Index

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A

• Accelerate: Building Strategic Agility for a Faster-Moving World (Kotter), 470
• acceleration, sustaining, 471–472
• Accept column, task board, 406, 407
• acceptance criteria
  • product backlog refinement, 350, 352
  • user stories, 254
• accommodation approach to conflict resolution, 122
• accountability, in scrum development teams, 362–363
• accuracy
  • of expenditure data, 145
  • of schedule performance data, 137
  • of work-effort data, 141–142, 147
• achieved power, 40
• action verbs, defining activities with, 50
• activities
  • duration estimate
    • improving, 104–106
    • overview, 102–103
    • resource characteristics, 103–104
    • supporting information sources, finding, 104
    • underlying factors, determining, 103
  • in network diagrams, 74–75
  • precedence of, determining, 84–87
  • processes related to, 527
  • reducing time, strategies for
    • general discussion, 95–96
    • new strategy, developing, 100
    • performing activities at same time, 96–100
    • subdividing activities, 101–102
  • schedule performance, monitoring, 132–138
  • in work-order agreement, 113
• activities, in WBS
  • defining with action verbs, 50
  • deliverable/activity hierarchy, 52–53
• activity attributes, 527
• activity checklists, 171
• activity list, 106, 527
• activity-in-box network diagram, 76
• activity-on-arrow network diagram, 77
• activity-on-node network diagram, 76
• Add Tasks to Timeline dialog box, Microsoft Project 2019, 201
• administrative issues, handling during closure, 158–159
• affinity estimating, 265–267, 371–373
• after-party, 288
• Agile Alliance, 206, 214–215, 428
• Agile Coaches, 478
• agile frameworks, 430
• agile implementation, three levels of, 439–440
• agile litmus test, 230–231
• Agile Manifesto, 500
  • agile litmus test, 230–231
  • Agile Principles
    • of customer satisfaction, 216–218
    • list of, 214–215
    • of product development, 222–226
    • of quality, 218–220
    • of teamwork, 220–222
  • general discussion, 205–208
  • information radiators, 306
  • overview, 428–429
  • Platinum Principles, 226
  • values of
    • changes as result of, 229–230
    • customer collaboration over contract negotiation, 212–213
    • individuals and interactions over processes and tools, 209–210
    • responding to change over following a plan, 213–214
    • working software over comprehensive documentation, 210–212
• agile mentor, 242, 298–299
• agile practices, 431
• Agile Principles
  • of customer satisfaction, 216–218
  • information radiators, 306
  • list of, 214–215
  • overview, 206, 429–430
  • of product development, 222–226
  • of quality, 218–220
  • of teamwork, 220–222
• agile product development. See also daily work cycle; specific steps; sprints
  • decomposition of requirements, 253–254, 260–261
  • general discussion, 222–226, 427–431
  • just-in-time planning, 234–237
  • overview, 233–234
  • product backlog, 251–252
  • user stories
    • affinity estimating, 265–267
    • creating, 246–260
    • estimation poker, 262–265
    • general discussion, 254–256
    • INVEST approach, 262
• Agile Retrospectives: Making Good Teams Great (Derby and Larsen), 318, 414–416
• analysis paralysis, 421
• anchor user story, 263
• Annex A1 of PMBOK Guide
  • knowledge areas
    • overview, 520–521, 534
    • Project Communications Management, 537
    • Project Cost Management, 536
    • Project Integration Management, 534
    • Project Procurement Management, 538
    • Project Quality Management, 536
    • Project Resource Management, 536–537
    • Project Risk Management, 537–538
    • Project Schedule Management, 535
    • Project Scope Management, 535
    • Project Stakeholder Management, 538
  • mapping processes, 539–540
  • processes
    • closing, 532–534
    • definitions related to, 519–521
    • executing, 529–530
    • initiating, 523–525
    • monitoring and controlling, 531–532
    • planning, 525–529
    • project management process groups, 521–523
• announcing
  • new projects, 127–128
  • project closure, 160
• antipatterns, 421
• application process, PMP exam, 510–512
• appreciation for team member contributions, 160
• approvals
  • obtaining before closure, 159
  • for plans, 15
  • team member role, 118
• approved project plan, reviewing, 117
• arrow diagram, 77
• arrows, in network diagrams, 76
• artifact, 249
• ascribed power, 40
• aspirational standards, Code of Ethics and Professional Conduct, 542–543
  • fairness, 547–548
  • honesty, 549–550
  • respect, 545–546
  • responsibility, 543–544
• Assign Resources dialog box, Microsoft Project 2019, 199
• assignments
  • additional, 21
  • new members, 21
  • overview, 15–16
• assumptions, in WBS, 49
• assumptions about organizational culture, 445–446
• auditing projects, 170
• authority of stakeholders, confirming, 39–40
• automated testing, 302
• autonomy, 500
• availability of resources, 104
• average value, 106
• avoidance approach to conflict resolution, 122

B

• backing in to schedule, avoiding, 93–94
• backlog, product, 245
  • common practices, 354–357
  • completing, 251–252
  • information radiators, 306
  • items from sprint retrospectives, adding, 319
  • overview, 347–349, 431
  • possible items, 353–354
  • prioritizing requirements, 247–250
  • priority matrix, 382
  • product roadmap as initial, 339–340
  • refining, 279–281
    • affinity estimating, 371–373
    • estimation poker, 369–370
    • Fibonacci numbers and story points, 368–375
    • fist of five, 370–371
    • general discussion, 349–353
    • overview, 367–368
    • velocity, 374–375
  • release planning, 268
  • terminology, 342
  • updating, 259, 349
  • user stories, 354–357
• backlog, sprint
  • breaking down user stories into tasks for, 281–283
  • burndown charts, 289–291, 392–393
  • example of, 278
  • information radiators, 306
  • overview, 392
  • ownership of, 294
  • planning sprints, 276–277
  • prioritizing sprints, 397
  • setting capacity, 394–395
  • tracking progress, 289–292
  • updating at end of day, 307
  • working, 395–396
• Backstage view, Microsoft Project 2019, 192
• back-to-front method, 86
• backward pass, 81–84
• barriers, enabling action by removing, 470–471
• baseline for project
  • rebaselining, 151
  • setting, 127
• Big Opportunity, creating sense of urgency around, 466–467
• Blanchard, Ken, 333
• bottom-up approach, for WBS, 59–60
• bottom-up strategy for enterprise agility transformation, 438–439, 464–465, 491. See also Fearless Change
• boxes, in network diagrams, 76
• brainstorming approach, for WBS, 59–60, 65
• break points, work with no obvious, in WBS, 55
• bubble-chart WBS format, 65
• budget
  • assigning to value stream, 496–497
  • developing, 528
  • expenditures, monitoring, 143–147
  • procedures for staying within, 147–148
  • sprint reviews, evaluating at, 313
• burndown charts, 289–291
  • information radiators, 306
  • scrum projects, 392–393
• business agility, 432, 439–441, 492
• Business Case, 174, 180
• business-related projects, 10

C

• calculation questions, PMP exam, 515
• capacity of resources, 104
• capacity of sprint backlog, setting, 394–395
• carrying-out-the-work phase
  • checklists and templates for, 175–176
  • drivers, involving in, 34
  • observers, involving in, 35
  • overview, 11
  • shortcuts, avoiding, 20
  • stakeholder authority, defining, 39–40
  • supporters, involving in, 35
• categories, using in stakeholder register, 25–26
• categorizing project work, in WBS, 60–61
• CD (continuous deployment), 271, 301
• center of excellence (CoE), 467–469
• certainty, need for, 417–418
• certification, PMP, 187, 505
• challenges, awareness of, 11–12, 20–21
• change, as project variable, 186
• change evangelists, 474, 478, 479
• Change Log, 182
• change myths, avoiding, 478–480
• change patterns, 476
• change requests
  • managing, 151
  • processes related to, 530, 531
  • responding to, 152
• change sweet spot, 437–438
• change vision, forming, 468–469
• changes to product backlog, 349
• charge codes, 126
• charismatic individuals, 454
• charm, personal, 479
• charts
  • burndown, 289–291, 306, 392–393
  • Gantt, 107, 108–109, 134–135
  • Microsoft Project 2019, 191
  • PERT, 77
  • visualization strategies, 228–229
• checklists
  • activity, 171
  • for carrying-out-the-work phase, 175–176
  • for closing phase, 157, 176
  • completion, 171
  • control, 182
  • information, 172
  • for organizing and preparing phase, 175
  • overview, 169
  • for post-project evaluation, 176–177
  • proper use of, 170–171
  • for starting project phase, 173–174
  • types of, 171–172
• checks, monitoring, 145
• chief information officer (CIO), 32
• CI (continuous integration), 219, 271, 301
• clarity, in product backlog refinement, 350, 352
• classical approach, 77
• clients, in stakeholder register, 26
• closing phase
  • administrative issues, handling, 158–159
  • checklists and templates for, 176
  • closing processes, 12, 17, 532–534
  • difficulties in, 156
  • documents for, 183
  • drivers, involving in, 34
  • observers, involving in, 35
  • overview, 11, 155–156
  • planning for, 156–157
  • post-project evaluation
    • conducting meeting, 163–165
    • following up on, 165
    • overview, 160
    • planning for, 161–162
    • preparing for meeting, 162–163
  • shortcuts, avoiding, 20
  • supporters, involving in, 35
  • team focus, reinforcing, 158
  • team transition, 159–160
  • updating initial plans for, 157
• closing questions, PMP exam, 509–510
• Code of Ethics and Professional Conduct, PMI
  • basics of, 542–543
  • fairness standards, 547–549
  • honesty standards, 549–550
  • key terms, 551
  • overview, 506–507, 541–542
  • respect standards, 545–547
  • responsibility standards, 543–545
• CoE (center of excellence), 467–469
• cognitive consistency theory, 363
• collaboration approach to conflict resolution, 122
• collaboration culture
  • blended cultures, 449
  • enterprise agility transformation in, 456–458
  • overview, 436
• collaborative design, 300
• collaborators, in stakeholder register, 26
• co-located teams, 364
• combined activity and milestone report, 106, 133–134
• combined milestone and Gantt chart, 107
• commitment
  • to enterprise agility transformation, 444
  • process success and, 13
  • reconfirming, 130, 131
• communication. See also feedback
  • face-to-face, 221, 364
  • feedback loop, 411, 418–419, 423
  • formality, resisting, 226–227
  • process success and, 13
  • processes related to, 530, 532
  • project manager, role of, 188
  • with stakeholders, 37
  • team operating processes, 119
  • with teams, 220–222
  • transparency, 419–420
• communications management plan, 181, 528
• communities of practice (CoPs), 454
• company culture. See organizational culture
• competence culture
  • enterprise agility transformation in, 452–454
  • Fearless Change approach for, 491
  • overview, 436
• competition approach to conflict resolution, 122
• completion checklists, 171
• compliance, in control culture, 450
• compromise approach to conflict resolution, 122
• computer-based tracking systems, 138
• conditionally repeating work, in WBS, 54–55
• Cone of Uncertainty, 418
• confirmation bias, 487, 490
• conflict of interest, 548–549
• conflict resolution, 120–123
  • example of, 121–122
  • minimizing conflict, 120–121
  • operating processes, 119
• consultation resource, 119
• contextual menu of command options, Microsoft Project 2019, 199
• contingency plan, 69
• continuous deployment (CD), 271, 301
• continuous integration (CI), 219, 271, 301
• contract for services received, in WBS, 56–57
• contract negotiation, agile focus on customer collaboration over, 208, 212–213
• contractors, in stakeholder register, 26
• control checklists, 182
• control culture
  • blended cultures, 449
  • compliance in, 450
  • decision-making in, 450
  • effecting change in, 451–452
  • enterprise agility transformation in, 450–452
  • example of failed transformation in, 451
  • overview, 436–437
  • reliance on big systems, 450–451
• controlling processes. See monitoring and controlling processes
• Conway’s Law, 453
• CoPs (communities of practice), 454
• corrective actions, 130, 150
• cost estimates, 528
• cost management plan, 181, 527
• cost performance baseline, 528
• cost report, 145
• costs
  • in Microsoft Project 2019, 188
  • processes related to, 532
  • project manager responsibilities, 188
  • project variables, 186
  • sprint reviews, evaluating at, 313
• crises, planning during, 18–19
• critical path method (CPM), 79–84
  • backward pass, 81–84
  • forward pass, 80–81
  • importance of critical path, 79–80
• critical paths
  • defined, 79
  • importance of, 79–80
  • reducing length of, 94–100
  • schedule performance, monitoring, 135
• cross-cutting skill, 506
• cross-functional teams, 361–362, 428, 462
• Crossing the Chasm (Moore), 332
• cultivation culture, 437, 454–456
• culture, organizational
  • blended cultures, 449
  • enterprise agility transformation
    • benefits of, 459–460
    • business agility, achieving, 439–441
    • challenges in, 458–459
    • change sweet spot, 437–438
    • in collaboration culture, 456–458
    • committing to radical change, 444
    • in competence culture, 452–454
    • in control culture, 450–452
    • in cultivation culture, 454–456
    • cultural inertia, overcoming, 480–483
    • effect of culture on, 445–447
    • identifying existing culture, 436–437, 447–449
    • mapping out plan, 439
    • overview, 435, 443
    • planning for, 461–462
    • reviewing frameworks, 435
    • shuhari approach, 441
    • strategies for, 437–441
    • tolerance for, 434
    • top-down and bottom-up strategies, 438–439, 464–465
    • vision statement, creating, 460–461
  • existing culture, identifying, 486–488
  • levels of assumptions about, 445–446
  • scrum conversion and, 327
  • SWOT diagram of, 488–490
  • types of, 436–437, 448
• culture of innovation, 423–424
• current baseline, 142
• customer satisfaction, in agile development, 216–218
• customer service department, 244
• customer testing, 275
• customers
  • agile focus on collaboration with, 208, 212–213
  • identifying for user stories, 257–259
  • overview, 187
  • preparing for product release, 274
  • in stakeholder register, 26

D

• DAD (Disciplined Agile Delivery), 433, 498
• daily huddle. See daily scrum
• daily scrum
  • conducting, 402–403
  • covering important topics, 286–287
  • defining, 400–402
  • effectiveness of, 287–289, 403–404
  • length of, 400–401
  • overview, 236, 285–286, 400
  • props for, 287
  • scheduling, 402
  • scrum projects, 400–404
  • standing up during, 403
  • tardiness, penalizing, 402
• daily standup. See daily scrum
• daily work cycle. See also daily scrum
  • agile mentor, responsibilities of, 298–299
  • development team members, responsibilities of, 296–297
  • information radiators, 305–306
  • overview, 285
  • product owner, responsibilities of, 295–296
  • scrum master, responsibilities of, 297–298
  • shippable functionality
    • developing, 300–301
    • elaboration, 300
    • overview, 299–300
    • roadblocks, identifying, 304–305
    • verifying, 301–304
  • stakeholders, responsibilities of, 298
  • tracking progress
    • overview, 289
    • sprint backlog, 289–292
    • task board, 292–294
  • wrapping up at end of day, 307
• de Bono, Edward, 424
• death march, 224
• decision-making
  • in control culture, 450
  • questions for decision-makers, 14
  • team operating processes, 119
• decisiveness, of product owner, 330
• decomposition
  • guidelines for, 260–261
  • overview, 26, 253–254
  • scrum projects
    • levels of, 346, 347
    • overview, 345
    • prioritization of requirements, 345–346
    • seven steps of requirement building, 346–347
  • user stories
    • affinity estimating, 265–267
    • creating, 246–260
    • estimation poker, 262–265
    • general discussion, 254–256
    • INVEST approach, 262
• dedicated teams, 361–362
• definition of “done” (DoD), 306, 365–367, 462
• delays, identifying possible causes of, 149–150
• deliverable/activity hierarchy, 52–53
• deliverables, 530. See also work breakdown structure
  • decomposition process, 44–45
  • defined, 44, 186
  • deliverable/activity hierarchy, 52–53
  • naming in WBS, 49
• Delivery Stages, documents for, 183
• dependencies, 248
• deployment of product, preparing for, 271
• Derby, Esther, 318, 414–416
• Derby and Larsen model, 414–416
• development approaches, in WBS, 58–60
• development operations (DevOps), 271
• development team. See also daily scrum
  • co-locating, 364
  • daily responsibilities of members, 296–297
  • dedicated teams and cross-functionality, 361–362
  • developing, 300–301
  • elaboration, 300
  • estimating and assigning effort values, 247
  • overview, 360
  • product owner, role of, 327
  • product vision statement, reviewing with, 242
  • self-organizing and self-managing, 362–363
  • size of, 360
  • sprint retrospectives, 315–319, 412–416
  • sprint review, 310–315, 409–412
  • uniqueness of, 360
  • verifying, 301–304
• development value streams, 495
• DevOps (development operations), 271
• dictionary, WBS, 70, 527
• diffusion of innovations theory, 476–477
• direct authority, 21
• Disciplined Agile Delivery (DAD), 433, 498
• discretionary dependencies, 86
• display formats, WBS, 62–65
• displaying schedule, 106–109
• distracters, PMP exam, 515
• distribution list, 24
• diversity, respect aspirational standards about, 545–546
• diversity of projects, 10
• documents
  • agile focus on working software over comprehensive, 207, 210–212
  • controlling projects, 183
  • done, definition of, 306, 365–367, 462
  • identifying useful documentation, 211–212
  • for Kick Off, 180
  • level of documentation, deciding on, 184
  • overview, 179
  • for project planning, 180–182
• DoD (definition of “done”), 306, 365–367, 462
• Done column, task board, 406
• draft of product vision statement, creating, 239–241
• drawing network diagrams, 76–77
• Drive (Pink), 500–501
• drivers
  • categorizing stakeholders as, 31–33
  • confirming participation of, 114–115
  • deciding when to involve, 33–34
  • methods for involving, 36–37
• Drucker, Peter, 437
• dual operating system, 470–471, 472
• duration estimate, 527
  • improving, 104–106
  • overview, 102–103
  • resource characteristics, 103–104
  • supporting information sources, finding, 104
  • underlying factors, determining, 103
• duration of activities, in network diagrams, 74–75
• duration of project
  • displaying schedule, 106–109
  • duration estimate
    • improving, 104–106
    • overview, 102–103
    • resource characteristics, 103–104
    • supporting information sources, finding, 104
    • underlying factors, determining, 103
  • network diagrams, 87–92
    • analysis example, 87–92
    • defining elements in, 74–76
    • drawing, 76–77
    • interpreting, 79–84
    • overview, 73–74
    • precedence, determining, 84–87
    • reading, 77–78
  • overview, 73–74
  • reducing, strategies for
    • general discussion, 95–96
    • new strategy, developing, 100
    • performing activities at same time, 96–100
    • subdividing activities, 101–102
  • surveys, conducting, 52–53
  • time constraint, meeting, 94–95
• duty of loyalty, 549

E

• earliest finish date, 79, 80–81
• earliest start date, 79, 80–81
• early adopters, 476–477
• early majority, 476–477
• EEF (enterprise environmental factor), 530
• effectiveness of daily scrum, 287–289, 403–404
• effort, defined, 247
• effort estimate, 246–250, 255

• 80/20 rule (Pareto Principle), 381

• elaboration, 300
• electronic user story tools, 255
• emotional factors, addressing, 478
• empirical approach, 417–418
• empirical process control, 492
• end users, in stakeholder register, 25, 27
• enterprise agility
  • agile versus, 427–431
  • defining, 431–432
  • frameworks, 432–433
• enterprise agility transformation. See also Fearless Change; Kotter approach
  • benefits of, 459–460
  • business agility, achieving, 439–441
  • challenges in, 458–459
  • change sweet spot, 437–438
  • in collaboration culture, 456–458
  • committing to radical change, 444
  • in competence culture, 452–454
  • in control culture, 450–452
  • in cultivation culture, 454–456
  • cultural inertia, overcoming, 480–483
  • culture, effect on, 445–447
  • identifying existing culture, 436–437, 447–449
  • mapping out plan, 439
  • overview, 435, 443
  • planning for, 461–462
  • reviewing frameworks, 435
  • shuhari approach, 441
  • strategies for, 437–441
  • ten-step approach to
    • agile framework, selecting, 497–499
    • change management technique, choosing, 491
    • epics, shifting from detailed plans to, 499–500
    • existing culture, identifying, 486–488
    • overview, 485–486
    • respecting and trusting people, 500–501
    • starting LACE, 493–494
    • SWOT diagram of culture, 488–490
    • training managers in Lean thinking, 491–493
    • value stream, assigning budget to, 496–497
    • value stream, choosing, 494–495
  • tolerance for, 434
  • top-down and bottom-up strategies, 438–439, 464–465
  • vision statement, creating, 460–461
• enterprise environmental factor (EEF), 530
• environment, as project variable, 186
• epics, 260, 342, 499–500
• escalation procedures in conflict resolution, 120
• estimate, defined, 247
• estimating
  • activity durations, 527
  • activity resources, 527
  • costs, 528
  • efforts, for product roadmap, 246–250
  • scrum projects
    • affinity estimating, 371–373
    • done, definition of, 365–367
    • estimation poker, 369–370
    • Fibonacci numbers and story points, 368–375
    • fist of five, 370–371
    • getting edge on, 365
    • overview, 367–368
    • velocity, 374–375
• estimation poker, 262–265, 369–370, 431
• ethics complaint standards, 544–545
• ethics standards. See Code of Ethics and Professional Conduct, PMI
• ethnocentrism, 546
• evaluation, project. See post-project evaluation
• events, in network diagrams, 75
• excuses, responding to, 18–19
• executing processes, 12, 15–16, 529–530
• executing questions, PMP exam, 509
• existing culture, identifying, 436–437
  • collaboration culture, 456–458
  • competence culture, 452–454
  • control culture, 450–452
  • cultivation culture, 454–456
  • general discussion, 447–449
  • in ten-step approach, 486–488
• expansion of project work, avoiding, 153
• expected value, 106
• expenditures, monitoring
  • general discussion, 143–147
  • procedures for staying within budget, 147–148
• Exploratory and Business Case Development, 180
• external dependencies, 86
• external forces, 421
• external stakeholders, 26
• extreme programming (XP), 224, 271, 301, 430

F

• face-to-face communication, 221, 364
• fairness standards, Code of Ethics and Professional Conduct, 547–549
• fast tracking, 95
• Fearless Change
  • change evangelist, recruiting, 474
  • change myths, avoiding, 478–480
  • change patterns, 476
  • diffusion of innovations theory, 476–477
  • fear, leveraging, 475
  • innovators and early adopters, recruiting, 477
  • overview, 438, 473
  • rates of change, 476
  • selecting, 491
  • self-fulfilling prophecy, creating, 476
  • tailoring message, 477
  • top-down change versus, 474–475
• Fearless Change: Patterns for Introducing New Ideas (Rising and Manns), 473, 476, 478
• features, 245–246, 260, 342
• feedback
  • fixing problems, 327
  • in sprint review meeting, 314–315
  • stakeholder, 411
  • for team members, 159, 164
  • throughout projects, 312
• feedback loop, 411, 418–419, 423
• Fibonacci numbers
  • affinity estimating, 371–373
  • estimation poker, 262–265, 369–370
  • sprint planning, 390
  • story points and, 368–375
• File Ribbon tab, Microsoft Project 2019, 191–192
• fill down option, Microsoft Project 2019, 200
• filling in empty team roles, 115–116
• finalizing product vision statement, 242
• financial expenditures, 125
• financial tracking system, 146–147
• finish date
  • earliest, 79, 80–81
  • latest, 79, 81–84
• finish-to-finish precedence relationship, 84–85
• finish-to-start precedence relationship, 84–85
• fist of five, 370–371
• float, 79, 135
  • backward pass, 81–84
  • free, 83–84
  • total, 83–84
• focus of teams during closing phase, reinforcing, 158
• formality, resisting, 226–227
• formalizing control process, 148–149
• Format Ribbon tab, Microsoft Project 2019, 194
• forming stage, 123
• forward pass, 80–81
• frameworks
  • agile, 430
  • enterprise agility, 432–433, 435, 497–499
• free float, 83–84
• free slack, 83–84
• front-to-back method, 86
• fudge factors, 105
• functional managers, in stakeholder register, 29
• functionality over comprehensive documentation, 210–211
• funds
  • expenditures, monitoring, 143–147
  • procedures for staying within budget, 147–148

G

• Gantt chart, 107, 108–109, 134–135
• Gantt Chart view, Microsoft Project 2019, 192–193
• generalists, 454
• goals
  • for product, 239
  • release, 382–383
  • sprint, 382, 387, 389–390
  • sprint planning meeting, setting in, 279–281
  • for teams, developing, 118
• graphical view, 63
• graphs, 228–229
• group meetings with project stakeholders, 36
• groups, Microsoft Project 2019, 191
• Guide to the Project Management Body of Knowledge (PMBOK Guide), 516–517
  • knowledge areas
    • overview, 520–521, 534
    • Project Communications Management, 537
    • Project Cost Management, 536
    • Project Integration Management, 534
    • Project Procurement Management, 538
    • Project Quality Management, 536
    • Project Resource Management, 536–537
    • Project Risk Management, 537–538
    • Project Schedule Management, 535
    • Project Scope Management, 535
    • Project Stakeholder Management, 538
  • mapping processes, 539–540
  • precedence relationships, 84–85
  • processes
    • closing, 532–534
    • definitions related to, 519–521
    • executing, 529–530
    • initiating, 523–525
    • monitoring and controlling, 531–532
    • planning, 525–529
    • project management process groups, 521–523
  • project components, 9
  • slack time, 83
• guiding coalition, building, 467–468

H

• help desks, 273
• hierarchy diagram, 63
• high functioning teams, 123–125
• highest-priority value requirements, 345–346
• high-level time frames, determining, 250
• hiring team members, 115–116
• honesty standards, Code of Ethics and Professional Conduct, 549–550
• human resource management plan, 181, 528

I

• icons, used in book, 2
• identification questions, PMP exam, 515
• identifiers, in work-order agreement, 113
• identity of team, creating, 116–117
• immediate predecessor, 85, 86–87
• improvements items, in product backlogs, 354
• In Progress column, task board, 405–406
• indented-outline WBS format, 63–64
• index cards, user stories on, 255, 355–356
• individuals, agile focus on, 207, 209–210
• in-flight course correction, 422–423
• informal agreements, 10
• informal written correspondence, with stakeholders, 36
• information checklists, 172
• information radiators, 305–306
• information sources, finding supporting, 104
• initiating processes, 12, 13–14, 523–525
• initiating questions, PMP exam, 507–508
• innovation, fostering, 500
• innovative culture, 423–424
• innovators, 476–477
• inputs, defining, 519–520
• inspecting and adapting, 237
  • antipatterns, 421
  • culture of innovation, 423–424
  • external forces, 421
  • feedback loop, 418–419
  • in-flight course correction, 422–423
  • need for certainty, 417–418
  • overview, 417
  • sprint retrospective, 416
  • testing in feedback loop, 423
  • transparency, 419–420
• integration testing, 302
• interactions, agile focus on, 207, 209–210
• interest of stakeholders, assessing, 40–41
• Interface Gantt chart, 108–109
• internal stakeholders, 25–26
• interpreting network diagrams, 79–84
• introducing team members, 15
• INVEST approach, 262, 353
• involvement of stakeholders
  • deciding when to involve, 33–36
  • maximizing, 37
  • methods for involving, 36–37
• in-your-face documentation, 366
• iron triangle, 496
• iterations
  • benefits for product development, 224
  • overview, 216
  • retrospectives after, 221

J

• Johnson, Spencer, 333
• just-in-time planning
  • inspecting and adapting, 237
  • overview, 233, 234–235
  • product backlog, 251–252
  • product roadmap
    • estimating efforts and ordering requirements, 246–250
    • high-level time frames, determining, 250
    • overview, 243–244
    • product features, arranging, 245–246
    • product requirements, establishing, 245
    • product stakeholders, identifying, 244–245
    • saving work, 250–251
  • product vision statement
    • draft of, creating, 239–241
    • finalizing, 242
    • overview, 237–238
    • product objective, developing, 239
    • validating and revising, 241–242
  • progressive elaboration of requirements, 236
  • for releases, 270
  • Roadmap to Value, 234–236

K

• Kanban, 272, 293, 430, 431, 433
• Kick Off, 173–174, 180
• knowledge areas
  • mapping processes to, 539–540
  • overview, 520–521, 534
  • Project Communications Management, 537
  • Project Cost Management, 536
  • Project Integration Management, 534
  • Project Procurement Management, 538
  • Project Quality Management, 536
  • Project Resource Management, 536–537
  • Project Risk Management, 537–538
  • Project Schedule Management, 535
  • Project Scope Management, 535
  • Project Stakeholder Management, 538
• known unknowns, 68
• Kotter, John, 466, 470
• Kotter approach
  • acceleration, sustaining, 471–472
  • change vision and strategic initiatives, forming, 468–469
  • guiding coalition, building, 467–468
  • instituting change, 472
  • odds of success, improving, 472–473
  • overview, 438
  • removing barriers, enabling action by, 470–471
  • selecting, 491
  • sense of urgency around a Big Opportunity, creating, 466–467
  • short-term wins, generating, 471
  • steps in, 465–466
  • volunteer army, enlisting, 469–470

L

• labelling entries, in WBS, 61–62
• labor reports, 142–143
• LACE (Lean-Agile Center of Excellence), 467–468, 493–494
• lag, 85
• laggards, 477
• Large-Scale Scrum (LeSS), 433, 498
• Larsen, Diana, 318, 414–416
• late majority, 477
• lateral thinking, 424
• latest finish date, 79, 81–84
• latest start date, 79, 81–84
• law of diminishing returns, 381
• lead, 85
• leadership
  • in collaboration culture, 456
  • in competence culture, 452
  • in control culture, 450
  • in cultivation culture, 454
  • failures in enterprise agility transformation, 458
  • Kotter approach, 466–467, 471
• Lean Product Delivery, 433
• lean startup, 430
• Lean thinking, training managers in, 491–493
• Lean-Agile Center of Excellence (LACE), 467–468, 493–494
• legal contracts, 10
• legal department
  • feedback in product roadmap stage, 245
  • release planning, 273
• legal requirements, precedence of, 85
• legality of stakeholder involvement, 37
• length of sprints, planning, 387–388
• LeSS (Large-Scale Scrum), 433, 498
• lessons learned session. See post-project evaluation
• level of documentation, deciding, 184
• levels of decomposition, 346, 347
• liaisons, 27
• life cycle
  • of projects, 10–12
  • of sprint, 388–389, 397
• litmus test, agile, 230–231
• logic, in determination of precedence, 85
• logical dependencies, in determination of precedence, 86
• logistics, in release planning, 273
• logs, 181–182
• long-term projects, WBS for, 55–56

M

• made stuff up (MSU), PMP exam, 515
• maintenance and support work, 272–273
• maintenance items, in product backlogs, 354
• managers
  • choosing, in precedence of activities, 86
  • motivation for enterprise agility transformation, 482–483
  • respecting and trusting others, 500–501
  • training in Lean thinking, 491–493
• mandatory dependencies, 85
• mandatory standards, Code of Ethics and Professional Conduct
  • fairness, 548–549
  • honesty, 550
  • overview, 542–543
  • respect, 546–547
  • responsibility, 544–545
• Manns, Mary Lynn, 473, 476, 478
• manual tracking systems, 138
• mapping processes, 539–540
• market
  • preparing for product release, 274
  • speed of release to, 325–326
• marketing department
  • feedback in product roadmap stage, 244
  • release planning, 273, 274
• marketing materials, 275
• mastery, 501
• meetings, establishing schedules for, 126–127
• Mehrabian, Albert, 364
• Microsoft Project 2019
  • contextual menu of command options, 199
  • fill down option, 200
  • navigating shortcuts, 200
  • opening new projects in, 189–191
  • other tools in, 194–196
  • overview, 185, 188–189
  • project manager, role of, 187–188
  • project variables, 186
  • quick selections, 200
  • Resource Information dialog box, 198–199
  • Ribbon and Ribbon tabs, navigating, 191–194
  • schedule models in, 189
  • subtasks, 200
  • Task Information dialog box, 197–198
  • Tell Me What You Want to Do feature, 196
  • Timeline shortcuts, 201
  • timescale units, 201
  • undo option, 202
• milestones
  • milestone list, 106, 527
  • in network diagrams, 74–75
  • schedule performance, monitoring, 132–138
• minimal marketable features, 267
• minimum viable product (MVP), 378–379, 380–381
• mission statement, 468
• mob programming, 303
• monitoring and controlling processes, 12, 16–17, 183, 531–532
• monitoring and controlling questions, PMP exam, 509
• Moore, Geoffrey, 239, 240, 332
• most likely estimate (t_m), 106
• motivation
  • of employees, 500–501
  • for enterprise agility transformation, 482–483
• MSU (made stuff up), PMP exam, 515
• MVP (minimum viable product), 378–379, 380–381
• myths about change, 478–480

N

• naming deliverables, in work breakdown structure, 49
• navigating shortcuts, Microsoft Project 2019, 200
• need for certainty, 417–418
• needs assessment survey, 49
• negotiating in good faith, 546–547
• network diagrams, 87–92, 527
  • analysis example, 87–92
  • critical path method
    • backward pass, 81–84
    • forward pass, 80–81
    • importance of critical path, 79–80
  • defining elements in, 74–76
  • drawing, 76–77
  • interpreting, 79–84
  • overview, 73–74
  • precedence, determining, 84–87
  • reading, 77–78
• New One Minute Manager, The (Blanchard and Johnson), 333
• noncritical path, 79
• norming stage, 123–124

O

• objectives, defined, 44
• observers, 115
  • categorizing stakeholders as, 31–33
  • deciding when to involve, 34–36
  • methods for involving, 36–37
• obstacles to enterprise agility transformation, overcoming, 480–483
• Occam’s Razor, 339
• offshore teams, sprint meetings with, 389
• one-day sprints, 272
• one-on-one meetings with stakeholders, 36
• operating processes for teams, defining, 119
• operational effectiveness, 177
• operational support, preparing for, 272–273
• operational value streams, 495
• optimistic estimate (t_o), 106
• ordering requirements, in product roadmap, 246–250
• organization, preparing for product release, 273–274
• organizational change. See enterprise agility transformation
• organizational clout, 305
• organizational culture
  • blended cultures, 449
  • enterprise agility transformation
    • benefits of, 459–460
    • business agility, achieving, 439–441
    • challenges in, 458–459
    • change sweet spot, 437–438
    • in collaboration culture, 456–458
    • committing to radical change, 444
    • in competence culture, 452–454
    • in control culture, 450–452
    • in cultivation culture, 454–456
    • cultural inertia, overcoming, 480–483
    • effect of culture on, 445–447
    • identifying existing culture, 436–437, 447–449
    • mapping out plan, 439
    • overview, 435, 443
    • planning for, 461–462
    • reviewing frameworks, 435
    • shuhari approach, 441
    • strategies for, 437–441
    • tolerance for, 434
    • top-down and bottom-up strategies, 438–439, 464–465
    • vision statement, creating, 460–461
  • existing culture, identifying, 486–488
  • levels of assumptions about, 445–446
  • scrum conversion and, 327
  • SWOT diagram of, 488–490
  • types of, 436–437, 448
• Organizational Culture and Leadership (Schein), 445–446
• organization-chart WBS format, 63
• organizing and preparing phase
  • checklists and templates for, 175
  • drivers, involving in, 34
  • observers, involving in, 35
  • overview, 11
  • supporters, involving in, 35
• output, defined, 520
• outsourcing, 364
• outstanding transactions, reconciling, 159
• overhead items, in product backlogs, 354
• overtime, 395
• ownership, in scrum development teams, 362–363

P

• pair programming, 227, 302, 362
• Pareto Principle (80/20 rule), 381
• participation in teams, confirming, 112–115
• Pearson Vue website, 512
• peer review, 302
• pen-and-pencil rule, 379
• penetration testing, 302
• percent completed, 132–138
• performance
  • assessing, 130
  • PMIS for
    • expenditures, monitoring, 143–147
    • overview, 131–132
    • schedule performance, monitoring, 132–138
    • work effort, monitoring, 138–143
  • of teams, controlling, 125
• performing processes, 16, 124
• person effort, 130
• personal projects, 10
• personas, 257–259, 306, 355
• personnel resource use, 125
• PERT (program evaluation and review technique), 106
• PERT chart, 77
• pessimistic estimate (t_p), 106
• phases of project life cycle
  • checklists and templates for, 173–176
  • overview, 10–11
• Pink, Daniel, 500–501
• planning poker, 262–265
• planning processes
  • documents for, 180–182
  • general discussion, 12, 14–15, 525–529
  • shortcuts, avoiding, 19–20
• planning questions, PMP exam, 508
• Platinum Principles, 226
• PMBOK Guide. See Guide to the Project Management Body of Knowledge
• PMI. See Project Management Institute
• PMIS. See project management information system
• PMO (project management office), 488, 491
• PMP (Project Management Plan), 180–181, 526
• PMP (Project Management Professional) certification, 187, 505
• PMP Certification Handbook, 510
• PMP exam. See Project Management Professional exam
• poker, estimation, 262–265, 369–370, 431
• post-project evaluation, 17, 128
  • checklists and templates for, 176–177
  • conducting meeting, 163–165
  • documents for, 183
  • following up on, 165
  • overview, 160
  • planning for, 161–162
  • preparing for meeting, 162–163
• power of stakeholders, assessing, 40–41
• Power-Interest Grid, 41
• PowerPoint presentations, 479
• precedence diagramming method, 76
• precedence of activities, determining
  • example of, 88–89
  • general discussion, 84–87
• predecessors
  • choosing immediate, 86–87
  • example of, 88–89
  • factors affecting, 84–86
• preparing for project work, 15–16
• primary responsibility, 118
• prioritizing requirements
  • in product roadmap, 247–250
  • release goals and, 382
  • release planning, 380–381
  • in scrum, 324–325, 345–346
  • in sprints, 397
• proactivity, 18
• procedural requirements, precedence of, 85
• process decision framework, 433
• process groups, 521–523
• process improvement plan, 528
• process versus projects, 8
• processes
  • closing, 12, 17, 532–534
  • definitions related to, 519–521
  • executing, 12, 15–16, 529–530
  • initiating, 12, 13–14, 523–525
  • in knowledge areas
    • overview, 534
    • Project Communications Management, 537
    • Project Cost Management, 536
    • Project Integration Management, 534
    • Project Procurement Management, 538
    • Project Quality Management, 536
    • Project Resource Management, 536–537
    • Project Risk Management, 537–538
    • Project Schedule Management, 535
    • Project Scope Management, 535
    • Project Stakeholder Management, 538
  • mapping, 539–540
  • monitoring and controlling, 12, 16–17, 183, 531–532
  • planning
    • documents for, 180–182
    • general discussion, 12, 14–15, 525–529
    • shortcuts, avoiding, 19–20
  • project management process groups, 521–523
  • valuing, 209–210
• procurements
  • negotiating in good faith, 546–547
  • processes related to, 529, 530, 532, 533
  • procurement management plan, 181, 529
• product, defining, 462
• product backlog, 245
  • common practices, 354–357
  • completing, 251–252
  • information radiators, 306
  • items from sprint retrospectives, adding, 319
  • overview, 347–349, 431
  • possible items, 353–354
  • prioritizing requirements, 247–250
  • priority matrix, 382
  • product roadmap as initial, 339–340
  • refining, 279–281
    • affinity estimating, 371–373
    • estimation poker, 369–370
    • Fibonacci numbers and story points, 368–375
    • fist of five, 370–371
    • general discussion, 349–353
    • overview, 367–368
    • velocity, 374–375
  • release planning, 268
  • terminology, 342
  • updating, 259, 349
  • user stories, 354–357
• product backlog estimates, 252, 365
• product canvas, 306
• product development, agile. See agile product development
• product features, arranging, 245–246
• product increments, 412. See also shippable functionality
• product objective, developing, 239
• product owner, 216
  • benefits of scrum, 329–331
  • daily responsibilities of, 295–296
  • daily scrum, 285–289, 401
  • developing, 300–301
  • elaboration, 300
  • estimating and assigning effort values, 247
  • help desk reporting, 273
  • product owner agent role, 330, 364
  • rejection of requirements, 407–408
  • release plans, 381
  • responsibilities of, 327–329
  • review for shippable functionality, 303–304
  • sprint retrospective, 315–319, 412–416
  • sprint review, 310–315, 409–412
  • verifying shippable functionality, 301–304
  • vision statement, creating, 331–333
• product owner agents, 330, 364
• product requirements
  • for product roadmap, 245
  • user stories, creating, 259
• product roadmap
  • estimating efforts and ordering requirements, 246–250
  • estimation poker, 262–265
  • high-level time frames, determining, 250
  • information radiators, 306
  • overview, 234, 243–244
  • product features, arranging, 245–246
  • product requirements, establishing, 245
  • product stakeholders, identifying, 244–245
  • saving work, 250–251
  • scrum projects
    • creating, 342–343
    • general discussion, 339–341
    • terminology, 342
    • time frame, setting, 343–345
    • tools for, 341
• product stakeholders. See stakeholders
• product support, 273
• product vision statement
  • draft of, creating, 239–241
  • for enterprise agility transformation, 460–461
  • finalizing, 242
  • generalizations, avoiding in, 241
  • information radiators, 306
  • overview, 234, 237–238
  • product objective, developing, 239
  • scrum projects, 331–333, 382
  • validating and revising, 241–242
• product-related processes, 521
• products, preparing for deployment, 271
• professional societies, in stakeholder register, 26
• professionalism, 545–546
• program evaluation and review technique (PERT), 106
• program versus projects, 8
• progress Gantt chart, 134–135
• progress reports, 126–127, 136, 137, 183
• progressive elaboration of requirements, 236
• Project 2019, Microsoft. See Microsoft Project 2019
• project audit, 170
• Project Brief, 174
• project champion, 33, 114–115
• Project Charter, 180, 524
• Project Communications Management, 537
• Project Completion Report, 183
• project control
  • changes, managing, 151
  • corrective actions, 150
  • delays and variances, identifying possible causes of, 149–150
  • formalizing control process, 148–149
  • general discussion, 130–131
  • overview, 129
  • PMIS
    • expenditures, monitoring, 143–147
    • overview, 131–132
    • schedule performance, monitoring, 132–138
    • work effort, monitoring, 138–143
  • problems, preventing with, 147–148
  • rebaselining, 151
  • responding to change requests, 152
  • scope creep, avoiding, 152
• Project Cost Management, 536
• Project Evaluation Report, 183
• project executive sponsor, confirming participation of, 114–115
• project funding requirements, 528
• Project Idea, 180
• Project Integration Management, 534
• Project Issue, 183
• project log, 128, 182
• project management
  • closing processes, 12, 17, 532–534
  • defined, 12–13
  • executing processes, 12, 15–16, 529–530
  • initiating processes, 12, 13–14, 523–525
  • monitoring and controlling processes, 12, 16–17, 183, 531–532
  • planning processes
    • documents for, 180–182
    • general discussion, 12, 14–15, 525–529
    • shortcuts, avoiding, 19–20
• project management information system (PMIS)
  • expenditures, monitoring, 143–147
  • overview, 131–132
  • schedule performance, monitoring, 132–138
  • work effort, monitoring, 138–143
• Project Management Institute (PMI). See also Guide to the Project Management Body of Knowledge; Project Management Professional exam
  • Code of Ethics and Professional Conduct
    • basics of, 542–543
    • fairness standards, 547–549
    • honesty standards, 549–550
    • key terms, 551
    • overview, 506–507, 541–542
    • respect standards, 545–547
    • responsibility standards, 543–545
  • membership, 511
• Project Management Knowledge Areas
  • overview, 520–521, 534
  • Project Communications Management, 537
  • Project Cost Management, 536
  • Project Integration Management, 534
  • Project Procurement Management, 538
  • Project Quality Management, 536
  • Project Resource Management, 536–537
  • Project Risk Management, 537–538
  • Project Schedule Management, 535
  • Project Scope Management, 535
  • Project Stakeholder Management, 538
• project management office (PMO), 488, 491
• Project Management Plan (PMP), 180–181, 526
• project management process groups, 521–523
• Project Management Professional (PMP) certification, 187, 505
• Project Management Professional (PMP) exam
  • application process, 510–512
  • arriving on exam day, 513–514
  • closing questions, 509–510
  • exam blueprint, 506–507
  • exam scoring, 507
  • executing questions, 509
  • getting results of, 516
  • initiating questions, 507–508
  • knowledge and skills, 506
  • monitoring and controlling questions, 509
  • overview, 505
  • planning questions, 508
  • PMBOK Guide, familiarity with, 516–517
  • PMI Code of Ethics and Professional Conduct, 506–507
  • preparing for, 512–513, 516–517
  • qualifications for, 510
  • scheduling, 512
  • tips for, 516
  • types of questions, 514–515
• project management triangle, 496
• project manager
  • challenges, awareness of, 20–21
  • excuses, responding to, 18–19
  • role of, 17–21, 187–188
  • shortcuts, avoiding, 19–20
  • in stakeholder register, 25
  • tasks, 18
• Project Memo, 183
• project number, 126
• project plan. See also work breakdown structure
  • decomposition process, 44–45
  • documents for, 180–182
  • outlining, 14–15
  • overview, 43–44
  • reviewing with team, 117
• project planning and tracking system, choosing, 137–138
• Project Procurement Management, 538
• Project Quality Management, 536
• Project Resource Management, 536–537
• Project Ribbon tab, Microsoft Project 2019, 193–194
• Project Risk Management, 537–538
• project schedule, 527
• Project Schedule Management, 535
• Project Scope Management, 181, 535
• project scope statement, 527
• project sponsor, 33, 187
• Project Stakeholder Management, 538
• project stakeholders
  • authority of, confirming, 39–40
  • categorizing drivers, supporters, or observers, 31–33
  • involving in project
    • deciding when to, 33–36
    • maximizing involvement, 37
    • methods for, 36–37
  • overview, 23–24
  • participation of, confirming, 112–115
  • power and interest of, assessing, 40–41
  • stakeholder register
    • categories, using, 25–26
    • completing and updating, 28–30
    • displaying, 38
    • overview, 24
    • potential stakeholders, 26–27
    • sample, 27–28
    • starting, 25–28
    • templates, 30–31
• Project Steering Group (PSG), 184
• project teams
  • announcing projects, 127–128
  • approved project plan, reviewing, 117
  • baseline, setting, 127
  • empty roles, filling in, 115–116
  • focus during closing phase, reinforcing, 158
  • goals, developing, 118
  • identity, creating, 116–117
  • operating processes, defining, 119
  • overview, 111–112
  • participation in, confirming, 112–115
  • performance of, controlling, 125
  • post-project evaluation, 128
  • processes related to, 530
  • relationships among, supporting development of, 120
  • resolving conflicts, 120–123
  • roles in, specifying, 118–119
  • schedules for, establishing, 126–127
  • smooth functioning of, 123–125
  • thinking and acting as a team, 227–228
  • tracking systems, 125–126
  • transition after closing projects, 159–160
• project variables, Microsoft Project 2019, 186
• projects
  • diversity of, 10
  • life cycle of, 10–12
  • main components of, 8–9
  • process versus, 8
  • program versus, 8
• PSG (Project Steering Group), 184
• public, in stakeholder register, 26
• pull mechanism, 396
• purchase orders, monitoring, 145
• purchase requisitions, monitoring, 145
• purpose-driven development, 383
• Pygmalion, 476

Q

• qualifications for PMP exam, 510
• qualitative risk analysis, 528
• quality
  • in agile development, 218–220
  • processes related to, 528, 532
  • of work breakdown structure, improving, 66
• quality checklists, 182, 528
• quality management plan, 528
• quality metrics, 528
• quantitative risk analysis, 528
• questions for decision-makers, 14
• Quick Access toolbar, Microsoft Project 2019, 190, 191, 194–195
• quick selections, Microsoft Project 2019, 200

R

• radical change, committing to, 444
• RAM (responsibility assignment matrix), 119
• rates of change, 476
• Rational Unified Process (RUP), 450
• reading network diagrams, 77–78
• rebaselining, 151
• reconfirming commitments, 130, 131
• recruiting
  • change evangelist, 474
  • early adopters, 477
  • innovators, 477
  • team members, 115–116
• reducing time, strategies for
  • general discussion, 95–96
  • new strategy, developing, 100
  • performing activities at same time, 96–100
  • subdividing activities, 101–102
• Reengineering Alternative, The (Schneider), 448
• register, stakeholder. See stakeholder register
• regression testing, 302
• regulations and legal requirements, mandatory standards for, 544
• regulators, in stakeholder register, 26
• rejected requirements, dealing with, 407–408
• relationships among team members, supporting development of, 120
• relative estimating, 248, 368
• release goals, 268–269, 382–383
• release planning, 260
  • creating plan, 268–270
  • overview, 235
  • preparing for release, 271–275
  • with product roadmap, 244, 343–345
  • scrum projects
    • overview, 378–380
    • prioritizing requirements, 380–381
    • release goals, 382–383
    • release plan, steps in, 384–385
    • release sprints, 383–384
• release sprint, 270, 367, 383–384
• release train model, 385
• Remember icon, 2
• Report Ribbon tab, Microsoft Project 2019, 193
• reports
  • combined activity and milestone, 106, 133–134
  • cost, 145
  • establishing schedules for, 126–127
  • labor, 142–143
  • in Microsoft Project 2019, 189
  • progress, 126–127, 136, 137, 183
  • schedule performance, 136, 137
  • status, 422–423
  • types of, 183
  • wrap-up, 165
• representational anchor, 372
• requesters, in stakeholder register, 25
• required recipient of project results, 119
• requirements. See also decomposition; product roadmap
  • documentation, 527
  • prioritizing
    • in product roadmap, 247–250
    • release goals and, 382
    • release planning, 380–381
    • in scrum, 324–325, 345–346
    • in sprints, 397
  • processes related to, 527
  • in product backlogs, 354
  • progressive elaboration of, 236
  • rejected, dealing with, 407–408
  • unfinished, handling, 408–409
• requirements management plan, 526
• requirements traceability matrix, 527
• resolving conflicts, 120–123
• resource breakdown structure, 527
• Resource Information dialog box, Microsoft Project 2019, 198–199
• resource requirements, 527
• Resource Ribbon tab, Microsoft Project 2019, 193
• resources
  • duration estimate, 103–104
  • in Microsoft Project 2019, 188
  • overview, 8–9
  • processes related to, 527
  • project manager, role of, 187
  • project variables, 186
  • providing, 462
• respect standards, Code of Ethics and Professional Conduct, 545–547
• respecting people, 500–501
• responding to change, agile focus on, 208, 213–214
• responding to change requests, 152
• responsibility assignment matrix (RAM), 119
• responsibility standards, Code of Ethics and Professional Conduct, 543–545
• retrospectives, sprint. See sprint retrospective
• return on investment (ROI), 239
• review of Business Case, 180
• revising product vision statement, 241–242
• Ribbon, Microsoft Project 2019, 190, 191–194
• Ribbon tabs, Microsoft Project 2019, 190, 191–194
• rigged functionality, 313
• Rising, Linda, 473, 476, 478
• risk
  • assessing in product roadmap, 248–249
  • defined, 247
  • effect on projects, 9
  • processes related to, 528–529, 532
  • product backlog refinement, 350, 352
  • project variables, 186
  • in WBS, 68–69
• Risk Log, 182
• Risk Management Plan, 181, 528
• Risk Plan, 175
• risk register, 528
• roadblocks, identifying, 304–305
• roadmap, product. See product roadmap
• Roadmap to Value
  • daily scrum
    • covering important topics, 286–287
    • effectiveness of, 287–289
    • overview, 285–286
    • scrum projects, 400–404
  • inspecting and adapting, 319–320
  • overview, 234–236, 315–316
  • preparing for, 317
  • product backlog, 251–252
  • product roadmap
    • estimating efforts and ordering requirements, 246–250
    • high-level time frames, determining, 250
    • overview, 243–244
    • product features, arranging, 245–246
    • product requirements, establishing, 245
    • product stakeholders, identifying, 244–245
    • saving work, 250–251
  • product vision statement
    • draft of, creating, 239–241
    • finalizing, 242
    • overview, 237–238
    • product objective, developing, 239
    • validating and revising, 241–242
  • release planning, 267–270
    • overview, 378–380
    • prioritizing requirements, 380–381
    • release goals, 382–383
    • release plan, steps in, 384–385
    • release sprints, 383–384
  • running meeting, 317–319
  • sprint planning, 388–392
    • overview, 275–276
    • sprint backlog, 276–277
  • sprint planning meeting
    • breaking down user stories into tasks, 281–283
    • overview, 277–279
    • setting goals and choosing user stories, 279–281
  • sprint retrospective, 412–416
  • sprint review
    • feedback, collecting, 314–315
    • overview, 309–310
    • preparing for, 310–311
    • running meeting, 311–314
    • scrum projects, 409–412
• Rogers, Everett, 476–477
• ROI (return on investment), 239
• roles in teams, specifying, 118–119
• rolling wave planning, 56, 525
• RUP (Rational Unified Process), 450

S

• sales department, 244, 273
• sandwich technique, 414
• saving work, for product roadmap, 250–251
• Scaled Agile Framework (SAFe), 433, 437, 450–451, 498
• schedule
  • backing in, avoiding, 93–94
  • displaying, 106–109
  • duration estimate
    • improving, 104–106
    • overview, 102–103
    • resource characteristics, 103–104
    • supporting information sources, finding, 104
    • underlying factors, determining, 103
  • first steps in developing, 92–93
  • network diagrams, 87–92
    • analysis example, 87–92
    • defining elements in, 74–76
    • drawing, 76–77
    • interpreting, 79–84
    • overview, 73–74
    • precedence, determining, 84–87
    • reading, 77–78
  • overview, 8–9, 73–74
  • processes related to, 527, 532
  • project manager, role of, 187
  • reducing time, strategies for
    • general discussion, 95–96
    • new strategy, developing, 100
    • performing activities at same time, 96–100
    • subdividing activities, 101–102
  • for reports and meetings, establishing, 126–127
  • surveys, conducting, 52–53
  • time constraint, meeting, 94–95
• schedule achievement, 125
• schedule baseline, 527
• schedule management plan, 527
• schedule models, Microsoft Project 2019, 189
• schedule performance, monitoring, 132–138
  • accuracy of data, 137
  • analyzing performance, 133–135
  • data, choosing, 132–133
  • data collection, 135–137
  • tracking system, choosing, 137–138
• scheduling
  • daily scrum, 402
  • PMP exam, 512
• Schein, Edgar, 445–446
• schemes for creating work breakdown structure, 57–58
• Schneider, William, 448
• scope
  • defining, 527
  • overview, 8–9
  • processes related to, 526, 532
  • project manager, role of, 187
  • project variables, 186
• scope baseline, 527
• scope creep, avoiding, 152
• scope management plan, 526
• Scope Statement, 174
• scrum
  • antipatterns, 421
  • culture of innovation, 423–424
  • external forces, 421
  • feedback loop, 418–419
  • in-flight course correction, 422–423
  • need for certainty, 417–418
  • overview, 430
  • testing in feedback loop, 423
  • transparency, 419–420
• Scrum Guide, 416
• scrum master, 283
  • benefits of scrum, 335–336
  • daily responsibilities of, 297–298
  • daily scrum, 285–289, 400–404
  • overview, 333
  • product vision statement, reviewing with, 242
  • relationships, developing, 336
  • roadblocks, managing, 304–305
  • role in development, 301
  • scrum team capacity, increasing, 395
  • as servant leader, 335
  • sprint retrospective, 315–319, 412–416
  • sprint review, 409–412
  • traits of, 334–335
• scrum mentors, 337
• scrum projects, 208
  • backlog estimation, 365
  • benefits of scrum, 323–327
  • daily scrum, 400–404
  • decomposition
    • levels of, 346, 347
    • overview, 345
    • prioritization of requirements, 345–346
    • seven steps of requirement building, 346–347
  • development team
    • co-locating, 364
    • dedicated teams and cross-functionality, 361–362
    • overview, 360
    • self-organizing and self-managing, 362–363
    • uniqueness of, 360
  • done, definition of, 365–367
  • estimate refinement
    • affinity estimating, 371–373
    • estimation poker, 369–370
    • Fibonacci numbers and story points, 368–375
    • fist of five, 370–371
    • overview, 367–368
    • velocity, 374–375
  • product backlog
    • common practices, 354–357
    • overview, 347–349
    • possible items, 353–354
    • refinement, 349–353
    • terminology, 342
    • updating, 349
    • user stories, 354–357
  • product owner role, 327–331
  • product roadmap
    • creating, 342–343
    • general discussion, 339–341
    • terminology, 342
    • time frame, setting, 343–345
    • tools for, 341
  • release planning
    • overview, 378–380
    • prioritizing requirements, 380–381
    • release goals, 382–383
    • release plan, steps in, 384–385
    • release sprints, 383–384
  • scrum master role, 333–336
  • scrum mentors, 337
  • sprint backlog
    • burndown charts, 392–393
    • overview, 392
    • prioritizing sprints, 397
    • setting capacity, 394–395
    • working, 395–396
  • sprint retrospective, 412–416
  • sprint review, 409–412
  • sprints
    • defining, 386
    • planning, 389–392
    • planning length of, 387–388
    • sprint life cycle, 388–389, 397
  • stakeholder role, 336–337
  • task board
    • overview, 404–406
    • rejected requirements, dealing with, 407–408
    • swarming, 406–407
    • unfinished requirements, handling, 408–409
  • vision statements for, 331–333
• scrum teams. See also scrum master
  • daily responsibilities
    • agile mentor, 298–299
    • development team members, 296–297
    • overview, 294–295
    • product owner, 295–296
    • scrum master, 297–298
    • stakeholders, 298
  • daily scrum meeting
    • covering important topics, 286–287
    • effectiveness of, 287–289
    • overview, 285–286
  • external forces, 421
  • information radiators, 305–306
  • operational support, 272–273
  • product backlog refinement, 349–353
  • shippable functionality
    • developing, 300–301
    • elaboration, 300
    • overview, 299–300
    • roadblocks, identifying, 304–305
    • verifying, 301–304
  • sprint planning meeting
    • breaking down user stories into tasks, 281–283
    • overview, 277–279
    • setting goals and choosing user stories, 279–281
  • sprint retrospectives
    • inspecting and adapting, 319–320
    • overview, 315–316
    • preparing for, 317
    • running meeting, 317–319
  • sprint review
    • feedback, collecting, 314–315
    • overview, 309–310
    • preparing for, 310–311
    • running meeting, 311–314
  • tracking progress
    • overview, 289
    • sprint backlog, 289–292
    • task board, 292–294
  • velocity, 269
  • wrapping up at end of day, 307
• seagull management, 421
• secondary responsibility, 118
• self-encapsulated teams, 360
• self-fulfilling prophecy, creating, 476
• self-managing teams, 362–363
• self-organizing teams, 362–363, 428
• sense of purpose, 501
• sense of urgency around a Big Opportunity, creating, 466–467
• servant leader, 335
• shadowing, 227, 362
• sheets, Microsoft Project 2019, 191
• shippable functionality
  • developing, 300–301
  • elaboration, 300
  • overview, 299–300
  • roadblocks, identifying, 304–305
  • sprint review, 310–311
  • verifying, 301–304
• shortcuts, avoiding, 19–20
• shortcuts, in Microsoft Project 2019
  • contextual menu of command options, 199
  • fill down option, 200
  • navigating shortcuts, 200
  • quick selections, 200
  • Resource Information dialog box, 198–199
  • subtasks, 200
  • Task Information dialog box, 197–198
  • Timeline shortcuts, 201
  • timescale units, 201
  • undo option, 202
• short-term wins, generating, 471
• shuhari approach, 441
• Simple Lean-Agile Mindset (SLAM), 492
• situational questions, PMP exam, 515
• situationally informed strategy. See just-in-time planning
• sizes of projects, 10
• skeptics, steamrolling over, 479
• slack
  • free, 83–84
  • total, 83–84
• slack time, 79, 81–84, 135
• SLAM (Simple Lean-Agile Mindset), 492
• smoke and mirrors, 421
• social culture, 324
• software. See also Microsoft Project 2019
  • financial tracking systems, 146–147
  • schedule performance tracking systems, 138
• SOW (statement of work), 174, 529
• speed to market, 325–326
• sponsor, project, 187
• Spotify Engineering Culture, 433, 437, 498
• sprint backlog
  • breaking down user stories into tasks for, 281–283
  • burndown charts, 289–291, 392–393
  • example of, 278
  • information radiators, 306
  • overview, 392
  • ownership of, 294
  • planning sprints, 276–277
  • prioritizing sprints, 397
  • setting capacity, 394–395
  • tracking progress, 289–292
  • updating at end of day, 307
  • working, 395–396
• sprint goals, 382, 387, 389–390
• sprint life cycle, 388–389, 397
• sprint planning meeting, 390
  • breaking down user stories into tasks, 281–283
  • enterprise agility transformation, 462
  • overview, 235, 277–279
  • setting goals and choosing user stories, 279–281
• sprint retrospective, 221
  • Derby and Larsen process, 414–416
  • inspecting and adapting, 319–320, 416
  • overview, 236, 315–316, 412–413
  • preparing for, 317
  • process, 413–414
  • ratio of sprint length to, 317
  • running meeting, 317–319
  • sandwich technique, 414
  • scrum projects, 412–416
• sprint review
  • feedback, collecting, 314–315
  • with offshore teams, 389
  • overview, 236, 309–310, 409–410
  • preparing for, 310–311
  • process, 410–411
  • product increments, 412
  • running meeting, 311–314
  • scrum projects, 409–412
  • stakeholder feedback, 411
• sprints. See also sprint planning meeting
  • agile mentor, responsibilities of, 298–299
  • benefits for product development, 224
  • defined, 378
  • defining, 386
  • development team members, responsibilities of, 296–297
  • inspecting and adapting, 237
  • length of, planning, 387–388
  • life cycle of, 388–389, 397
  • overview, 216
  • planning
    • decomposition in, 260–261
    • overview, 275–276
    • in scrum projects, 389–392
    • sprint backlog, 276–277
    • velocity, 374
  • product owner, responsibilities of, 295–296
  • release planning, 269
  • retrospectives after, 221
  • scrum master, responsibilities of, 297–298
  • shippable functionality
    • developing, 300–301
    • elaboration, 300
    • overview, 299–300
    • roadblocks, identifying, 304–305
    • verifying, 301–304
  • stakeholders, responsibilities of, 298
• staff assignments, 530
• Stage Completion Report, 183
• Stage Plan, 181
• Stage Progress Report, 183
• Stakeholder Log, 182
• Stakeholder Management Plan, 181, 529
• stakeholder register
  • categories, using, 25–26
  • completing and updating, 28–30
  • displaying, 38
  • overview, 24, 524
  • potential stakeholders, 26–27
  • sample, 27–28
  • starting, 25–28
  • templates for, 30–31
• stakeholders
  • authority of, confirming, 39–40
  • categorizing drivers, supporters, or observers, 31–33
  • daily responsibilities of, 298
  • identifying for product roadmap, 244–245
  • involving in project
    • deciding when to, 33–36
    • maximizing involvement, 37
    • methods for, 36–37
  • managing engagement, 530
  • overview, 23–24
  • participation of, confirming, 112–115
  • power and interest of, assessing, 40–41
  • processes related to, 532
  • product vision statement, reviewing with, 242
  • project variables, 186
  • role of, 336–337
  • sprint review, 409–412
  • user stories, creating, 256–257
  • vision statement for enterprise agility transformation, 460–461
• standard approaches to conflict resolution, 120
• Standish Group study, 236, 380
• stand-up meetings, 431
• start date
  • earliest, 79, 80–81
  • latest, 79, 81–84
• starting project phase
  • checklists and templates for, 173–174
  • drivers, involving in, 34
  • observers, involving in, 35
  • overview, 11
  • supporters, involving in, 35
• start-to-finish precedence relationship, 85
• start-to-start precedence relationship, 85
• State of Scrum 2017–2018 report, 208
• statement of work (SOW), 174, 529
• static testing, 302
• status bar, Microsoft Project 2019, 190, 191, 196
• status reports, 422–423
• steamrolling over skeptics, 479
• sticky notes, 341
• storming stage, 123
• story points, 368–375
• strategic initiatives, forming, 468–469
• strategic vision and execution, 492
• subdividing activities, 101–102
• subtasks, Microsoft Project 2019, 200
• success patterns, 445
• successors, 84
• suppliers, in stakeholder register, 26
• support channels, 275
• support groups, in stakeholder register, 26–27
• supporters
  • categorizing stakeholders as, 31–33
  • confirming participation of, 114–115
  • deciding when to involve, 34–35
  • methods for involving, 36–37
• supporting information sources, finding, 104
• supporting responsibility, 118
• surveys, for WBS, 51–52
• sustainability of agile development, 224
• swarming, 281, 354, 396, 401, 406–407
• swim lanes, 293
• SWOT diagram of culture, 488–490
• system testing, 302
• system-level optimization, 492

T

• tailoring message, 477
• talent, 360
• tardiness, penalizing, 402
• target release date, 268–269
• task board
  • information radiators, 306
  • overview, 404–406
  • rejected requirements, dealing with, 407–408
  • swarming, 406–407
  • tracking progress, 292–294
  • unfinished requirements, handling, 408–409
• Task Information dialog box, Microsoft Project 2019, 197–198
• Task Ribbon tab, Microsoft Project 2019, 192–193
• tasks
  • in network diagrams, 75
  • sprint planning, 391
  • in user stories, 342
• team members
  • filling in empty roles, 115–116
  • focus during closing phase, reinforcing, 158
  • goals for, developing, 118
  • participation, confirming, 112–115
  • relationships among, supporting, 120
  • resolving conflicts, 120–123
  • roles, specifying, 118–119
  • in stakeholder register, 24, 26
  • starting projects, 15–16
  • transition after closing projects, 159–160
• team performance assessments, 530
• Team Progress Report, 183
• team working agreement, 306
• teams. See development team; project teams; scrum teams; team members
• teamwork, in agile development, 220–222
• Technical Stuff icon, 2
• technique, defined, 520
• Tell Me What You Want to Do feature, Microsoft Project 2019, 196
• templates
  • for carrying-out-the-work phase, 175–176
  • for closing phase, 176
  • Microsoft Project 2019, 188, 189–190
  • for organizing and preparing phase, 175
  • overview, 172
  • for post-project evaluation, 176–177
  • for product vision statement, 239
  • stakeholder register, 30–31
  • for starting project phase, 173–174
  • WBS, 66–68
• testing, 270
  • automated, 302
  • customer, 275
  • done, definition of, 366–367
  • in feedback loop, 423
• themes, 245–246, 260, 342
• thrashing, 361
• time, as project variable, 186
• time constraints, meeting, 94–95
• time frame, setting, 343–345
• time log, 140
• time sheets, 139–140, 141–142
• timeboxing, 279, 372
• Timeline, Microsoft Project 2019, 190, 191, 195, 201
• time-recording systems, 140–141
• timescale units, Microsoft Project 2019, 201
• Tip icon, 2
• titles, in development teams, 362
• t_m (most likely estimate), 106
• t_o (optimistic estimate), 106
• To Do column, task board, 405–406
• tools
  • defined, 520
  • valuing, 209–210
• top-down approach, for WBS, 58–59
• top-down strategy for enterprise agility transformation, 438–439, 464–465, 474–475, 491. See also Kotter approach
• total float, 83–84
• total slack, 83–84
• t_p (pessimistic estimate), 106
• tracking progress, 289. See also sprint backlog; task board
• tracking system
  • financial, 146–147
  • schedule performance, 137–138
  • for teams, 125–126
  • work-effort, 140–141
• training
  • in enterprise agility, 447, 478, 481
  • managers in Lean thinking, 491–493
• transformation, enterprise agility. See also Fearless Change; Kotter approach
  • benefits of, 459–460
  • business agility, achieving, 439–441
  • challenges in, 458–459
  • change sweet spot, 437–438
  • in collaboration culture, 456–458
  • committing to radical change, 444
  • in competence culture, 452–454
  • in control culture, 450–452
  • in cultivation culture, 454–456
  • cultural inertia, overcoming, 480–483
  • effect of culture on, 445–447
  • identifying existing culture, 436–437, 447–449
  • mapping out plan, 439
  • overview, 435, 443
  • planning for, 461–462
  • reviewing frameworks, 435
  • shuhari approach, 441
  • strategies for, 437–441
  • ten-step approach to
    • agile framework, selecting, 497–499
    • change management technique, choosing, 491
    • epics, shifting from detailed plans to, 499–500
    • existing culture, identifying, 486–488
    • LACE, 493–494
    • overview, 485–486
    • respecting and trusting people, 500–501
    • SWOT diagram of culture, 488–490
    • training managers in lean thinking, 491–493
    • value stream, assigning budget to, 496–497
    • value stream, choosing, 494–495
  • tolerance for, 434
  • top-down and bottom-up strategies, 438–439, 464–465
  • vision statement, creating, 460–461
• transition after closing projects, 159–160
• transparency, 419–420, 547–548
• trust, 500–501

U

• undo option, Microsoft Project 2019, 202
• unexpected events, 12
• unfinished requirements, handling, 408–409
• unit testing, 302
• unknown unknowns, 68–69
• updating initial closure plans, 157
• upper management, in stakeholder register, 25
• urgency, sense of, 466–467
• user acceptance testing, 302
• user stories
  • affinity estimating, 265–267
  • completing product backlog, 252
  • creating, 246–260
  • defined, 342
  • estimation poker, 262–265
  • general discussion, 254–256
  • INVEST approach, 262, 353
  • overview, 431
  • release planning, 269
  • scrum projects, 354–357
  • shippable functionality, 300
  • in sprint planning meeting
    • breaking down user stories into tasks, 281–283
    • choosing, 281–283
  • three Cs formula for, 255
• user story ID, 254
• users, identifying for user stories, 257–259

V

• validating product vision statement, 241–242
• value
  • assessing in product roadmap, 248–249
  • defined, 247
  • user story, 255
• value streams
  • assigning budget to, 496–497
  • choosing, 494–495
  • development, 495
  • operational, 495
• values, in Agile Manifesto
  • changes as result of, 229–230
  • customer collaboration over contract negotiation, 212–213
  • individuals and interactions over processes and tools, 209–210
  • responding to change over following a plan, 213–214
  • working software over comprehensive documentation, 210–212
• variance, identifying possible causes of, 149–150
• velocity, 269, 374–375
• vendor bills, monitoring, 145
• vendors, in stakeholder register, 26
• verifying shippable functionality, 301–304
• VersionOne survey, 480
• View Ribbon tab, Microsoft Project 2019, 194
• visibility and performance, 362–363
• vision statement
  • draft of, creating, 239–241
  • for enterprise agility transformation, 460–461
  • finalizing, 242
  • generalizations, avoiding in, 241
  • information radiators, 306
  • overview, 234, 237–238
  • product objective, developing, 239
  • scrum projects, 331–333, 382
  • validating and revising, 241–242
• visualization strategies, 228–229
• volunteer army, enlisting, 469–470
• von Moltke, Helmuth, 234
• vulnerability testing, 302

W

• Wake, Bill, 262, 353
• Warning icon, 2
• WBS. See work breakdown structure
• WBS dictionary, 70, 527
• what’s in it for me (WIIFM), 37
• WIP (work in progress) limits, 396
• WIP (work-in-progress) pull board, 431
• work breakdown structure (WBS)
  • activities, defining with action verbs, 50
  • assumptions, 49
  • brainstorming approach, 59–60
  • bubble-chart format, 65
  • categorizing project work, 60–61
  • charge codes, setting up, 126
  • closure activities in, 157
  • conditionally repeating work in, 54–55
  • contract for services received, 56–57
  • creating, 527
  • deliverable/activity hierarchy, 52–53
  • developing for small and large projects, 50–51
  • development approaches, 58–60
  • display formats, 62–65
  • finalizing, 126
  • general discussion, 45–47
  • indented-outline format, 63–64
  • key questions, 48–49
  • labelling entries, 61–62
  • long-term projects, 55–56
  • naming deliverables, focusing on results when, 49
  • organization-chart format, 63
  • quality of, improving, 66
  • risks, identifying, 68–69
  • rolling-wave approach, 56
  • schedule performance, monitoring, 132–138
  • schemes for creating, 57–58
  • special situations, dealing with, 53–57
  • surveys, conducting, 51–52
  • templates, 66–68
  • top-down approach, 58–59
  • WBS dictionary, 70, 527
  • work with no obvious break points in, 55
  • in work-order agreement, 113
• work checklist, 182
• work effort
  • monitoring, 138–143
  • overview, 75, 130
• work in progress (WIP) limits, 396
• work packages, 46, 48, 70, 183
• work performance data, 530
• working hours, 283
• working software, agile focus on, 207, 210–212
• work-in-progress (WIP) pull board, 431
• work-order agreement, 113–114
• wrapping up at end of day, 307
• wrap-up report, 165
• written approvals, 37

X

• XLR8, 465–466
• XP (extreme programming), 224, 271, 301, 430