28 1975 Index 3/28/05 1:36 PM Page 289 Index€¦ · buyer tips and techniques, vendor management, 272 contract components, 275 critical success factors, 232 project definition checklist,

NUMBERS15% Completion Rule, pro-

ject control, 124

Aabsorption method, project

closure, 287AC (Actual Costs), Earned

Value Management, 131acceptance criteria

buyer tips and techniques,vendor management, 272

contract components, 275critical success factors, 232project definition checklist,

47project management

process groups, 11project planning, 54project schedule goals, 95project success tips, 28quality management prac-

tices, 196risk management, 177shifts in, unplanned scope

change causes, 143signoffs, 147vendor management, 274

accomplishmentsacknowledgement, project

closure, 284performance reporting, 128

accountabilityincreased, recovery activi-

ties, 135lack of, project closure chal-

lenges, 285

accounts, project closure,283

accuracy, work estimation,86-87

action, project control prin-ciples, 121-122

active listening, 22Actual Costs (AC), Earned

Value Management, 131administrative process prin-

ciples, 164agendas, meeting practices,

224agile development, quality

management, 194agreement

change control challenges,148

critical success factors, 233lack of understanding, pro-

ject manager mistakes, 25project success tips, 32

alignmentissue management systems,

164lack of, troubled projects,

29

leadership roles, 203project success tips, 32

alternative approaches, pro-ject definition, 44

analogous estimating, workestimation, 85

analysis, project managerroles, 20

appreciation and gratitudecommunications manage-

ment, 218interpersonal skills, 225

approach, project definitionchecklist, 47

approvalsapproval page (document

sections), 156change control challenges,

148change control principles,

144change request forms, 146managing deliverables, 153,

155protection management,

155work estimation practices,

87

archived files, leveraging,158

assessment, risk manage-ment, 178

Index

28 1975 Index 3/28/05 1:36 PM Page 289

290 ASSIGNMENTS

assignmentscommunication, difference

management, 257expectation management,

233

assumptionsbudget development, 110difference management,

cross-functional projects,261

execution management,235

expectation management,234-235

project definition elements,43

risk related terms, 185risk sources, 181-182tracking, change prevention

actions, 148

audio conferencing, com-munications management,222

auditors, project control,126

auditsconfiguration management

plans, 160project control, 125quality management princi-

ples, 191-192risk control strategies, 184

averages, work estimation,86

avoidance risk response,177

awareness campaigns, com-munications management,214

BBAC (Budget at

Completion), Earned ValueManagement, 132

backup plans, team perfor-mance principles, 251

backup procedures, projectdeliverables, 157

balance, expectation man-agement, 232

bar chartsperformance reporting, 128project schedule presenta-

tions, 104

baselineschange control benefits,

141kickoff meetings, 237managing deliverables, 153,

156performance reporting, 128project control, 125, 1234resetting

change control, 144recovery activities, 135variance responses, pro-

ject control, 130reviews, 125scheduling software bene-

fits, 100

beliefs and values, commu-nication challenges, 216

best practices, work estima-tion, 87-88

Bill of Materials (BOM), 71bottom-up estimating,

work estimation, 85

breach of contract, contracttermination, 286

Budget at Completion(BAC), Earned ValueManagement, 132

budgets. See also costs assumptions, documenting,

110buffers, 110cash flow management

tool, 109challenges of, 115-116change control principles,

144comprehension principle,

109cost estimate models, 113costs of change, 113disposal costs, 113earned value management,

109equipment sources, 111execution management,

235expectation measurements,

109expenses versus capital, 111finalization, 114-115initial development, 113investment justification,

109iterative process principle,

109labor costs sources, 110lack of, troubled projects,

30licensing and fees, 112lifecycle principle, 109materials, 112operational costs, 113

28 1975 Index 3/28/05 1:36 PM Page 290

CHANGE CONTROL 291

overhead costs, 113performance measurement

importance, 108project planning, 59project success tips, 28reasons for, 108-109risk sources, 182spreadsheet approach, 113time-phased principle, 109training sources, 112travel sources, 112validation importance, 108work estimation accuracy,

87

buffers, budget develop-ment importance, 110

build/release process, man-aging deliverables, 158

bullet points, status report-ing, 223

business drivers, unplannedscope change causes, 143

business managementskills, skill sets, 21

business risk sources, 180buy-ins

change control, 145, 148difference management

principles, 256expectation management,

234issue management systems,

169lack of understanding, pro-

ject manager mistakes, 25risk management, 176troubled projects, 29vendor management, 269

buyer tips and techniques,vendor management,271-273

Ccalculations, scheduling

software benefits, 100calendar alignment, realistic

project schedules, 101-102calm natured techniques

leadership styles, 204success tips, 23

cancellationsproject closure, 286variance responses, project

control, 130

capital, expenses versusbudget development, 111

career pathsmarketability experiences,

team performance princi-ples, 246

project management aspersonal value points,13-14

cash flow, budget develop-ment importance, 109

category data points, log-ging systems, 166

CCB (Change ControlBoard), 146

celebrations, project closure, 284

central contactcommunications manage-

ment, 220leadership roles, 203logging systems, 166

central repositoryconfiguration management

plans, 160managing deliverables, 155

certifications, vendor man-agement, 273

chain of command, commu-nication, 258

challenges, budget develop-ment, 115-116

change controlalertness, 142baselines, resetting, 144buy-ins, 145challenges, 148-149Change Control Board,

142, 146change control systems,

141change prevention actions

acceptance signoffs, 147assumptions and con-

straints, tracking, 148clear project objectives,

146post-implementation,

148right project approach,

147solid requirements defin-

ition, 147traceability, 147WBS (work breakdown

structure), 147change request forms,

145-146change types, 139-140changes, planning for, 141configuration and organiza-

tional management com-parisons, 140-141

contract alignment, 145contract components, 276defined, 138-139expectation management,

231, 236identification numbers, 146

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

28 1975 Index 3/28/05 1:36 PM Page 291

292 CHANGE CONTROL

lack of understanding, pro-ject manager mistakes, 25

lack of, troubled projects,30-31

leadership needs, 205managing deliverables,

152-153multiple process paths, 144over-communication, 142overview, 137-138principles, 144proactive project manage-

ment, 51project control, 122, 124,

134project definition, 44project planning, 52, 60-61project success tools, 35scope changes, minimizing,

142scope creep, 138spreadsheets, 146stakeholders, educating,

141tracking logs, 146unplanned scope change

causes, 142-144vendor management, 269

Change Control Board(CCB), 146

change impact, communica-tions planning, 218

change impact risk sources,179

charters, project successtools, 34

chartsbar, performance reporting,

128Gantt, project schedule pre-

sentations, 104

milestones, project successtools, 34

organization, project suc-cess tools, 34

PERT, work estimation, 86project schedule presenta-

tions, 104

checklistsproject definition

acceptance checklist, 47approach checklist, 47documentation checklist,

47general checklist, 45-46risk checklist, 47scope checklist, 46stakeholder checklist,

46-47project planning, 62, 64quality management princi-

ples, 191

checkpointsexpectation management,

236project control, 126

clarificationcommunications manage-

ment, 219WBS, 68-69

claritychange prevention actions,

146communication, recovery

activities, 135kickoff meetings, 238team performance, 244

clear project objectiveschange prevention actions,

146issue management systems,

165

client acceptance, projectclosure, 282

client interaction prepara-tion, team performanceprinciples, 248

client organization, vendormanagement, 268

closing projects. See endingprojects

closure, meeting practices,224

coachingleadership roles, 203project manager roles,

20-21

coding schemes, WBSguidelines, 74

collaborationissue management logging

systems, 168project management chal-

lenges, 16project success tips, 33servant leadership, 209

collapse method, projectclosure, 287

collocation, team perfor-mance principles, 248

color-coding, status report-ing, 223

commitmentdifference management,

259leadership needs, 205team performance, 244vendor management, 270

common mistakes, by pro-ject managers, 24-25

28 1975 Index 3/28/05 1:36 PM Page 292

CONFIGURATION AND ORGANIZATIONAL CHANGE MANAGEMENT COMPARISONS 293

communicationsactive listening, 22assumptions, avoiding,

234-235change control principles,

144clarity, recovery activities,

135contract components, 276difference management

cross-functional projects,260

principles, 256-258virtual projects, 265


expectation management,234

lack of, 25, 30 83leadership needs, 205managing

appreciation and grati-tude, 218

audio conferencing, 222central contact assign-

ment, 220challenges of, 216-217communication options,

221-223conflict resolution, 215controversial communi-

cations, 223documentation, 218email, 215, 222expectations, 215face-to-face meetings,

215, 222five Cs of communica-

tion, 218follow-ups, 218information flow, 221

instant messaging, 222interpersonal skills, 225meetings, 215, 224message content consid-

erations, 221natural communication

strengths, 220organizational change

management areas,214

planning, 217-218prioritization, 218proactive approach, 219project schedule consid-

erations, 218push and pull methods,

220reasons for, 215relationship building

techniques, 219responsibility, 218-219stakeholder analysis, 220standard communication

areas, 214status reporting,

223-224team management, 215technology use, 221telephone contact, 215,

222urgent communications,

220video-conferencing, 222voice mail, 215, 222web conferencing, with

audio, 223obstacles, project manage-

ment challenges, 15over-communicating, 142proactive project manage-

ment, 51

project managementknowledge areas, 12

project planning, 61quality management prac-

tices, 196skill sets, 22team orientation plans, 250vendor management, 269,

274

competition, project man-agement challenges, 15-16

completionexpectation management,

236lack of, troubled projects,

31project closure, 286project control, 125, 134project schedule goals, 95project success tips, 28quality management princi-

ples, 192WBS guidelines, 75

completion date, deliver-able tracker recommenda-tions, 157

complexity risk sources, 179compliance

managing deliverables, 154project managers, demands

for, 17

comprehension processes,budget developmentimportance, 109

computer simulation, quali-ty management, 194

configuration and organiza-tional change manage-ment comparisons,140-141


28 1975 Index 3/28/05 1:36 PM Page 293

294 CONFIGURATION MANAGEMENT

configuration managementmanaging deliverables, 152,

158-160project control, 122project planning, 60, 62

confirmation, interpersonalskills, communicationsmanagement, 225

conflict resolutioncommunications manage-

ment, 215leadership needs, 205team performance princi-

ples, 248

consensus, work estimationmethods, 86

consistencyfive Cs of communication,

218leadership skills, 207project control, 124, 134risk management, 174status reporting, 223-224

constraintschange prevention actions,

148execution management,

235project definition elements,

43risk sources

risk-related terms, 185risk management, 181self-inflicted risks, 182

construction phase, effortdistribution phase, 85

contacts, issue managementsystems, 169

contextcommunication, difference

management, 257contextual approach, lead-

ership styles

kickoff meetings, 238project definition elements,

43project manager success

tips, 24

contingency plans, lack ofproject manager mistakes,

25work estimation reasons,

84

contractors, WBS guide-lines, 75

contractsacceptance criteria, 275authorization identification,

276change control, 145, 149,

276communications compo-

nents, 276communications planning,

218contract administrator and

project manager conflicts,270

contract state knowledge,269-270

CPFF (cost plus fixed fee),276

CPPC (cost plus percent ofcost), 276

CR (cost reimbursable),276-277

failure to perform liability,276

financial arrangements, 276FP (fixed price), 276-278issue resolution, 276legality conditions, 275milestone dates, 275non-disclosure agreements,

276obligations, project closure,

283

ownership and propertyright components, 276

penalty components, 276performance measurement

components, 276scope statements, 275security agreement compo-

nents, 276T&M (time and materials),

276-278terminating, 286timetable dates, 275vendor management devel-

opment, 269what to include, 270

contractual WBS (CWBS), 71control systems

15% Completion Rule, 124baselines, 125change control, 122, 124,

134checkpoints, 126completion criteria, 125,

134configuration management,

122considerations, 120-121consistency, 124, 134detection, 121early project stage manage-

ment, 124-125escalation thresholds, 127EVM (Earned Value

Management), 130-133expectation management,

124, 232, 236-237issue management, 122management processes,

122-123milestones, 126organization culture, 124overview, 119-120

28 1975 Index 3/28/05 1:36 PM Page 294

CROSS-CULTURAL PROJECTS 295

PDA (Prevention, Detection,and Action), 121-22

planning, 124prevention, 121priorities, 123process control, 124procurement management,

122progress measurement chal-

lenges, 134project management key

concepts, 9-10quality management, 122recovery activities, 134-135requirements management,

123requirements traceability

challenges, 126, 134reviews, 125risk management, 122,

183-184small work packages, 125status meetings, 125team connection chal-

lenges, 134time and cost accounting

challenges, 133unidentified work chal-

lenges, 134V method approach, 127variance responses,

129-130WBS objectives, 72

corrective actionproject management key

concepts, 9project manager roles, 21variance responses, project

control, 129

correctness, WBS guide-lines, 75

Cost Performance Index(CPI), Earned ValueManagement, 131

cost plus fixed fee (CPFF)contracts, 276

cost plus percent of cost(CPPC) contracts, 276

cost reimbursable (CR) con-tracts, 276-277

Cost Variance (CV), EarnedValue Management, 131

costs. See also budgetsbaselines, 125change control, 122, 124,

134checkpoints, 126completion criteria, 125,

134configuration management,

122considerations, 120-121consistency, 124EVM (Earned Value

Management), 130incorrect, work estimation

reasons, 83-84project control, 133, 133project management chal-

lenges, 11, 13, 15project planning, 59work estimation practices,

88vendor management, 273WBS guidelines, 72, 74

Cover Your Assets (CYA),managing deliverables,155

Covey, Stephen (The SevensHabits), 231

CPFF (cost plus fixed fee)contracts, 276

CPI (Cost PerformanceIndex), 131

CPPC (cost plus percent ofcost) contracts, 276

CR (cost reimbursable) con-tracts, 276-277

crashing technique, short-ening project schedules,103

creativity, project manage-ment as organizationvalue points, 13

credibilitychange control benefits,

141expectation management,

233

critical issuesproject planning, 60project schedules, 98scheduling software bene-

fits, 100shortening project sched-

ules, 102success factors, 228, 230,

232

Crosby, Philip, 188cross-cultural projects, dif-

ference management days off differences, 262formality considerations,

262misunderstandings, 261potential impacts, 262time zone considerations,

262


28 1975 Index 3/28/05 1:36 PM Page 295

296 CROSS-FUNCTIONAL PROJECTS

cross-functional projects,difference management,258

alignment considerations,260

assumptions, 261commitments, retrieving

from resource managers,259

communications planning,260

dysfunctional relations, 260group contribution impor-

tance, 259issue resolution, 260kickoff meetings, 260leadership designation, 259misunderstandings, 261poor performance, 259requirements definition,

261signatures, reluctant, 261sponsorship and gover-

nance ensurity, 258unstated expectations, 261workflow process focus,

260

cultural influencescommunication challenges,

216cross-cultural projects, dif-

ference management,261-262

project managementtrends, 18

customer expectations, pro-ject success tips, 33

customer focus, qualitymanagement practices,196

customer service skills, suc-cess tips, 24

customer-focused projectapproaches, quality man-agement, 193-194

customer-service orienta-tion, leadership styles, 204

customer perspective, quali-ty management principles,190

cutting edge demands, pro-ject management chal-lenges, 15

CV (Cost Variance), EarnedValue Management, 131

CWBS (contractual WBS), 71

Ddata points

issue management systems,170

logging systems, 166-167

databases, issue manage-ment logging systems, 168

date closed data points,logging systems, 167

date issued data points,logging systems, 167

date resolved data points,logging systems, 167

date submitted data points,logging systems, 167

date updated data points,logging systems, 167

days off differences, cross-cultural projects, 262

deadlines, missed, 30decision points, project suc-

cess tips, 28

decision tree analysis, riskmanagement, 176

decision-makingexecution management,

233project management as

organization value points,13

servant leadership, 210

defects, risk-related terms,185

defining projectsacceptance checklist, 47alternative approaches, 44approach checklist, 47assumptions, 43constraints, 43context, 43cost estimates, 44dependencies, 43documentation checklist,

47financial reasons for, 41general checklist, 45-46goals and objectives, 42history reasons for, 41logistical reasons for, 40organizational change

issues, 44out-of-scope specifications,

42-43policies and standards, 44political reasons for, 41portfolio project manage-

ment, 41-42practical reasons for, 41progressive elaboration, 43purpose, 42questions/considerations,

40

28 1975 Index 3/28/05 1:36 PM Page 296

DISPLACEMENT 297

recommended projectapproach, 44

resource estimates, 44risks, 43, 47schedule estimates, 44scope, 43, 46stakeholders, 44, 46-47success criteria, 42supporting document refer-

ences, 45

definition documents, pro-ject success tools, 34

definitive accuracy levels,work estimation, 87

deliverable summary, pro-ject success tools, 35

deliverablescommunications manage-

ment, 214managing

access control implemen-tation, 156

approval processes, 155archived files, leveraging,

158backup procedures, 157baseline establishment,

156best practices, 155-159build/release process,

158central repository, estab-

lishing, 155challenges, 161change control system,

152configuration manage-

ment, 152, 158-160CYA (Cover Your Assets),

155directory structures, 156

file-naming conventions,establishing, 156

gatekeepers, defining,156

identity management,154-155

protection management,155

reasons for, 153-154review processes, 155revision processes, 155standard document sec-

tions, 156tracking recommenda-

tions, 155-157vendor management,

269version numbering

schemes, 156project planning, 52-54, 60transitioning, project

closure, 283WBS development process,

73-75

delivered as promised, pro-ject success tips, 28

Deming, Dr. W. Edwards,188

dependenciesproject definition elements,

43risk-related terms, 185

deploy phase, effort distrib-ution phase, 85

design reviews, project con-trol, 125

detailed data points, log-ging systems, 167

details, project planning, 52detection, project control

principles, 121

deterioration method, pro-ject closure, 287

developmentproject management key

concepts, 9schedules, project planning,

56work decomposition

process, 73-74

diagrams, project schedulepresentations, 104

difference managementbuy-in principles, 256communication principles,

256-258cross-cultural projects,

261-262cross-functional projects,

258-261expectations, verifying, 258leadership principles, 257management efforts, 258proper planning principles,

256risk management principles,

256sponsorship principles, 256virtual projects, 262-265well-defined expectation

principles, 256

dining, team unity rituals,249

direction areas, leadershipneeds, 205

directory structureconfiguration management

plans, 160managing deliverables, 156

discipline, project managermindset, 165

displacement, project closure, 287


28 1975 Index 3/28/05 1:36 PM Page 297

298 DISPOSAL COSTS

disposal costs, budgetdevelopment, 113

document sections, manag-ing deliverables, 156

documentationchange control challenges,

149change control principles,

144communication, difference

management, 257communications manage-

ment, 218definition documents, pro-

ject success tools, 34issue management systems,

164plan documents, 33project definition checklist,

47project manager roles, 21requirements documents,

project success tips, 34supporting document refer-

ences, 45

Duran, Dr. Joseph, 188dysfunctional relations, dif-

ference management, 260

EEAC (Estimate at

Completion), 128, 132early project stage, project

control, 124-125Earned Value Management

(EVM)AC (Actual Costs), 131BAC (Budget at

Completion), 132cost performance, 130CPI (Cost Performance

Index Value), 131

CV (Cost Variance), 131EAC (Estimate at

Completion), 132earned values, 131ETC (Estimate to Complete),

132EV (Earned Value), 131fourth reporting period

example, 133negative performance

index, 131PV (Planned Value), 131schedule performance, 130SPI (Schedule Performance

Index), 131SV (Schedule Variance), 131work packages, planned

values, 131

education, lack of, expecta-tion management prob-lems, 239

effort estimationproject schedule inputs, 96,

98work estimation, 85

elaboration phase, effortdistribution estimating, 85

email, communicationsmanagement, 215, 222

emotionscommunication challenges,

216

empowerment, server lead-ership, 209

encouragement, projectplanning, 62

end results, WBS develop-ment process, 73

ending projectsabsorption method, 287cancellations, 286challenges, 285

collapse method, 287completion method, 286contract termination, 286deterioration method, 287displacement method, 287lack of closure, 282official closure signals, 282personal interaction

analogy, 281-282Project End checklists

accomplishment,acknowledging, 284

accounts, closing, 283celebration events, 284central information

repository, updating,283

client acceptance, 282contract obligations,

closing, 283deliverables, transition-

ing, 283lessons learned, captur-

ing, 283payments, finalizing, 283performance evaluations,

284referrals/references, 284resource schedule

updates, 283resumes, updating, 284

success criteria, 282

energy levels, team perfor-mance, 244, 247

environment noise, commu-nication challenges, 216

equipment sources, budgetdevelopment, 111

escalation proceduresissue management systems,


28 1975 Index 3/28/05 1:36 PM Page 298

EXPECTATIONS 299

Estimate at Completion(EAC), 128, 132

Estimate to Complete (ETC),128, 132

estimating workaccuracy levels, 86-87analogous estimating, 85best practices, 87-88bottom-up estimating, 85challenges, 16effort distribution estimat-

ing, 85execution managementexpert judgment method,

86heuristic estimating, 85historical data, 86overview, 79parametric estimating, 85PERT charts, 86phased estimating, 85project planning, 56reasons for, 83-84risk analysis, 82-83, 86schedule development

process, 80, 82team consensus, 86weighted averages, 86

ETC (Estimate to Complete),128, 132

EV (Earned Value), 131evaluation

change control principles,144

project closure, 284vendor management, 269,

275

evidence, managing deliver-ables, 154

EVM (Earned ValueManagement)

AC (Actual Costs), 131BAC (Budget at

Completion), 132cost performance, 130CPI (Cost Performance

Index), 131CV (Cost Variance), 131EAC (Estimation at

Completion), 132earned values, 131ETC (Estimate to Complete),

132EV (Earned Value), 131fourth reporting period

example, 133negative performance

index, 131PV (Planned Value), 131schedule performance, 130SPI (Schedule Performance

Index), 131SV (Schedule Variance), 131work packages, planned

values, 131

excellence, striving toward,208

executionbalance and control, 232expectation management,

231-233, 236-237lack of understanding, pro-

ject manager mistakes, 25project management

process groups, 10

executive reports, commu-nications management,214

expectationmanaging

problems, avoiding, 239vendor management, 274

expectation measurementsbudget development impor-

tance, 109

expectationschallenges, 15communications manage-

ment, 215difference management,


ject manager mistakes, 25managing

assumptions, avoiding,234-235

balance and control, 232better requirements

management, 239-241blocking and tackling

fundamentals, 234buy-ins, 234change control, 231,

236checkpoints, 236communication efforts,

234completion criteria, 236control and execution

elements, 236-237critical success factors,

228, 230, 232execution, 231-233following through, 232formal signoffs, 236interpersonal skill consid-

erations, 234issue management, 236kickoff meetings,

236-238milestones, 236over-delivery principle,

232


28 1975 Index 3/6/07 1:51 PM Page 299

300 EXPECTATIONS

ownership, 228perceptions, making a

difference, 228perspective considera-

tions, 234planning elements,

235-236priorities, 235project impact, 231, 233quality management,

236realistic expectations,

232reality and perception,

balancing, 229requirements traceability

matrix, 236reviews, 236risk management, 236scope management,

230-231stakeholder expecta-

tions, 228status reports, 236team communications,

237team performance prin-

ciples, 245unstated expectations,

234vendor management,

274work products, 231, 233

project control, 124project success tips, 32quality management princi-

ples, 190realistic, project success

tips, 32team performance princi-

ples, 250vendor management, 269

verifying, difference man-agement principles, 258

expenses versus capital,budget development, 111

experience levelscommunications planning,

217interpersonal skills, commu-

nications management,225

expert judgment, work esti-mation, 86

expertise, team perfor-mance principles, 248

external dependencies, taskrelationships, 100

external risk sources, 180external sources, communi-

cations planning, 218

Fface-to-face interaction,

communications manage-ment, 215, 222

difference management,263

facilitationcommunications manage-

ment, 224issue management systems,

169leadership roles, 203, 205,

207-208project manager mindset,

165project manager roles, 20risk sources, 180

failure to perform liability,contract components, 276

fairness, leadership skills,207

FAQs (Frequently AskedQuestions), 214

fast analysis, budget devel-opment, 114

fast tracking technique,shortening project sched-ules, 103

feedbackasking for, expectation

management, 238team performance princi-

ples, 250

file name, deliverable track-er recommendations,156-157, 160

finalizationbudget development,

114-115project schedules, 99

finances, project definitionreasons, 41

financial arrangements,contract components, 276

financial loss reduction,project management asorganization value points,13

financial reports, communi-cations management, 214

five Cs of communication,218

fixed price (FP) contracts,276-278

flexibilitycommunications manage-

ment, 219difference management

principles, 257spreadsheets, budget devel-

opment, 114

28 1975 Index 3/6/07 1:51 PM Page 300

HUMAN RESOURCES 301

flow of information, com-munications management,221

focusleadership styles, 204project manager roles, 20project manager success

tips, 24risk management, 175team performance princi-

ples, 245

follow-upcommunications manage-

ment, 218project manager roles, 20

following through, expecta-tion management, 232

footers and headers (docu-ment sections), 156

forecasts, performancereporting, 128

formal signoffschange control challenges,



formalizationcross-cultural projects, 262project management

process groups, 11project schedule goals, 95vendor management rules,

269-270

FP (fixed price) contracts,276-278

Francis, David (PMP ExamCram 2), 16

Frequency, performancereporting, 129

Frequency Asked Questions(FAQs), 214

functional areas, communi-cations planning, 217

funding, risk sources, 180

GGantt charts, 104general project definition

checklist, 45-46global communication

trends, 17goals

difference managementprinciples, 257

expectation management,233, 238

leadership skills, 206project definition elements,

42

gold-platingchange control challenges,

148quality management chal-

lenges, 195

good budgets, quality man-agement challenges, 195

good intentions, qualitymanagement challenges,195

good resources, over alloca-tion, 195

good schedules, qualitymanagement challenges,195

governance, differencemanagement, 258

government agencies, pro-ject managers, demandsfor, 17

government reports, com-munications management,214

graphical form (WBS), 66,68

graphical schedule sum-maries, performancereporting, 128

Greenleaf, Robert (TheServant as Leader), 209

growth and improvementopportunities, servantleadership, 209

Hheader and footers (docu-

ment sections), 156heuristic estimating, work

estimation, 85high priority tasks, risk con-

trol strategies, 184high-maintenance staffs,


high-risk projects, workestimation practices, 88

historical data, work esti-mation, 85-88

history, project definitionreasons, 41

holidays, realistic projectschedules, 102

honest feedback, projectplanning, 62

Horine, Greg (PMP ExamCram 2), 16

human resources, projectmanagement knowledgeareas, 12


28 1975 Index 3/28/05 1:36 PM Page 301

302 IDENTIFICATION

Iidentification

change request forms, 145contract components, 276issue management systems,

169quality management princi-

ples, 189risk management, 175, 183WBS objectives, 72

identification data points,logging systems, 166

identification numbers,change control, 146

identity management,deliverable management,154-155

impactchange control challenges,

149change request forms, 146expectation management,

231, 233impact assessment,

146,176

impact matrix, risk manage-ment, 178

implementationpost-implementation,

change preventionactions, 148

project management keyconcepts, 9

improper work definition,work estimation reasons,83

improvement and growthopportunities, servantleadership, 209

inadequate requirements,lack of understanding,project manager mistakes,25

incentives, buyer tips andtechniques, 271

industrial experience, skillsets, 21

industry standards, qualitymanagement, 187

inflexible processes, expec-tation management prob-lems, 239

information flow, communi-cations management, 221

informational needs, com-munications planning, 217

initiationeffort distribution estima-

tion, 85project management

process groups, 10servant leadership, 209work estimation accuracy,

87

inspections, quality man-agement principles, 191

instant messaging, commu-nications management,222

integrationproject management

knowledge areas, 11WBS objectives, 72

integritychange control benefits,

141servant leadership, 210

intensive focus, leadershipstyles, 204

interpersonal skillscommunications manage-

ment, 225expectation management,

234vendor management, 275

interpersonal strengths,project manager mindset,165

interruptions, interpersonalskills, communicationsmanagement, 225

investments, justification,109

invoices, vendor manage-ment, 274

ISO standards, quality man-agement, 187

issue managementadministrative process prin-

ciples, 164alignment, 164best practices, 169-170clear and concise project

processes, 165communications manage-

ment, 214cost effective approach,

164documentation, 164escalation procedures, 166facilitation, 169identification, 169leadership needs, 205logging systems

collaboration tools, 168data points, 166-167databases, 168disciplined practices, 171multiple logs, 170spreadsheets, 168word processors, 168

28 1975 Index 3/28/05 1:36 PM Page 302

LEADERSHIP 303

proactive project manage-ment, 164-165

project control, 122project manager mindset

principles, 165resolution, 169reviews, 170root cause analysis, 169tracking systems, 164training systems, 170vendor management, 269

issue resolutioncontract components, 276difference management,

260recovery activities, 135

iterative development,quality management, 194

J - Kjudgment attitudes

interpersonal skills, commu-nications management,225

work estimation, 86

Key Performance Indicators(KPIs), 233

kickoff meetingscommunications manage-

ment, 214difference management,

260expectation management, 7

baselines, 237clarity, 238context considerations,

238feedback suggestions,

238

leadership roles, 238mini-kickoff meetings,

237official notification, 237project plan reviews, 238relationship-building

process, 237-238resource availability, 238short-term goal consider-

ations, 238size, length and logistic

recommendations, 237team roles and responsi-

bilities, 238visualizations, 238

team performance princi-ples, 247-248

knowledge, skill sets, 21-23knowledge areas (PMI),

11-12KPIs (Key Performance

Indicators), 233

Llabor costs

budget development, 110not tracked, budget devel-

opment challenges, 115

lack of accountability, pro-ject closure challenges,285

lack of project closure, 282lack of transition plans, 285leadership

alignment roles, 203business change areas, 205business issue areas, 205calm natured approach to,

204coaching roles, 203

commitment areas, 205communications areas, 205conflict resolution areas,

205consistency, 207contextual approach to,

204customer-service oriented

approach, 204difference management

principles, 257, 259direction and planning

areas, 205excellence, striving toward,


233, 238facilitation, 203, 207-208fairness, 207focused approach to, 204goal-oriented, 206intensive focus, 204management versus, 202organizational influence

areas, 205ownership, 203ownership mindset, 208passionate approach to,

204people-focused approach,

204people skills, 206planning roles, 203point man roles, 203problem-solving roles, 203project management as

personal value point, 14project success tips, 32realities, 207reasons for, 201-202resilience, 208


28 1975 Index 3/28/05 1:36 PM Page 303

304 LEADERSHIP

respect, 207risk analysis, 204risk management areas,

206salesman roles, 203savvy approach to, 203self-awareness, 208self-control, 208servant leadership

approach, 209-210skill sets, 22teaching roles, 208team areas, 205team orientation plans, 250technical issue areas, 205trust skills, 207visual perspective approach,

206

learningfrom successful projects,

32-33from troubled projects,

29-31

learning styles, communica-tion challenges, 217

legal assistance, vendormanagement, 275

legal constraints, communi-cations planning, 218

legal issues, managingdeliverables, 154

length expectations, com-munications planning, 218

lessons learned, project closure, 283

leveling resources, schedul-ing software benefits, 100

leveragingproject management as


risk control strategies, 184status reporting, 224

librarians, project managerroles, 21

licensing and fees, budgetdevelopment, 112

lifecycle principlesbudget development impor-

tance, 109risk management, 175

limited overtime, shorten-ing project schedules, 103

listening skillsactive listening, 22communications manage-

ment, 219interpersonal skills, 225

location considerations,communications planning,217

logging systemsissue management

central control contacts,166

collaboration tools, 168data points, 166-167databases, 168disciplined practices, 171multiple logs, 170spreadsheets, 168word processors, 168

risk management, 178

logistics, project definitionreasons, 40

logschange control, 146project success tools, 35

Mmaintenance, project plan-

ning considerations, 53management, WBS objec-

tives, 72management commitment

considerations, vendormanagement, 270

management decisions,poor, work estimation rea-sons, 84

management processes,project control, 122-123

management style princi-ples, team performance,245

managers (project man-agers), 16-17

managingchange control

alertness, 142baselines, resetting, 144buy-ins, 145challenges, 148-149Change Control Board,

142, 146change control systems,

141change prevention

actions, 146-148change request forms,

145-146change types, 139-140changes, planning for,

141configuration and orga-

nizational managementcomparisons, 140-141

contract alignment, 145defined, 138-139identification numbers,

146

28 1975 Index 3/28/05 1:36 PM Page 304

MANAGING 305

multiple process paths,144

over-communication,142

overview, 137principles, 144scope changes, minimiz-

ing, 142scope creep, 138spreadsheets, 146stakeholders, educating,

141tracking logs, 146unplanned scope change

causes, 142-144communications

appreciation and grati-tude, 218

audio conferencing, 222central contact assign-

ment, 220challenges of, 216-217communication options,

221-223conflict resolution, 215controversial communi-

cations, 223documentation, 218email, 215, 222expectations, 215face-to-face meetings,

215, 222five Cs of communica-

tion, 218follow-ups, 218information flow, 221instant messaging, 222interpersonal skills, 225meeting practices, 224meetings, 215message content consid-

erations, 221

natural communicationstrengths, 220

organizational changemanagement areas,214

planning, 217-218prioritization, 218proactive approach, 219project schedule consid-

erations, 218push and pull methods,

220reasons for, 215relationship building

techniques, 219reasonability, 218-219stakeholder analysis, 220standard communication

areas, 214status reporting,

223-224team management, 215technology use, 221telephone contact, 215,

222urgent communications,

220video-conferencing, 222voice mail, 215, 222web conferencing, with

audio, 223deliverables

access control implemen-tation, 156

approval processes, 155archived files, leveraging,

158backup procedures, 157baseline establishment,

156best practices, 155-159

build/release process,158

central repository, estab-lishing, 155

challenges, 161change control system,


ment, 152, 158configurations manage-

ment plans, 159-160CYA (Cover Your Assets),

155directory structures, 156file naming conventions,

establishing, 156gatekeepers, defining,

156identity management,

154-155protection management,

155reasons for, 153-154review processes, 155revision processes, 155standard document sec-

tions, 156tracking systems, 155,

157version numbering

schemes, 156differences

buy-in principles, 256communication princi-

ples, 256-258cross-cultural projects,

261-262cross-functional projects,

258-261expectations, verifying,

258leadership principles,

257


28 1975 Index 3/28/05 1:36 PM Page 305

306 MANAGING

management efforts,258

proper planning princi-ples, 256

risk management princi-ples, 256

sponsorship principles,256

virtual projects, 262-265well-defined expectation

principles, 256expectations

assumptions, avoiding,234-235

balance and control, 232better requirements

management, 239-241blocking and tackling

fundamentals, 234buy-ins, 234change control, 231,

236checkpoints, 236communication efforts,

234completion criteria, 236control and execution

elements, 236-237critical success factors,

228, 230, 232execution, 231-233follow through, 232formal signoffs, 236interpersonal skill consid-

erations, 234issue management, 236kickoff meetings,

236-238milestones, 236over-delivery principle,

232ownership, 228perceptions, making a

difference, 228

perspective considera-tions, 234

planning elements,235-236

priorities, 235problems, avoiding, 239project impact, 231, 233project work products,

233quality management,

236realistic expectations,

232reality and perception,

balancing, 229requirements manage-

ment, 236reviews, 236risk management, 236scope management,

230-231stakeholder expecta-

tions, 228status report, 236team communications,

237unstated expectations,

234work products, 231

issuesadministrative process

principles, 164alignment, 164best practices, 169-170clear and concise project

processes, 165cost effective approach,

164documentation, 164escalation procedures,

166facilitation, 169identification, 169

logging systems,166-168, 170-171

proactive project man-agement, 164-165

project manager mindsetprinciples, 165

resolution, 169reviews, 170root cause analysis, 169tracking systems, 164training systems, 170

projectsassumption and con-

straint risk sources, 181business risk sources,

180challenges, 14-16change impact risk

sources, 179external risk sources,

180facilities risk sources,

180funding risk sources, 180key concepts, 9-10leadership versus, 202organization risk sources,

179project management risk

sources, 181project size and com-

plexity risk sources, 179requirements risk

sources, 179scheduling risk sources,

180self-inflicted risk sources,

181-182sponsorship risk sources,

180stakeholder involvement

risk sources, 180technology risk sources,

180

28 1975 Index 3/28/05 1:36 PM Page 306

MANAGING 307

unidentified project plan-ning risk source, 181

vendor and supplier risksources, 180

qualityacceptance criteria, 196agile development, 194audits, 191-192challenges, 195-196checklists, 191communication, 196completion criteria, 192computer simulation,

194customer focus, 190-196expectations, setting,

190identification principles,

189industry standards, 187inspections, 191iterative development,

194mentor relationships,

194overview, 188planning principles,

189-190PMI definition of, 188pre-verification, 194prevention, 196process focus on, 189product focus on, 189project manager respon-

sibilities, 191prototyping approach,

194quality control tools, 188QFD (Quality Function

Deployment), 193Quality Management

Plan, 193

rational unified process-ing, 194

requirements focus on,189

requirements traceabilitymatrix, 191

reviews, 191risk management and,

188scenario development,

194scope focus, 196skilled resources/high-

performing teams, 196small work packages,

192, 196standards, 192storyboarding approach,

194success factors, 190testing cycles, 191V method, 193value-added require-

ments, 189verification principles,

189-190risks

acceptance riskresponse, 177

assessment, 178avoidance risk response,

177buy-ins, 176consistency principles,

174control strategies,

183-184focus control, 175identification steps, 175impact assessment, 176lifecycle principles, 175logging systems, 178

mitigation risk response,177

monitor risk response,177

monitoring systems, 176paranoia principles, 174planning defects, 182plans, 178prioritization techniques,

176proactive project man-

agement, 173-174probability scales, 175probability/impact main-

tenance, 178profiles, 178project management

principles, 174qualitative analysis, 176quality management

and, 188repeatedly performed

tasks, 175response options,

177-178risk profiles, 175risk-related terms,

184-185systematic principles,

174transference risk

response, 177vendors

buyer tips and tech-niques, 271-273

client organization, 268contracts, 269-270,

275-278delivery management,

269evaluation and selection

elements, 269


28 1975 Index 3/28/05 1:36 PM Page 307

308 MANAGING

formality rules, 269-270management commit-

ment considerations,270

management skills,274-275

procurement specialists,267-268

project managementessentials, 268-269

relationship manage-ment, 269

roles and responsibilities,clarifying, 271

seller organization, 268seller tips and tech-

niques, 273-274terms and processed,

clarifying, 271win-win relationship

approach, 270

materials, budget develop-ment, 112

meetingscommunications manage-

mentagenda preparation, 224closure, 224face-to-face meetings,

215, 222facilitation, 224meeting minutes, post-

ing, 224note taking, 224planning, 224timing considerations,

224video conferencing, 222

difference management,260

expectation managementbaselines, 237clarity, 238context considerations,

238feedback suggestions,

238mini-kickoff meetings,

237official notification, 237project plan reviews, 238readership roles, 238relationship-building

process, 237-238resource availability, 238short-term goal consider-

ations, 238size, length and logistic

considerations, 237team unity, 238visualization, 238

status meetingsproject control, 125recovery activities, 135

team performance princi-ples, 247-248

virtual, 264

mentor relationships, quali-ty management, 194

message content considera-tions, communicationsmanagement, 221

milestonescharts, project success

tools, 34contract components, 275expectation management,

236project control, 126project schedule presenta-

tions, 104

mindset considerations, skillsets, 23

minutes, posting, 224missed deadlines, troubled

projects, 30missing cost categories,

budget development chal-lenges, 115

mistakes, project managers,24-25

misunderstandings, differ-ence management, 261

mitigation risk response,177

monitoringproject management key

concepts, 9risk management, 176-177,

183

Monte Carlo simulations,risk management, 176

motivation, team perfor-mance principles, 246

multi-cultural teams, projectmanagement trends, 18

multiple passes, projectplanning, 51

mutual agreementscontract termination, 286legal contracts, 275

Nnegative performance

index, Earned ValueManagement, 131

negativity, interpersonalskills, 225

negotiation, deliverablemanagement, 154

28 1975 Index 3/28/05 1:36 PM Page 308

PARANOIA PRINCIPLES 309

negotiations, vendor man-agement, 275

network diagrams, projectschedule, 99, 104

new team members, teamorientation plans, 249

newsletters, communica-tions management, 214

non-disclosure agreements,contract components, 276

non-language exhibits,expectation management,241,

non-working days, realisticproject schedules, 102

note taking, meeting prac-tices, 224

notebooks, project successtools, 35

notification, kickoff meet-ings, 237

numeric probability scales,risk management, 175

Oobjectives

lack of understanding, pro-ject manager mistakes, 25

project definition elements,42

OBS (OrganizationalBreakdown Structure), 71

office productivity suite,skill sets, 21

one-on-one meetings, com-munications management,214

ongoing project operations,8-9

operational costs, budgetdevelopment, 113

operations (projects), ongo-ing, 8-9

organizationcharts

communications man-agement, 214


project success tools, 34project management key

concepts, 9project manager roles,

20-21project success tips, 28risk sources, 179updates, project planning,

59WBS objectives, 72-74

organization value points,12-13

organizational and configu-ration change manage-ment comparisons,140-141

Organizational BreakdownStructure (OBS), 71

organizational changeissues, project definition,44

organizational culturecommunications planning,


organizational impacts, pro-ject management chal-lenges, 15

organizational influenceareas, leadership needs,205

organizational structure,communications planning,217

orientation plans, team per-formance principles,249-250

out-of-scope specifications,project definition ele-ments, 42-43

outcomes, project and oper-ation comparisons, 9

outline form (WBS), 66over-allocated resources,

quality management chal-lenges, 195

over-communication,change control, 142

overhead costs, budgetdevelopment, 113

overtime, limited, 103ownership


leadership roles, 203, 218property rights and, 276success tips, 12WBS guidelines, 74

Pparametric estimating,

work estimation, 85paranoia principles, risk

management, 174


28 1975 Index 3/28/05 1:36 PM Page 309

310 PART-TIME RESOURCES

part-time resources, realisticproject schedules, 102

partial role responsibility,project planning, 58-59

partial schedules, 92-93partnerships, vendor man-

agement, 273passionate approach

leadership styles, 204project manager success

tips, 24

past experiences, communi-cation challenges, 216

patience, servant leader-ship, 209

payment schedules, con-tracts, 276

payments, finalizing, pro-ject closure, 283

PBS (Project BreakdownStructure), 71

PDA (Prevention, Detection,and Action), 121-122

penalties, contract compo-nents, 276

people skills, leadershiproles, 206

people-oriented approach,leadership styles, 204

perception, expectationmanagement, 228-229

performance developmentbudget development impor-

tance, 108clarity traits, 244client interaction prepara-

tion, 248collocation, 248commitment traits, 244conflict resolution tech-

niques, 248critical success factors, 232

expectation managementprinciples, 245

expertise, leverage, 248evaluations, project closure,

284high performing teams, 244high-maintenance staffs,

251kickoff meetings, 247-248management style princi-

ples, 245marketability experiences,

246orientation plans, 249-250planning principles, 245poor performers, 250-251primary strength traits, 246procedures, setting up, 247productivity principles,

245-246professionalism, 244progress reporting, 247project control, 127-129project management key

concepts, 10project planning considera-

tions, 53project schedule impactsproject repository setup,

249recognition, 246-247relationship building princi-

ples, 247reputation considerations,

251reward systems, 246-247risk identification, 252standards, setting, 248synergistic traits, 244, 247task assignment techniques,

249team charter development,

248

team focus, 245WBS objectives, 72-73

personal credibility, expec-tation management, 233

personal value points, pro-ject management benefits,13-14

perspectiveexpectation management,

234interpersonal skills, commu-


persuasionproject manager roles, 20servant leadership, 210

PERT charts, 86phased control, risk control

strategies, 184phased estimating, work

estimation, 85physical state, communica-

tion challenges, 216plan phase, effort distribu-

tion estimation, 85Planned Value (PV), 131planning projects

acceptance criteria, 54all-encompassing docu-

ment, 51budgets, 59change control, 60-61, 141checklists, 62, 64communications manage-

ment, 61, 217-218configuration management,

60, 62control systems, 59cost determination updates,

59critical issues, 60deliverables, 52-54, 60

28 1975 Index 3/28/05 1:36 PM Page 310

PROBABILITY SCALES 311

detail planning, 52fundamental questions,

52-53multiple passes, 51partial role responsibility,

58-59proactive project manage-

ment, 51procurements, 61-62project organization

updates, 59purpose principles, 50quality management, 62quality standards, 60RASIC representation, 56reasons for, 49-50resource needs, 54-55resources, 63responsibility matrix, 63risk analysis, 63roles and responsibilities, 58rolling wave planning, 50schedule development, 56shared information, 54stakeholder analysis, 51success factor considera-

tions, 51supplemental project plan

components, 61-63team interaction, 51team management, 61validation, 53variance management, 63WBS and, 70work estimation, 56

PMI (Project ManagementInstitute), 8-12

PMP (Project ManagementProfessional), 17

PMP Exam Cram 2 (GregHorine and David Francis),16

point mancommunications manage-

ment, 220leadership roles, 203

point-of-contact, projectmanager roles, 20

policies, project definition,44

politics, project definitionreasons, 41

poor performancedifference management,

259team performance princi-

ples, 250-251

poor scope statement,unplanned scope changecauses, 143

poorly written require-ments, expectation man-agement problems, 239

portfolio project manage-ment, project definitionreasons, 41-42

positive attitudessuccess tips, 23-24team performance princi-

ples, 246

post-implementation,change preventionactions, 148

posting minutes, 224potential impacts, cross-cul-

tural projects, 262pre-allocated budgets, bud-

get development chal-lenges, 115

pre-verification, qualitymanagement, 194

preliminary schedules,98-100

presentationscommunications manage-

ment, 214project schedules, 104

preventionproject control principles,

121quality management prac-

tices, 196

Prevention, Detection, andAction (PDA), 121-122

principles, reviewing, 135priorities

communications manage-ment, 218


project closure challenges,285

project control, 123project success tips, 33risk management, 176

priority data points, loggingsystems, 167

proactive approach, com-munications management,219

proactive project manage-ment

issue management systems,164-165

project planning, 51risk management, 173-174

probability matrix, riskmanagement, 178

probability scales, risk man-agement, 175


28 1975 Index 3/28/05 1:36 PM Page 311

312 PROBLEM SOLVING

problem solvingexpectation management,

239leadership roles, 203project manager roles, 20

proceduresconfiguration management

plans, 160team performance, 247

processesbuyer tips and techniques,

vendor management, 272clarification, 271configuration management

plans, 160overextended, risk manage-

ment challenges, 182quality management, 189

procurementbudget finalization, 114communications planning,

218project control, 122project management

knowledge areas, 12project planning, 61-62vendor management,

267-268

productivitydifference management,

264productivity loss, 153project manager roles,

267-268team performance princi-

ples, 245-246

products, quality manage-ment, 189

professionalism, team per-formance, 244

profiles, risk management,175, 178

profit margins, lack of, 115progress, WBS guidelines,

74progress notes data points,

logging systems, 167progress reporting, team

performance, 247progress tracking, 31-33progressive elaboration,

project definition, 43Project Breakdown

Structure (PBS), 71project definition reasons,

41project groups (PMI), 10-11Project Management

Institute (PMI), 8-12Project Management

Professional (PMP), 17project managers

challenges of, 133common mistakes of, 24-25demands for, 16-17inadequate, troubled pro-

jects, 30mindset principles, issue

management systems,165

responsibilities of, 191risk management roles, 21roles of, 20-21skill categories, 21-22unsuccessful project consid-

erations, 21-23success tips for, 23-24too many, troubled projects,

30

project phase namedeliverable tracker recom-

mendations, 157

projectsbudget development

assumptions, document-ing, 110

buffers, 110cash flow management

tool, 109challenges of, 115-116comprehension principle,

109cost estimate models,

113costs of change, 113disposal costs, 113earned value manage-

ment, 109equipment sources, 111expectation measure-

ments, 109expenses versus capital,

111finalization, 114-115initial development, 113investment justification,

109iterative process princi-

ple, 109labor cost sources, 110licensing and fees, 112lifecycle principle, 109materials, 112operational costs, 113overhead costs, 113performance measure-

ment importance, 108reasons for, 108-109spreadsheet approach,

113time-phased principle,

109training sources, 112

28 1975 Index 3/28/05 1:36 PM Page 312

PROJECTS 313

travel sources, 112validation importance,

108communications, 61controlling

15% Completion Rule,124

action, 121-122baselines, 125, 134change control, 122,

124, 134checkpoints, 126completion criteria, 125,


ment, 122considerations, 120-121consistency, 124, 134detection, 121early project stage man-

agement, 124-125escalation thresholds,

127EVM (Earned Value

Management),130-133

expectations, setting,124

formal signoffs, 126issue management, 122management processes,

122-123milestones, 126organizational culture,

124overview, 119-120PDA (Prevention,

Detection, and Action),121-122

performance reporting,122, 127-129

planning, 124

prevention, 121priorities, 123process control, 124procurement manage-

ment, 122progress measurement

challenges, 134project manager reluc-

tance challenges, 133project scale, 123quality auditors, 126quality management,

122recovery activities,

134-135requirements manage-

ment, 123requirements traceability

challenges, 134requirements traceability

matrix, 126reviews, 125risk management, 122small work packages,

125status meetings, 125team connection chal-

lenges, 134time and cost account-

ing challenges, 133unidentified work chal-

lenges, 134V method approach, 127variance responses,

129-130defining

acceptance checklist, 47alternative approaches,

44approach checklist, 47assumptions, 43constraints, 43

context, 43cost estimates, 44definition questions/con-

siderations, 40dependencies, 43documentation checklist,

47financial reasons for, 41general checklist, 45-46goals and objectives, 42historical reasons for, 41logistical reasons for, 40organizational change

issues, 44out-of-scope specifica-

tions, 42-43policies and standards,

44political reasons for, 41portfolio project man-

agement, 41-42practical reasons for, 41progressive elaboration,

43purpose, 42recommend project

approach, 44resource estimates, 44risk checklist, 47risks, 43schedule estimates, 44scope, 43, 46stakeholders, 44, 46-47success criteria, 42supporting document

references, 45ending

absorption method, 287cancellations, 286challenges, 285collapse method, 287


28 1975 Index 3/28/05 1:36 PM Page 313

314 PROJECTS

completion method, 286contract termination,

286deterioration method,

287displacement method,

287lack of closure, 282official closure signals,

282personal interaction

analogy, 281-282Project End checklists,

282-284success criteria, 282

examples of, 8leadership

alignment roles, 203business change areas,

205business issue areas, 205calm natured approach

to, 204coaching roles, 203commitment areas, 205communications areas,

205conflict resolution areas,

205consistency, 207contextual approach to,

204customer service orient-

ed approach, 204direction and planning

areas, 205excellence, striving

toward, 208facilitation, 203-208fairness, 207focused approach to,

204goal-oriented, 206intensive focus, 204

management versus, 202organizational influence

areas, 205ownership mindset, 208passionate approach to,

204people skills, 206people-focused

approach, 204planning roles, 203point man roles, 203problem-solving roles,

203realities, 207reasons for, 201-202resilience, 208respect, 207risk analysis, 204risk management areas,

206salesman roles, 203savvy approach to, 203self-awareness, 208self-control, 208servant leadership

approach, 209-210teaching roles, 208team areas, 205technical issues areas,

205trust skills, 207visual preservative

approach, 206managing

challenges, 14-16key concepts, 9-10leadership versus, 202

operations, ongoing, 8-9planning

acceptance criteria, 54all-encompassing docu-

ment, 51budgets, 59

change control, 60-61checklists, 62, 64communication plans, 61configuration manage-

ment, 60, 62control systems, 59cost determination, 59critical issues, 60deliverables, 52-54, 60detail planning, 52fundamental questions

to, 52-53multiple passes, 51partial role responsibility,

58-59proactive project man-

agement, 51procurements, 61-62project organization

updates, 59purpose principles, 50quality management, 62quality standards, 60RASIC representation, 56reasons for, 49-50resource needs, 54-55resources, 63responsibility matrix, 63risk analysis, 63roles and responsibilities,

58rolling wave planning,

50schedule development,

56schedules versus, 93shared information, 54stakeholder analysis, 51success factor considera-

tions, 51supplemental project

plan components,61-63

28 1975 Index 3/28/05 1:36 PM Page 314

QUALITY 315

team interaction, 51team management, 61validation, 53WBS and, 70work estimation, 56

schedulesacceptance goals, 95budget impacts, 94completeness and quality

goals, 95crashing technique, 103critical path, 98effort estimation inputs,

96, 98fast tracking technique,

103finalization, 99formalization goals, 95impact, 92-95limited overtime tech-

nique, 103network diagrams, 99partial, 92-93performance impacts, 94preliminary, 98-100presenting, 104process improvement

technique, 103project planning versus,

93quality-based reviews,

103realistic expectations, 95,

98, 101-102reasons for, 91-92resource impacts, 94resource inputs, 96, 98risk analysis, 96, 98scheduling software, 100shortening, 102-103task inputs, 97-99

team-based approach,100

walk-through, 98, 103WBS inputs, 95what-if analysis, 94

success tipsacceptance criteria, 28achieved purpose, 28agreement, 32alignment, 32budgets, completed

within, 28collaboration, 33communication, 33completed on-time, 28customer expectation,

33decision points, 28delivered as promised,

28leadership, 32learning from successful

projects, 32-33learning from troubled

projects, 29-31management tools,

33-35organization, 28planning, 32quality, 28priorities, 33progress tracking, 33risk analysis, 33scope, 32skill sets, 33stakeholder acceptance,

28, 32support, 32universal harmony, 28win-win relationship

approach, 28

protection management,managing deliverables,155

prototyping, quality man-agement, 194

public relation notices, com-munications management,214

purposeachieved, success tipsproject and operation com-

parisons, 9project definition elements,

42project planning, 50

push and pull methods,communications manage-ment, 220

PV (Planned Value), EarnedValue Management, 131

Qqualitative analysis, risk

management, 176,183quality

auditors, 126enhancements, 272managing

acceptance criteria, 196agile development, 194audits, 191-192challenges, 195-196checklists, 191communication, 196completion criteria, 192computer simulation,

194control tools, 188customer focus, 190-196expectations, setting,

190


28 1975 Index 3/28/05 1:36 PM Page 315

316 QUALITY

identification principles,189

industry standards, 187inspections, 191iterative development,

194mentor relationships,

194overview, 188planning principles,

189-190PMI definition of, 188pre-verification, 194prevention, 196process focus on, 189product focus on, 189project manager respon-

sibilities, 191prototyping approach,

194QFD (Quality Function

Deployment), 194Quality Management

Plan, 193rational unified process-

ing, 194requirements focus on,

189requirements traceability

matrix, 191reviews, 191risk management and,

188scenario development,

194scope focus, 196skilled resources/high-

performing teams, 196small work packages,

192, 196standards, 192storyboarding approach,

194success factors, 190

testing cycles, 191V method, 193value-added require-

ments, 189verification focus on,

189-190project control, 122project management chal-

lenges, 10-11, 15project planning considera-

tions, 52project schedule goals, 95project success tips, 28,

33-34quality assurance, 184, 272reviews, 103standards, 60

question askinginterpersonal skills, 225project planning, 52-53

RRASIC representation, 56rational unified processing,

quality management, 194RBS (Resource Breakdown

Structure), 71realistic expectations


leadership skills, 207project schedules, 98-102success tips, 32

realistic goals, projectschedules, 95

recognitionproject management as

personal value points, 13team performance princi-

ples, 246-247

recommended projectapproach, project defini-tion elements, 44

reconciliation, budget final-ization, 114

recovery activitiesbaselines, resetting, 135clarity, communication, 135deliverable management,

153discussed, 134increased accountability and

visibility, 135issue resolution, 135planning principles, review-

ing, 135status meetings, 135

references/referrals, projectclosure, 284

refinement, WBS guide-lines, 74

regulatory issues, managingdeliverables, 154

related terms, configurationand organizational man-agement comparisons, 141

relationship builderscommunications manage-

ment, 219interpersonal skills, commu-


kickoff meetings, 237-238team performance, 247vendor management, 269

release process, managingdeliverables, 158

repeatedly performed tasks,risk management, 175

reportingconfiguration management

plansperformance, project con-

trol, 122, 127-129

reports, 34, 223-224

28 1975 Index 3/28/05 1:36 PM Page 316

REWARD SYSTEMS 317

repository plansconfiguration management

plans, 160team performance princi-

ples, 249

reputations, team perfor-mance principles, 251

requestor information,change request forms, 145

requests, change controlprinciples, 144

requirementschange prevention actions,

147difference management,

261documents, success tools,


236, 239-241project control, 123project control challenges,

134quality management, 189risk sources, 179, 182unplanned scope change

causes, 143-144

requirements traceabilitymatrix


project control, 126quality management tools,

191

reserve time, work estima-tion practices, 88

resilience, leadership skills,208

resolutionissue management systems,


ject manager mistakes, 25recovery activities, 135

Resource BreakdownStructure (RBS), 71

resourcesbuyer tips and techniques

vendor management,272


incorrect, work estimationreasons, 84

kickoff meetings, 238lack of, troubled projects,

30leveling, scheduling soft-

ware benefits, 100partial role responsibility,

58-59project definition elements,

44project management, 15,

18project manager roles, 20project planning, 52-53, 63project schedule inputs, 96,

98schedule updates, project

closure, 283scheduling software bene-

fits, 100vendor management, 274WBS guidelines, 74work estimation, 83

respectleadership skills, 207server leadership, 209

response planning, 176,178, 183

responsibilitiescommunications manage-

ment, 218-219, 257execution management,

236project planning, 58, 63project success tools, 34servant leadership, 209vendor management, 269,

271

responsivenessdifference management,

264servant leadership, 209

resumes, updating, 284reviews

communications manage-ment, 214

deliverable management,155


issue management systems,170

project schedules, 103quality management princi-

ples, 191reviewing principles, 135vendor management, 274

revision history page (docu-ment sections), 156

revision processes, manag-ing deliverables, 155

reward systemsbuyer tips and techniques,

271team performance princi-

ples, 246-247


28 1975 Index 3/28/05 1:36 PM Page 317

318 RIGHT PROJECT APPROACH

right project approach,change preventionactions, 147

risk analysis. See also riskmanagement


lack of, quality manage-ment challenges, 196

leadership, 205, 206performance reporting, 128proactive project manage-

ment, 51project control, 122project definition elements,

43, 47project manager success

tips, 24project planning, 63project schedules, 96, 98project success tips, 33, 35WBS objectives, 73work estimation, 82-84, 87

risk management. See alsorisk analysis

assumption and constraintrisk sources, 181

avoidance risk response,177

business risk sources, 180buy-ins, 176challenges of, 182-183change impact risk sources,

179consistency principles, 174control strategies, 183-184external risk sources, 180facilities risk sources, 180focus control, 175funding risk sources, 180identification steps, 175impact assessment, 176lifecycle principles, 175

logging systems, 178mitigation risk response,

177monitoring systems,

176-177organization risk sources,

179paranoia principles, 174planning defects, 182plans, 178prioritization techniques,

176proactive project manage-

ment, 173-174probability scales, 175probability/impact matrix,

178profiles, 178project management princi-

ples, 174project management risk

sources, 181project size and complexity

risk sources, 179qualitative analysis, 176quality management and,

188repeatedly performed tasks,

175requirements risk sources,

179response options, 176-178risk profiles, 175risk-related terms, 184-185scheduling risk sources, 180self-inflicted risk sources,

181-182sponsorships risk sources,

180stakeholders involvement

risk sources, 180systematic principles, 174team risk sources, 180

technology risk sources,180

transference risk response,177

unidentified project plan-ning risk source, 181

vendor and supplier risksources, 180

project manager mindset,issue management sys-tems, 165

project planning considera-tions, 53

road shows, communica-tions management, 214

role responsibility matrixcommunications manage-

ment, 214

rolescommunication, difference

management, 257configuration management

plans, 160expectation management,

233project planning, 58vendor management, 269,

271

rolling wave planning, pro-ject planning, 50

root cause analysis, issuemanagement systems, 169

rule-of-thumb estimating,heuristic estimation, 85

rush jobs, project closurechallenges, 285

Ssalesman roles, 21, 203scale, project control, 123scenario development,

quality management, 194

28 1975 Index 3/28/05 1:36 PM Page 318

SKILL CATEGORIES 319

schedule completion date,deliverable tracker recom-mendations, 157

Schedule PerformanceIndex (SPI), 131

Schedule Variance (SV), 131schedules

acceptance goals, 95budget impacts, 94change control principles,

144communications manage-

ment, 218completeness and quality

goals, 95critical path, 98developing, project plan-

ning, 56effort estimation inputs, 96,


236finalization, 99formalization goals, 95impacts, 92-95lack of understanding, pro-

ject manager mistakes, 25network diagrams, 99partial, 92-93performance impacts, 94preliminary, 98-100presenting, 104project closure, 283project definition elements,

44project planning versus, 93project success tips, 33-34quality-based reviews, 103realistic expectations, 98,

101-102realistic goals, 95reasons for, 91-92

resource impacts, 94resource inputs, 96, 98risk analysis, 96, 98risk sources, 180, 182scheduling software, 100shortening, 102-103task inputs, 97-99team orientation plans, 249team-based approach, 100undeveloped, 251-252walk-through, 98, 103WBS and, 70-71, 74, 95what-if analysis, 94work estimation, 80, 82

scopechange control, 142-144critical success factors, 232expectation management,

230-231lack of, troubled projects,

31project definition elements,

43, 46project management chal-

lenges, 15project management

knowledge areas, 11project success tips, 32quality management plans,

193, 196

scope creep, 138scope statement

contract components, 275expectation management,

235

security agreements, con-tract components, 276

self-assessments, skill setcategories, 23

self-awareness, leadershipskills, 208

self-controlinterpersonal skills, commu-


leadership skills, 208

self-inflicted risk sources,181-182

seller organization, vendormanagement, 268

seller tips and techniques,vendor management,273-274

servant leadership, 209-210,257

service-orientation, servantleadership, 209

shared information, projectplanning, 54

short-term goals, expecta-tion management, 238

shortening project sched-ules, 102-103

sign-offschange prevention actions,

147-148expectation management,

236managing deliverables, 153protection management,

126, 155vendor management, 273

signatureslegal contracts, 275reluctant, 261

similarities, project andoperation comparisons, 9

skill categoriesbusiness management, 21communication skills, 22industrial experience, 21leadership, 22


28 1975 Index 3/28/05 1:36 PM Page 319

320 SKILL CATEGORIES

office productivity suite, 21project success tips, 33self-assessments, 23skill sets, 13, 52software skills, 21technical knowledge skills,

21unsuccessful project consid-

erations, 22

skilled resources, qualitymanagement practices,196

small work packagesproject control, 125quality management princi-

ples, 192, 196

SMART goals (Specific,Measurable, Achievable,Rewarding, Time-based),45

SME (subject matterexpert), 86

softwarescheduling, 100software skills, 21

SPI (Schedule PerformanceIndex), 131

sponsorshipdifference management,

256, 258lack of, troubled projects,

29risk management, 180vendor management, 269

spreadsheetsbudget development, 113change control, 146issue management logging

systems, 168

staffing, project successtools, 35

stakeholder acceptanceproject management as


stakeholdersbuy-in, lack of, 29communications manage-

ment, 217, 220defined, 13educating, change control,



228, 239project definition elements,

44, 46-47project planning, 51, 53quality-based reviews with,

project schedules, 103WBS guidelines, 72, 74

standard document sec-tions, managing deliver-ables, 156

standardsproject definition, 44quality management, 187,

192setting, team performance,

248

statistical data, parametricwork estimation, 85

status data points, loggingsystems, 166

status information, changerequest forms, 146

status meetingsproject control, 125recovery activities, 135

status reportscommunications manage-

ment, 214, 223-224expectation management,

236project success tools, 34

stoplight indicators, perfor-mance reporting, 128

storyboarding, quality man-agement approach, 194

strength traits, team perfor-mance principles, 246

subject matter expert(SME), 86

subjective probabilityscales, risk management,175

submission by data points,logging systems, 167

success factorschange control principles,

144ending projects, 282expectation management,

228, 230, 232performance reporting, 127project definition elements,

42project planning, 51quality management princi-

ples, 190team performance princi-

ples, 251vendor management, 269

success tipsproject managers, 23-24projects, 28-35

successful performance,contract termination, 286

28 1975 Index 3/28/05 1:36 PM Page 320

TECHNICAL DIFFICULTIES 321

summariesinterpersonal skills, commu-


performance reporting, 128project success tools, 35

supplemental project plancomponents, 61-63

supplier risk sources, 180support

lack of, troubled projects,29

project success tips, 32

supporting document refer-ences, project definitionelements, 45

SV (Schedule Variance), 131systematic principles, risk

management, 174

TT&M (time and materials)

contracts, 276-278target audience, communi-

cations management, 219target dates, critical success

factors, 232target due date data points,

logging systems, 167target reports, status

reporting, 223targets, configuration man-

agement plans, 160communication, difference

management, 257

tasksassignment techniques,


project planning considera-tions, 52

project schedule inputs,96-99

project schedules versusWBS, 71

WBS guidelines, 74

teaching roles, leadershipskills, 208

teamscommunications manage-

ment, 215expectation management,

237-238performance development

clarity traits, 244client interaction prepa-

ration, 248collocation, 248commitment traits, 244conflict resolution tech-

niques, 248expectation manage-

ment principles, 245expertise, leverage, 248high-maintenance staffs,

251high-performing teams,

244kick off meetings,

247-248management style princi-

ples, 245marketability experi-

ences, 246orientation plans,

249-250planning principles, 245poor performers,

250-251primary strength traits,

246procedures, setting up,

247

productivity principles,245-246

professionalism, 244progress reporting, 247project repository setup,

249recognition, 246-247relationship building

principles, 247reputation considera-

tions, 251reward systems, 246-247risk identification, 252standards, setting, 248synergistic traits, 244,

247task assignment tech-

niques, 249team charter develop-

ment, 248team focus, 245team selection principles,

successful people, 245team unity rituals, 249trust levels, 244undeveloped schedule

considerations,251-252

project and operation com-parisons, 9

project management keyconcepts, 10

project schedules, quality-based reviews, 103

roles and responsibilities,expectation management,238

vendor teams, integrating,272

technical difficulties,unforeseen, troubled pro-jects, 31


28 1975 Index 3/28/05 1:36 PM Page 321

322 TECHNICAL ISSUE AREAS

technical issue areas, lead-ership needs, 205

technical skill setsknowledge skills, 21project management as

personal value points, 13

technologycommunications manage-

ment, 217, 221overhead costs, 113risk sources, 180technology shifts,

unplanned scope changecauses, 143

telephone contact, commu-nications management,215, 222

terminating contracts, 286terminology development,

communication, differencemanagement, 257

terms, clarifying, 271testing

project control, 125quality management princi-

ples, 191, 195

The Servant as Leader(Robert Greenleaf), 209

The Sevens Habits (StephenCovey), 231

thinking before responding,interpersonal skills, 225

time and materials (T&M)contracts, 276-278

time challenges, projectcontrol, 133

time estimates, validatingvendor management, 273work estimation practices,

88

time zone references, 262,264

time-phased principle, bud-get development impor-tance, 109

timetable dates, contractcomponents, 275

timingmeeting practices, 224project management

knowledge areas, 11

title page (document sec-tions), 156

tolerance levels, escalationthresholds, 127

tonality, interpersonal skills,225

toolsconfiguration management

plans, 160deliverable management

challenges, 161

traceabilitychange prevention actions,

147quality management tools,

191

tracking systemschange control, 146issue management systems,

164managing deliverables, 153,

155, 157requirements traceability

matrix, 126

training sourcesbudget development, 112issue management systems,

170project planning considera-

tions, 53

transference risk response,177

transition plans, lack of, 285travel sources, budget

development, 112trends, in project manage-

ment, 17-18triple constraint of project

management, 15troubled projects

learning from, 29-31WBS guidelines, 75-76

trustleadership skills, 207servant leadership, 209team performance, 244vendor management, 274

Uunacknowledged risks, 182uncharted territory, project

management challenges,15

undetected risks, risk man-agement challenges, 182

undeveloped schedule con-siderations, team perfor-mance principles, 251-252

unidentified work, projectcontrol challenges, 134

unity rituals, team perfor-mance principles, 249

universal harmony, projectsuccess tips, 28

unstated expectations, 234,239, 261

unsuccessful projects, skillset categories, 22

urgent messages, communi-cations management, 220

28 1975 Index 3/28/05 1:36 PM Page 322

WEAK FOUNDATION 323

VV method

project control, 127quality management princi-

ples, 193

validationbudget development impor-

tance, 108interpersonal skills, commu-


project planning, 53

value-added requirements,quality management, 189

values and beliefs, commu-nication challenges, 216

variance management, pro-ject planning, 63

variance responses, projectcontrol, 129, 130

vendor managementbuyer tips and techniques,

271-273client organization, 268contract development,

269-270, 275-278delivery management, 269evaluation and selection

elements, 269formality rules, 269-270management commitment

considerations, 270management skills,

274-275procurement specialists,

267-268project management essen-

tials, 268-269

relationship management,269

roles and responsibilities,clarifying, 271

seller organization, 268seller tips and techniques,

273-274terms and processes, clarify-

ing, 271win-win relationship

approach, 270

verbal communications,vendor management, 274

verificationcommunications manage-

ment, 219lack of, expectation man-

agement problems, 239pre-verification, 194quality management,

189-190

version control, projectplanning considerations,53

version numbers, 156-157video-conferencing, 222virtual projects, 262-265virtual teams, project man-

agement trends, 18visibility, increased, 135visual aids, status reporting,

223visual perspective, leader-

ship skills, 206voice mail, communications

management, 215, 222

W - X - Y - Zwalk-through

project control, 125project schedules, 98, 103

WBS (work breakdownstructure)

BOM (Bill of Materials), 71buyer tips and techniques,

vendor management, 271change prevention actions,

147clarification, 68-69CWBS (contractual WBS),

71defined, 66development process,

73-75execution management,

235graphical form, 66, 68objectives, 72-73OBS (Organizational

Breakdown Structure), 71outline form, 66PBS (Project Breakdown

Structure), 71project planning and, 70project schedule presenta-

tions, 104project schedules versus, 71RBS (Resource Breakdown

Structure), 71risk sources, 181schedules and, 70when to stop, 75-76work estimation, 69-70

weak foundation, budgetdevelopment challenges,115


28 1975 Index 3/28/05 1:36 PM Page 323

324 WEB CONFERENCING

web conferencing, withaudio, 223

websites, project manage-ment resources, 18

weekends, realistic projectschedules, 102

weighted averages, workestimation, 86

what-if analysis, projectschedule impacts, 94

win-win relationshipapproach

project success tips, 28vendor management, 270

word processors, issue man-agement logging systems,168

work breakdown structure.See WBS

work environments, teamorientation plans, 249

work estimationaccuracy levels, 86-87analogous estimating, 85best practices, 87-88bottom-up estimating, 85effort distribution estimat-

ing, 85expert judgment method,

86heuristic estimating, 85historical data, 86overview, 79-80parametric estimating, 85PERT charts, 86phased estimating, 85project planning, 56reasons for, 83-84

risk factor methods, 82-83,86

schedule developmentprocess, 80, 82

team consensus, 86weighted averages, 86

work hours, realistic projectschedules, 102

work packages, qualitymanagement, 192, 196

work products, expectationmanagement, 231-233

worked packages, plannedvalues, 131

workflow process focuschange control processes,

144difference management,


240

written communications,vendor management, 274

28 1975 Index 3/28/05 1:36 PM Page 324

Documents

28 1975 Index 3/28/05 1:36 PM Page 289 Index€¦ · buyer tips and techniques, vendor management, 272 contract components, 275 critical success factors, 232 project definition checklist,