acceptance criteria 149, 239, 250, 431
accountability 16, 47, 53, 96, 98, 461
governance stakeholders and 99, 100–1 see also governance
risk-response strategies and 352–5
baseline 38, 157–9, 170, 222, 224–5, 229, 242, 248, 264, 322, 346, 390, 393, 461
actual performance and current schedule, tracking against 201
capturing 427
changes in 162, 164, 353, 394–5
elements of initial scope (requirements) 148–52
HRM plan 265
building 79–81
change management 69
credibility, maintaining 65
implications for project organisation 68–9
integrated change control 394–5
Kotter model 66–7
Kübler-Ross five-stage ‘grief cycle’ model 68
models 66–8
process 67
communications management 304, 400 see also project meeting
common project communication tools 311–12
communication process 306
controlling 328–30
definition 305
documents 329–30
forecast completion report 327–8
four Fs continuum 308–9
guidelines for written communication 310–13
information requirements 307–8
issues matrix 416–18
kick-off meeting 316–17
kick-out meeting 318
life-cycle, linking meetings with 315–16
managing project communications 308–13
meeting, planning 318–20
meeting, profiling 314
overview 305
planning 305–8
progress report 324–6
project control 330
project life-cycle communication barriers 310
project meeting 313–20
project performance reports 320–4 see also performance reports
reporting continuum 324
status report 326–7
traditional cost and schedule reporting 321
conflict management 294–5
accommodate/smooth style 297
avoid/withdraw strategies 296–7
compromise/reconcile style 298
force/compete style 297
guidelines 298–9
problem-solve/collaborate style 297–8
‘right’ conflict-management style, choosing 296
contract see procurement management
accuracy, estimating 215
actual results and budget, comparison of 220–2
advantages and disadvantages of budgets 217
approaches to budgets 217–18
bell curve and standard deviation 214
calculations underlying EVM 225
cash flow, publishing budget in 218–20
classification of costs 211–12
controlling project costs 222–4
cost estimate accuracy table 215
cost of change exceeding original costs 234
cost variations 208–9
definition 208
earned value analysis, increasing 228
earned value management (EVM) 224–32 see also earned value (EV)
earned value scenarios 226
estimating project costs 210–12
information requirements 210–11
missing cost in project budgets, revealing 223
overview 208–9
planned value (PV), earned value (EV) and actual costs 226
planning for 209–10
quality control activities 253–7
role of budgets in 216–17
sample project budget 221
schedule and cost performance index 229–31
schedule and cost variances 228
schedule, crashing 232–5
schedule variance (SV) 227
techniques for estimating costs 212–16
three-point estimation of costs method 214
time and cost under normal and crash conditions 233
time-phased budgeting 219
traditional project budget analysis 222
critical path method (CPM) 200, 462
advantages and disadvantages 199
calculation 426
critical chain or 198–200
Gantt chart 197
network diagram 197
working with 195–8
earned value (EV)
analysis (EVA) 201–2
metrics underlying EVM 225
planned value (PV), earned value (EV) and actual costs 226
scenarios 226
Gantt chart 426, 434 see also critical path method, Gantt chart; time management, Gantt chart
advantages and disadvantages 194
critical path 197
ground rules for drawing 190–4
linear and parallel paths 192
scheduling tool 190
glossary 431–8
corporate meaning 97
due care and diligence 96
framework, justifying 98–9
fundamental pillars of 96
interpretations and definitions 97–8
stakeholders and accountabilities 99, 100–1
human resource management (HRM) 263, 264, 399–400 see also baseline, HRM plan; project team
advantages and disadvantages of teams 277
conflict management 294–9 see also conflict management
diversity of project team, valuing 272–3
evolution of teams 273–8
five conversations framework 291
five stages of team development 275–6
importance 266
indicator (MBTI) personality inventory 280–3
issue matrix 414–16
learning and development for teams 283–5
levelling 427
managing project team 285–94
MBTI preferences 281–2
multi-generational project team, acquiring 267–70
overview 264
planning for 264–7
popular performance management techniques 293
process ground rules 279–80
project team, developing 270–2
reasons for conflict 294
reinforcing performance 292
relationship ground rules 279
stages of team development 277
team performance, measuring 287–92
teams and their personalities 278–83
theories of motivation 288–9
tools and techniques for plan 266
integration management 388, 401
closing down project 395–6
communications management 400
cost management 399
directing and managing work 392–3
early project termination 396–7
human resource management 399–400
integrated change control, performing 394–5
issue matrix 407–8
life-cycle and 401
overview 389
performance, monitoring and controlling 393–4
procurement management 400
project management plan, developing 390–2
project management processes, matrix of 402
project processes, mapping 397–8
project proposal, developing 390, 424
quality management 399
risk management 400
scope management 398
stakeholder management 398
time management 399
issue matrix 406–22
leadership
attributes, developing 23–5
dysfunctional 22
effectiveness of leaders 20–2
‘failed’ leaders 21–2
managers and leaders, comparison 19, 21, 25
styles 18–19
theories 18
benefits 36
challenges 36
Lean analysis 35
traditional projects and, comparison 34
life-cycle xxvii, 8, 40–2, 43, 401, 434, 436
benefits 43–6
communication barriers 310
estimate accuracy throughout, refining 175
failure and success, tracing 46, 47
five-stage 42
functions xxviii
meetings, linking with 315–16
planning pain scale 47
project processes, mapping 46–9
management
attributes, developing 23–5
controlling 14–15
definition 12–15
functions 13
leading 14 see also leadership; project leader
organising 14
planning 13–14
strategic 57–8
Agile 32–3
choosing 39
competing 27–8
Lean 33–6
PRINCE2 (PRojects IN Controlled Environments) 29–32
Project Management Body of Knowledge (PMBOK) 28–9, 30–1, 87–8
Project PRACTITIONER 36–8
advantages and disadvantages 191
critical path 197
drawing, simple rules for 188–90
information tool 187–8
linear path 187
migrating from WBS to 189
parallel paths 187
organisational capability 53–4
change and implications for project organisation 68–9
change, maintaining credibility of 65
change management, modelling process of 66–8
culture and its organisational impact 103–4
governance see governance
individual competence 86–91
inspiring strategy, role of 57–60
operational reality 60–5
organisational maturity 82–6
organisational project management maturity 86
overview 54
project organisational structures 91–6 see also projects
organisational structures
strategic initiatives and operational reality, differentiating 61–2, 64
strategic justification for projects 69–71
strategy, deconstructing 55
SWOT analysis 58–60
thought bubbles to projects 54–7
performance reports 320–4, 458
forecast completion report 327–8
objectives 321
performance measurement 322–3, 428
procurement management and 380–2
progress report 324–6
reporting continuum 324
status report 326–7
structured performance review 382
traditional cost and schedule reporting 321
PRINCE2 (PRojects IN Controlled Environments) 29–32, 435
procurement management 363, 400
‘adversarial’ contracting 376
compliant progress claims 379–80
contract, discharging 384
contract inclusions 376–7
contract type comparisons 375
contractual considerations 372–7
contractual issues 382
controlling procurement activities 378–9
definition of procurement 364–5
initial procurement decision 365
issue matrix 419–20
nature of contract 376
overview 364
performance below the line 381
performance reporting 380–2
plan inclusions 366–7
planning 364–7
popular contract pricing models 374
potential suppliers, selecting 369–72
privity of contract 373
procurement activities, closing out 383–4
procurement activities, conducting 377–8
relationship contracts 376
specifications 368
statement of work (SOW) and specification, separating 367
structured performance review 382
supplier selection criteria, mapping 371
project leader 18–20 see also leadership
attributes, developing 23–5
delegation 25–7
effectiveness 20–2
project management see also management; projects
boundaries of project 5–6
competencies of individuals see project management competencies
delegation 25–7
development 4
directing and managing work 392–3
forms of projects 4
‘growth’ areas 3
individual competence 86–91
integrated change control 394–5
life-cycle see life-cycle
maturity levels 84–5
methodologies 2, 3 see also methodologies
monitoring and controlling performance 393–4
office see project management office (PMO)
overview 3–5
plan 390–2
practice, in 2–3
principles 15–16
processes, illustrative matrix 48, 402
resources 7–8
scope 6–7 see also scope management
stakeholders 8 see also stakeholder management
templates 430
unwrapping 5–6
Project Management Body of Knowledge (PMBOK) 28–9, 435
project stakeholder, definition 109
project management competencies
communication 90
generic 117
individual competence and knowledge areas 87
judgement 90
knowledge competencies 87–8
leadership 90
management 90
performance competencies 88–9
personal competencies 89–91
professionalism 90
project management competency development (PMCD) framework 87
results 90
360-degree competency assessment 91
Project Management Institute 87
project management office (PMO) 99–103, 436
definition 101
role 101
strategic or enterprise 102
project manager see also management; project leader
attributes, developing 23–5
functions 16–17
ideal 16–17
leaders and, comparison 19, 21
stakeholder, as 115–16
project meeting 313–16
kick-off 316–17
kick-out 318
linking with life-cycle 315–16
planning 318–20
profiling 314
project organisational structures 91–2
choosing 92–6
comparison 94
Project PRACTITIONER 36–8
project team
characteristics of multi-generational team 269
competencies and requirements 271–2
conflict management see conflict management
delivery by 277
developing 270–2
diversity, valuing 272–3
evolution 273–8
five conversations framework for management 290–2
five stages of development 275–6
learning and development for 283–5
MBTI profiling 280–2
multi-generational 267–70
performance-management techniques 293
performance, measuring 287–92
performance, reinforcing 292–4
personalities and 278–83
process ground rules 279–80
relationship ground rules 279
rules for working in 283
theories of motivation 288–9
projects see also management; project management; project manager
business case, building 79–81
classifications 75–9
closing down 395–6
comparative benefit model 71
competitive necessity model 72
completion 428
early termination 396–7
efficiency gain 70
essential characteristics 9
evaluation 429
evaluation of models 75
governance see governance
information requirements 6–7
justificational criteria 55, 69–71
market gain 70
net present value (NPV) model 74
non-numeric selection models 71–3, 76
number of 12
numeric selection models 73–5, 77
operating necessity model 71–2
organisational structures 91–6
payback period model 73–4
plan 390–2
priority scale 71
processes, mapping 397–8
product line extension model 72
programs and portfolios 81–2
project classification guidelines 78
project management maturity model (PMMM) 82–6
project weighted evaluation matrix model 74–5
qualitative checklist model 73
return on investment (ROI) 70, 74
sacred cow model 71
scope 6–7, 9, 10, 11 see also scope management
stakeholders 8, 9 see also stakeholder management
technology gain 70
variables/constraints 8–12
affinity diagram 252
appraisal costs 254–5
cause and effect diagram 251
continuous improvement 257–8
control chart 252
controlling quality 250–3
costs of quality, controlling 253–7
data flow diagram 253
definition 240
documentation 246–8
external failure costs 256
flowchart 252
internal failure costs 255–6
issue matrix 413–14
key elements in plan 243
overview 240–1
Pareto chart 251
PDCA cycle 251
planning for 241–3
prevention costs 254
processes 240
quality assurance, performing 244–6
quality, building in 244–5
quality control processes 248–50
quality, definition 242
scatter diagram 251
strategic presence 241
systematic quality assurance tools 248, 249–50
tick sheet 253
tools and techniques for quality control 250–3
tree diagram 252
resources 7–8
accountability, assigning 352–5
assigning impact to project risk 346
assigning probability to project risk 345
categories of risk 339–41, 342
controlling project risk 355–8
definition 335
definition of impact scales for four project objectives 347
‘5 by 5’ priority grid 348
impact of project risk 345–6
information and activity requirements 338
inherent strategic risk, mapping 336–8
internal and external categories of risk 340
issues matrix 418–19
overview 335
planning for 336
PMBOK process risk categories 342
priority scale, calculating 348
probability and impact matrix 346–9
probability of project risk 344–5
project risk impact, qualifying and quantifying 346
project risk probability, qualifying and quantifying 345
project risk register 354, 357
qualitative and quantitative risk analysis 344
risk breakdown structure (RBS) 338, 391, 436
risk-management dilemma 356
risk-response matrix 350
risk-response strategies for negative risks or threats 350–1
risk-response strategies for positive risks or opportunities 351–2
risk responses, planning 349–50
risks, identifying 338–9
tools and techniques 341–3
activities, defining and documenting 154–9
classification of requirements 140
client expectations, satisfying 161
controlling scope 162–4
decision-making continuum 144
decomposing project scope 153–4
expectations and capability 153
graphical work breakdown structure 156
inclusions and exclusions, separating 145–7
initial scope (requirements) baseline, elements of 148–52
issue matrix 408–9
mandatory decisions 147
MoSCoW requirements delineation 146
objective validation criteria 159–62
organisational culture 139
overview 137
planning 137–9
process-based information, use of 138–9
requirements, collecting 139–44
requirements traceability register 143
scope creep 162–4
scope-definition process 144–53
subject-matter experts (SMEs) 154–5
tabular representation of WBS 157
techniques for collecting requirements 141–2
work breakdown structure (WBS) 137, 139, 153–4, 185–6, 187, 425 see also work breakdown structure (WBS)
stakeholder management 108
activities and expectations 114, 115, 116, 117
challenges to projects 110
classification by role 112
definition of stakeholders 109
engagement, control of 130–2
engagement, management of 129–30
evaluating stakeholder strategies 124
examples 110
identifying 109–13
issues matrix 421–2
management matrix 126
management of 112–13, 123–30, 398
needs and interests, identification of 117–18
overview 108–9
PARIS acronym for activities 127–8
PMBOK definition 109
PMBOK’s stakeholder engagement assessment matrix (SEAM) 128
positive and negative contributions 112–13, 118, 119–20, 121
potential interest, mapping 120–3
potential power, mapping 119–20
power and interest matrix 122
principal project stakeholders 111
project manager 115–16
project steering group (PSG) 114–15
project team 116–17
RACI measurement of input 127, 128
sponsor (client or owner) 113–14
stakeholder management plan (SMP) 129
strategies for management 123–30
types 112
statement of work (SOW) 139, 367–8, 437
strategy
deconstructing 55
definition 57–8
operational reality and strategic initiatives 62, 64
priority scale for projects 71
programs and portfolios 81
project management maturity model (PMMM) 82–6
selection of project and 69–71
strategic analysis 58–60
subject-matter experts (SMEs) 7, 154–5
theory and practice activities 423–9
activity durations, estimating 174–7
activity relationship types 181
advantages and disadvantages of WBS 186
critical chain 198–200
critical path method (CPM) 195–8, 200
dependencies 180–1
estimate accuracy throughout life-cycle, refining 175
finish-finish relationships 182
finish-start relationships 181–2
Gantt chart 190–4
issue matrix 410–13
lag time 185
lead time 184
network diagram 187–90
overview 171
project activities, defining 173–4
resource capability, identifying 177–9
resource loading chart 180
resource matrix 178–9
resources table 178
schedule, controlling 200–2
schedule, developing 190
schedule management approach, planning 171–3
sequence, experimenting with 179–81
start-finish relationships 183–4
start-start relationships 182–3
WBS 185–6, 187, 438 see also work breakdown structure (WBS)
work breakdown structure (WBS) 185–6, 187, 211, 425, 438
advantages and disadvantages 186
graphical 156
migrating to network diagram 189, 190
scheduling tool 153–4, 155, 156, 173
tabular representation 157