome in, 266-267
warning signs of trouble and, 245-248
risk management plan document, 444
risk matrix, 90, 90
role of project manager. See project manager’s role
roles and responsibilities of team/stakeholders, 61-62,
111-115, 115
root cause analysis, 246-247
rules for communication, 124
Sschedule performance index (SPI), 237
schedule variance (SV), 237
scheduling, 5-6, 167-203, 233-234, 259-263
actual cost of work performed (ACWP) in, 237
backup file for, in MS Project, 174
baselines in, 200-201, 200, 201
budgeted cost of work performed (BCWP) in, 237
budgeted cost of work scheduled (BCWS) in, 237
calendar for, 173
change control process and, 208-213, 252-253
code complete milestone in, 310
costs entered into, 177-179
creation of schedule and, workflow diagram for, 169,
169
critical path and critical tasks in, 197-199, 198, 199
current date in, 173
dependencies in, 188-192
development detailed task lists in, 165-166, 166
duration of tasks in, in MS Project, 186-187, 187
failing projects and, recognizing, 268-269
fast tracking in, 238
file created for, in MS Project, 170-174, 171-173
finish dates in, 172
first-level tasks in, in MS Project, 184-185, 184, 185
Gantt charts for, 177
high-level schedule in, 116
hurry up and wait syndrome in, 263-266
information needed before starting, 170
leveling in, 173, 196-197, 197, 224
linking tasks in Calendar view for, in MS Project, 191,
191
linking tasks in Gantt Chart for, in MS Project,
190-191, 190, 191
linking tasks in Network Diagram View for, in MS
Project, 192, 192
Microsoft Project software for, 168
milestones and deliverables in, 187-188, 188
monitoring and managing progress of, 235
network diagrams or PERT charts for, 177
obstacles and delays, 257-259
options selection for, in MS Project, 176, 176
organizational skills in, 8-9
outline numbers for, in MS Project, 182, 183
overrun in, 259-263
phased implementation in, 238
prioritizing tasks in, 173
project schedule in, 167-203
remote or virtual employees and, 260-262
resource filtering in, 222-223, 223
resource graphs for, 177
resource sheets for, 177, 178, 179
resource usage chart for, 177
Resource Usage View of, in MS Project, 195-196, 196
resources added to tasks in, 192-197, 193-197
resources entered into, 177-179
saving file for, in MS Project, 174-175, 174
schedule from dates in, 172
NOTE: Boldface numbers indicate illustrations or code listing; t indicates a table.
R - S � Index 493
scheduling, continued
schedule performance index (SPI) in, 237
schedule variance (SV) in, 237
second-level and subtasks in, in MS Project, 185-186,
186
shared team members, multiple projects and, 262-263
start dates in, 172
status date in, 173
task usage charts for, 177
templates for, in MS Project, 202-203, 202, 203
tools for, 167-168
tracking Gantt charts for, 177
triple constraints triangle in, 219-220, 219
updating, 233-234
updating, in MS Project, 175, 175
views of, in MS Project, 176-177, 177
wait and hurry up syndrome in, 266-267
warning signs of trouble and, 245-248
work breakdown structure (WBS) in, 180-182, 180,
181, 182
Working Time calendars in, 193
workload management in, 220-225, 222-224
scope creep, 213-217
scope of project, 83-86, 84, 159, 213-219
budgeting and, 241
defining, 84
designs and specifications, 160-164
documenting, using system diagram, 85, 85
feature creep and, 217-219
in scope vs. out of scope, 84-86
network and system architecture and design in,
160-161
scope creep in, 213-217
system diagram for, 85, 85
target audience and, 80
warning signs of trouble and, 245-248
security, 60
security reviews in, 243
security testing in, 309
self-directed initiatives, in conflict management, 382-383
service level agreement (SLA), 315, 470
short- vs. long-term projects in, 47
simple projects in, 47-48
Six Sigma, 25-26
skills assessment, 112, 113
skills required for effective PM, 8-14. See also project
manager’s role
software architecture design, 21
Software Engineering Institute (SEI), 26
software for project management, 417-418
software projects, 53-58, 54-57(t)
deployment and, 321, 322
lifecycle of, 53-58, 54-57(t)
software system architecture and design in, 161-162, 457
solution. See proposed solutions
source control, 133-134
speaking fears and presentations, 287-288
specifications, 160-164
staffing plan, 111-115, 434
contents of, 112
general information in, 112
skills assessment in, 112, 113
staffing profile in, 112, 113
stakeholders in project, 58-60, 121, 122
change management and, 60
deployment phase, 60
groups and subgroups of, 59-60
internal development in, 59
security in, 60
status reporting to, 231-233
steering committee in, 59
start dates, scheduling and, 172
statement of work (SOW), 103, 432
status communication form, 232, 233, 462
status communications report, 136
status meetings, deployment and, 320
status report form, 136-138, 226-229, 227, 461
status reporting, 136-138, 225-233
contents of, 225-226
design of, 137-138
development team meeting for, 228-230
input for, from team members, 226-229
meetings for, 228-230
monitoring and managing progress of, 235
stakeholders and, 231-233
status communications report in, 136
status report form for, 136-138, 226-229, 227, 461
status reports in, 136-138, 225-233
urgent issues outside of status reporting cycle, 228
written status communication form for, 232, 233
steering committee, 59, 121, 122
stress and leadership ability, 353, 390-393
styles of management, 2, 6, 372-375, 385-388, 385-388
successful projects, five keys to, 415-416
supervisors, dealing with your own supervisors, 352-353
system administrator guide, 312
system architecture and design in, 160-162, 456, 457
Ttactical plans, lessons-learned, 335-337, 336
target audience of project, 79-80
identifying, 80-81
scope of project and, 80
task lists, 22
task usage charts for scheduling, 177
tasks. see scheduling
team charters, 4
team development, 145-146, 348-353, 348
technical design and specification, 162, 458
Index � S - T494
technical processes, 133-134, 448
build process in, 133
configuration management (CM) in, 134
source control in, 133-134
versioning in, 134
technical requirements, 21, 118-119, 437
technical support guide, 313
technical/specialized knowledge skills, 12-13
templates for CD ROM documents, 419-481, 419-422,
423
templates for scheduling, in MS Project, 202-203, 202,
203
terms and conditions, 45
test cases, 303
test matrix, 302
test plan, 302
test scripts, 303
testing, 43, 301-304, 306-309. See also quality
assurance (QA)
acceptance testing in, 306-307
benchmarking in, 308
beta testing in, 307
defect reports in, 303-304
integration testing in, 306
Internet projects, 51-52
performance testing in, 308-309
regression testing in, 307-308
security testing in, 309
test cases in, 303
test matrix in, 302
test plan in, 302
test scripts in, 303
traceability matrix in, 303
usability testing in, 307
white-box vs. black-box testing in, 305, 305
Texaco, 26
three letter acronym (TLA) syndrome, 36-37
time management, 11-12, 66-67, 393-398. See also
scheduling
deadline setting and, 396
delegation in, 396
personal growth and development, 393-398
personal time log and, 395-396, 396, 480
prioritizing and, 395-396, 395
procrastination and, 397
project definition, 92-94
task list process workflow and, 397-398, 398
time as resource and, 66-67
timelines, obstacles and delays along, 257-259
tools for PM, 14, 417-418
traceability matrix, 303
tracking costs. See budgeting
tracking Gantt charts for scheduling, 177
traditional (hierarchical) management, 15-16, 16
training, 320-321, 350-351
coaching and, 350, 353-355
new skill development in, 405-406
ongoing, 330
training plan in, 125-126, 314, 443
training manual document, 469
training plan document, 125-126, 314, 443
triple constraints triangle, 219-220, 219
trust and management, 383-384
UU.S. Air Force, 26
United Parcel Service (UPS), 26
usability testing, 307
user guide, 312-313
user interface (UI) design and specification in, 163-164,
459
Vvariable costs in budgeting, 101-102
vendors, 63
verbal communication, 271-272
versioning, 134. See also source control
virtual employees
meetings and, 147
scheduling, 260-262
Wwait and hurry up syndrome, 266-267
warning signs of trouble, 245-248
white-box vs. black-box testing in, 305, 305
work breakdown structure (WBS), 180-182, 180, 181,
182
work orders, 331
Working Time calendars, 193
workload management, 220-225, 222-224
written status communication form, 232, 233
YY2K bug fixes, 27-28
NOTE: Boldface numbers indicate illustrations or code listing; t indicates a table.
T - Y � Index 495