Tables
0.1 Key project management life-cycle functions
0.2 Project management knowledge areas
1.1 Essential characteristics of a project
1.2 Common project variables/constraints
1.3 Contrasting variable interdependencies
1.4 Separating managers and leaders
1.7 Comparing traditional and Agile projects
1.8 The project management life-cycle
1.9 The project life-cycle inputs
1.10 The project life-cycle outputs
1.11 Sourcing causes behind project failure and success
1.12 An illustrative matrix of the project management processes
2.1 Separating operational reality and strategic initiatives
2.2 Separating strategy from operations
2.3 Advantages and disadvantages of non-numeric project-selection models
2.4 Advantages and disadvantages of numeric project-selection models
2.5 Project classification guidelines
2.6 Project management maturity levels
2.7 Project management personal competencies
2.8 A comparison of project organisational structures
2.9 Key governance stakeholders and accountabilities
3.1 Principal project stakeholders
3.2 Stakeholder classification by role
3.3 Sponsor activities and expectations
3.4 Project steering group activities and expectations
3.5 Project manager activities and expectations
3.6 Project team activities and expectations
3.8 Mapping stakeholder interest
3.9 Evaluating stakeholder strategies
3.10 Stakeholder management matrix
4.1 Techniques for collecting requirements
4.2 Requirements traceability register
4.3 Elements of an initial scope (requirements) baseline
4.4 Work breakdown structure—tabular representation
4.5 Surviving the ‘creeping’ scope
5.1 Refining the estimate accuracy throughout the life-cycle
5.2 Project physical, system and human resources
5.3 Advantages and disadvantages of the WBS
5.4 Advantages and disadvantages of the network diagram
5.5 Advantages and disadvantages of the Gantt chart
5.6 Advantages and disadvantages of critical path analysis
6.1 Refining the cost estimate accuracy throughout the life-cycle
6.2 Budgets: Compelling reasons for and against
6.5 Traditional project budget analysis
6.7 Schedule and cost variance calculations
6.8 Increasing the earned value analysis
6.9 Schedule and cost performance index
7.2 Systematic quality assurance (and control) tools
8.1 The multi-generational project team
8.2 The five stages of team development
8.3 What teams do and don’t deliver
8.7 The five conversations framework
8.8 Popular performance-management techniques
9.1 Project life-cycle communication barriers
9.2 Common project communication tools
9.3 Linking meetings with the life-cycle
10.1 Internal and external categories of risk
10.2 PMBOK process risk categories
10.3 Qualifying and quantifying project risk probability
10.4 Assigning probability to risk
10.5 Qualifying and quantifying project risk impact
10.6 Assigning impact to project risk
10.7 Definition of impact scales for four project objectives
10.8 Calculating the priority scale
11.1 The initial procurement decision
11.2 Mapping supplier selection criteria
11.3 Popular contract pricing models
11.4 Contract type comparisons
12.1 An illustrative matrix of the project management processes
Figures
1.2 Traditional functions of management
1.3 The continuum of situational leadership
1.6 The five-stage project life-cycle
2.4 Analysing project selection
2.5 Projects, programs and portfolios
2.6 The pathway to project management maturity
2.7 Organisational project management maturity
2.8 Project management generic competencies
2.9 A 360-degree competency assessment
2.10 Three project organisational structures
2.11 Connecting culture and project success
3.1 The challenge of stakeholder management
3.2 Stakeholder power and interest matrix
4.2 Separating inclusions and exclusions
4.3 Expectations don’t always match capability
4.4 Graphical work breakdown structure
4.5 Satisfying client expectations
5.4 Finish–finish relationship
5.7 Lead time (intentional acceleration)
5.8 Lag time (intentional delay)
5.9 Network diagram (linear path)
5.10 Network diagram (parallel paths)
5.11 Migrating from the WBS to the network diagram
5.12 The Gantt chart (linear and parallel paths)
5.13 Critical path (network diagram)
5.14 Critical path (Gantt chart)
5.16 Tracking actual performance against the baseline and current schedule
6.1 The three-point estimation method
6.2 The bell curve and standard deviation
6.4 Revealing the missing cost in project budgets
6.5 Planned value, earned value and actual costs
6.6 Schedule and cost variances
6.7 Schedule and cost performance index
6.8 Time and cost under normal and crash conditions
6.9 The cost of change exceeding original costs
7.1 Quality assurance and control tools
8.1 Stages of team development
8.2 Overlaying Maslow’s and Herzberg’s theories of motivation
8.3 Choosing the ‘right’ conflict-management style
9.3 Traditional cost and schedule reporting