page 667
Index
Bold page numbers indicate definitions of terms.
A
AC. See actual cost
acceleration. See duration of projects, reducing
acceptance criteria, 110. See also delivery acceptance
Ackoff, Russel, 591
acronyms, in earned value management, 482, 483
activities, 170, 172. See also specific types
level of detail for, 184
types of, 172
activity-on-arrow (AOA) networks, 173
activity-on-node (AON) networks, 173–183
computation process for, 176–183
start-to-start lags in, 189–190
activity orientation, cultural differences in, 603
actual cost (AC), 483
Adams, J. R., 410
adjourning stage of team development, 394
administrative support groups, as stakeholders, 358
Agile Practice Guide, 580
Agile Project Management (PM), 562–589
Extreme Programming method of, 576–577
limitations of, 580
vs. traditional PM, 12–14, 563–567
AGILEZEN, 578n2
AI. See artificial intelligence
Air France, 156
airplane production, 311, 438–439, 579
Albaugh, Jim, 439
Alexander, R. C., 37n4
Allen, Roger E., 105
Allen, Stephen D., 105
allocation. See resource allocation
alternatives, in team decision making, 409
ambition, as criteria for team membership, 398
Americans
cross-cultural factors in working with, 609–611
international reputation of, 600–601
Andersen, Arthur E., 373
Andres, C., 577
anger, in negotiations, 452
AOA. See activity-on-arrow
AON. See activity-on-node
Apocalypse Now (film), 595
appendices, of audit reports, 542
Applebaum, Jeffrey, 447
arbitration, 413
Arenas, Gilbert, 538
Arms, P. B., 601
Arrow, K. J., 266
artificial intelligence (AI), 15, 32
assignments
in resource scheduling, 279
as reward for individual performance, 408
Audi, 16
availability, as criteria for team membership, 398
Avatar (film), 420n11
avoidance, risk, 225
B
BA. See British Airways
BAC. See budgeted cost at completion
backlogs
product, 573
backward pass, 176–177, 179–180, 183, 192–193
balance
in project managers, 376
balanced matrix organization structure, 78, 81
Barnes, R., 315
Barry, T. D., 577
bartering, 596
baseline plans, 477
baselines, budget. See budget baselines
BATNA. See best alternative to a negotiated agreement
BellAircraft, 229
Bennis, W., 376
Benson, J., 577
Berkun, S., 404n6
best alternative to a negotiated agreement (BATNA), 454–455
bets, motivation through, 334
Beyer, J. M., 85n5
big picture, 375
bio-tech industry, 323
Black, J. H., 167
Bloomberg BusinessWeek, 593
bodyguards, 593
Bogart, Humphrey, 436
Bolman, Lee, 29
Bolman, L. G., 401n3
bonuses, in reward systems, 407
page 668
BOOT. See build, own, operate, and transfer
bottlenecks, resource, 309
bottom line, triple, 15
vs. top-down estimates, 135, 139–141, 149
Bowen, D., 606n4
brainstorming, 409
of cost savings options, 336–337
in team decision making, 409
Brando, Marlon, 595
Brandt, S. E., 410
Brazil, international projects in, 598
bread-and-butter projects, 54
Brin, Sergey, 87
British Airways (BA), 218
Brooks, Frederick, 323, 323n1, 475
Brooks’s law, 323
Brown, K., 30
Brown, Larry, 392
Brown, Tim, 568
Browning, T., 233
Bruzelius, N., 155
Bryant, Kobe, 392
budget baselines
budgeted cost at completion (BAC), 483
budget estimates. See also cost estimates
contingency reserves in, 232
Buehler, R., 153
buffers
vs. slack, 314
build, own, operate, and transfer (BOOT), 225, 537
bulletin boards, electronic, 418
bureaucratic bypass syndrome, 419
burndown charts
business case, 107
Button, S., 315
C
Cabanis, J., 372n5
Cahill, T., 593
Caldwell, D. F., 85n5
calendar dates, 185
Calhoun, Chad, 326
California Department of Transportation (CalTrans), 322
Callaway Golf Equipment, 108
Canan, Crystal, 447
cancellation, project, contingency plans for, 229
Cao, Q., 84n4
Capability Maturity Model (CMM), 544–546
CAPMs. See Certified Associates in Project Management
Captain Marvel (film), 16
Carnegie Mellon University, 544
Carroll, Pete, 8
case studies
The Accounting Software Installation Project, 462–463
Advantage Energy Technology Data Center Migration, 207–209, 254–257
Alaska Fly-Fishing Expedition, 241–242
Blue Mountain Cabin, 301
The CCPM Dilemma, 317
Celebration of Colors 5K, 130–131
Franklin Equipment, Ltd., 430–433
Fund Raising Project Selection, 65–67
Goldrush Electronics Negotiation Exercise, 466–467
Graham Nash, 589
The Home Improvement Project, 131–133
International Capital, Inc., 253–254, 344
Introducing Scrum at P2P, 586–589
Kerzner Office Equipment, 425–427
Maximum Megahertz Project, 560–561
Moss and McAdams Accounting Firm, 97–100
Mr. Wui Goes to America, 623–625
Post-Graduation Adventure, 163
Scanner Project, 521
Shell Case Fabricators, 461–462
Silver Fiddle Construction, 242–243
Sustaining Project Risk Management during Implementation, 246–248
Tham Luang Cave Rescue, 303–307
Tree Trimming Project, 519
Ventura Baseball Stadium, 209–211, 344–345, 519–520
Whitbread World Sailboat Race, 345–347
Casey, W., 81
cash bonuses, 407
C. C. Myers, Inc., 322
CCPM. See critical-chain project management
celebrations, of project closure, 539
centralized scheduling, 280–281
certainty. See uncertainty
certification, project management, 4
Certified Associates in Project Management (CAPMs), 4
Chafkin, M., 16
chains of command, 369
change, types of, 234
change control management, 234–237
and scope creep, 110
change management systems, 234–237
change request forms, 235, 236
page 669
character, trust as function of, 374–375
character ethic, 374
charters
project, 110
team, 401
charts
Chatman, J., 85n5
checklist models of project selection, 43–44
checklists
process breakdown structure, 122
project closure, 534, 536, 537, 555–557
Chen, M., 601
Chetty, T., 155
Chevy Volt, 191
China, cross-cultural factors in, 593, 608–609
Christensen, D. S., 497
Chrysler, 576
Churchill, Winston, 135
Clark, J., 404
classes, project management, 5–6
checklists for, 534, 536, 537, 555–557
performance evaluation in, 534, 548–552
responsibility for tasks of, 533
wrap-up tasks in, 534, 536–539
CMM. See Capability Maturity Model
Coady, Gerry, 45
Cochran, Dick, 552
code names, project, 53
codes of conduct, 372
for virtual teams, 418
coding systems, for work breakdown structure, 118–120
Coggan, D., 16
Colangelo, Jerry, 392
collectivism, 604
College of Oceanography (CoO), 482
Collins, J. C., 91
co-location
in outsourcing, 448
of team members, 403
command and control center PMOs, 82
commendation, letters of, 408
communication
in customer satisfaction, 455–457
by effective project managers, 376
with outsourcers, 444
compadre system, 602
competence
emotional, 377
complexity, in project estimation, 136
computers. See also software
in network development, 185, 186–187
in resource-constrained scheduling, 270–277
Conaway, W. A., 606n4
Concorde, 156
concurrent activities. See parallel activities
concurrent engineering, 190, 191
conduct, codes of, 372
for virtual teams, 418
conductors, project managers as, 360
conference calls, virtual teams’ use of, 417–418
confidence, 377
conflict, in outsourcing, 438–439, 445–447
conflict, within teams, 410–413
in storming stage of team development, 394
conformity, in groupthink, 419
Confucius, 608
Conrad, Joseph, Heart of Darkness, 595
consensus
in team decision making, 409–410
in time and cost estimates, 142–143
consistency, of character, 374
constraints. See resource-constrained projects; time-constrained projects
contingencies, in project estimation, 139
forward, 596
performance-based, 449
contract change control systems, 471–472
contractors. See also outsourcing
as stakeholders, 359
control, loss of, in outsourcing, 438
control management. See change control management
control systems, project, 476–478
control tower PMOs, 81
CoO. See College of Oceanography
Cooper, R. G., 39n6
cooperation
exchange view of influence and, 361–364
leading by example with, 371
coordination, in outsourcing, 438
coping, with culture shock, 613–614
Coppola, Francis Ford, 595
core project teams. See dedicated project teams
Corning, 449
corporate culture. See organizational culture
cost(s). See also specific types
methods for reducing, 335–337, 437
nature of, 327
of risk events, 214
cost baselines. See budget baselines
cost-duration graphs, project, 327–333
page 670
accuracy by type of project, 148
databases for, 154
definition of, 135
factors influencing quality of, 136–137
learning curves for, 145, 164–167
in work breakdown structure, 114
cost performance, monitoring, 477
cost performance index (CPI), 493
cost-plus contracts, 441, 468, 470–471
cost risks, contingency plans for, 229
cost scheduling, 259–260. See also resource scheduling
in Request for Proposals, 441
cost-sharing ratio (CSR), 470
cost variance (CV), 483, 485–486
Coutu, D. L., 416
Covance, 323
Covey, Stephen, Seven Habits of Highly Effective People, 374, 377n9, 453, 453n4
Cowan, C., 442n1
CP. See critical path
CPI. See cost performance index
CPM. See critical path method
crash, 229, 320. See also duration of projects, reducing
crash points, 329
Crawford, L., 39n5
credibility, as criteria for team membership, 398
crime, and international projects, 593
critical chain, 308
critical-chain project management (CCPM), 308–317
reducing project duration with, 325
and splitting tasks, 314
vs. traditional scheduling, 310–314
criticality index, 223
critical path method (CPM), 182
cross-cultural factors. See cultural differences
cross-cultural framework, Kluckhohn-Strodtbeck, 603
crowdsourcing, 138
CSR. See cost-sharing ratio
Cuddy, J. A., 375
adjustments needed for, 600–602
intermediaries for, 611
in outsourcing, 444
cultural fluency, 616
culture, 600. See also organizational culture
definition of, 612
Culver, Irvin, 74
C.U.R.E., Project, 16
relationship-related, 362, 363–364
task-related, 362
currency exchange rates, 595–596
customers
in Agile Project Management, 580
delivery acceptance by, 110, 536–537, 538
customer satisfaction
met-expectations model of, 455–456
CV. See cost variance
D
DaimlerChrysler, 436
Dalangin, Marc, 450
Daniel, Tim, 593
databases, time and cost, 154
data collection
for progress and performance measurement, 476, 502–503
for project audits, 541
Data General Corporation, 405
Davis, E. W., 266
deadlines
imposed, 321
in outsourcing, 444
de Castro, Edson, 405
deception, in estimates, 153, 155, 156
decision making, team, 408–410
nominal group technique for, 420
decision trees, 222
dedicated project teams, 69, 72–77
considerations in choice of, 83–84
definition of, 73
reducing project duration with, 324
Defense, U.S. Department of (DoD), 41, 53, 450, 482
Defiant project, 16
defining stage of projects, 104–133. See also work breakdown structure
communication plans in, 124–126
in project life cycle, 9
deliverables, 107
for project closure, 534
in project scope definition, 106, 107
in Request for Proposals, 440–441
in work breakdown structure, 113
delivery acceptance
criteria for, in project scope definition, 110
in project closure, 536–537, 538
Deloitte Consulting, 36
demand, smoothing resource, 264–265
DeMarco, T., 324
Denver International Airport, 155, 501
dependencies, among stakeholders, 358–360, 364–365
DeRosa, D., 415
detail, level of
for activities, 184
in project estimation, 149–150
in Request for Proposals, 440
page 671
detection difficulty, 221
Developing Products in Half the Time (Smith and Reinertsen), 229
development teams, in Scrum, 570–571
Dexter, Susan, 323
dictionaries, WBS, 120
Digital Equipment Corporation, 405
in project cost-duration graphs, 327–332
dissemination modes, in communication plans, 125
dissent, healthy, 412
DiStefano, J. J., 601n2
DNA identification, 570
documentation. See also reports
of lessons learned, 543
of requirements in outsourcing, 444
DoD. See U.S. Department of Defense
Dooley, K. J., 398
Doran, G. T., 35
dovetailing, 453
Drexler, John A., 430n
dropped batons, 309
Dunbar, E., 615
Duncan, David, 373
duration of projects, reducing, 318–353
cost-duration graphs in, 327–333
practical considerations in, 332–335
vs. reducing cost of projects, 335–337
duration of tasks, 150
dysfunctional conflict, 412–413
E
EAC. See estimated cost at completion
EACf. See forecasted total cost at completion
EACre. See revised estimated cost at completion
Earley, Kristin, 549
early finish (EF), 177–179, 183
early start (ES), 177–179, 183
early times, 172
additional rules for, 495–496, 522–528
origins of concept, 482
percent complete rule for, 484, 502, 522–528
in performance measurement, 477, 481–486
in resource scheduling, 284
earned value management (EVM), 480–486
earthquakes, 322
economic factors, in international projects, 594–596
education, project management, 5–6. See also training
EF. See early finish
efficiency of teams, increasing, 324–325
electronic bulletin boards, 418
Eliyahu Goldratt Institute, 315n
e-mail, virtual teams’ use of, 417–418
Emerson, Ralph Waldo, 319
emotional intelligence (EQ), 377
Emotional Intelligence (Goleman), 377
empathetic listening, 453
empathy, 377
energy, as criteria for team membership, 398
English language, 444, 597, 616
environmental factors, in international projects, 592–599
EQ. See emotional intelligence
equations, 664
equipment, as resource constraint, 263
ES. See early start
escalation, 445
risk, 225
estimated cost at completion (EAC), 483
revised (EACre), 496
estimated cost to complete remaining work (ETC), 483
estimation, project, 134–167. See also cost estimates; time estimates
databases for, 154
definition of, 135
factors influencing quality of, 136–137
learning curves for, 145, 164–167
ETC. See estimated cost to complete remaining work
in international projects, 601–602
leading by example with, 371
personality vs. character, 374
Ettenson, R., 30
EV. See earned value
evaluation, project, 548–552. See also performance measurement; progress measurement
evaluation criteria, in Request for Proposals, 441
Evans, J., 277
Everest (film), 228
EVM. See earned value management
evolutionary development, 569
exchange, influence as, 361–364
exclusions, in project scope definition, 109–110
executing stage of projects, 9
expectancy theory of motivation, 334, 334n
expectations, management of
of stakeholders, 367
experience
in cost and time estimates, 136
in Request for Proposals, 441
experience curves, 145, 164. See also learning curves
expertise
as criteria for team membership, 398
outsourcing for, 437
external risks, 215
Extreme Programming (XP), 576–577
F
face, saving, 608
failed projects, closure of, 535
failure mode and effects analysis (fmea), 222
fairness, in outsourcing contracts, 449
page 672
familiarity, as criteria for team membership, 398
feeder buffers, 310
feminine orientation, 604
Fendly, L. G., 266
Feng shui, 609
FIFA, 155
film industry, 436
final cost, forecasting, 496–498
financial selection criteria, 41–43, 47
Financial Solutions Group of Mynd, 367
finesse, 376
finish-to-finish relationship, 192
finish-to-start relationship, 188, 189
Fischer, Randy, 447
Fisher, R., 451, 451n2, 452n3, 454, 455
five-stage team development model, 393–395
fixed-price (FP) contracts, 225, 441, 468–470
flat world, 591
flexibility
outsourcing for, 437
of project managers, 376
as reward for individual performance, 408
float. See slack
fmea. See failure mode and effects analysis
football, 8
Ford, 402
Ford, Henry, 391
forecasted total cost at completion (EACf), 496–497
Forest Service, U.S. (USFS), 278, 502
forming stage of team development, 394
forms, change request, 235, 236
forward exchanges, 596
forward pass, 176–179, 183, 192–193
Foti, R., 43
Fowler, M., 577
FP. See fixed-price
Frame, J. D., 403
France, cross-cultural factors in, 605–606
Frankel, Rob, 538
Fritz, Robert, 404
Frontier Airlines, 45
FS. See free slack
functional managers
in matrix organization structure, 77
as stakeholders, 359
functional organization structure, 69, 70–73
considerations in choice of, 83–84
function point methods, 143–145
funding risks, contingency plans for, 229–230
G
Gantt, Henry, 185n2
Gardner, H. K., 38
GDP. See gross domestic product
Gene Codes, 570
general and administrative (G&A) overhead costs, 150–152
General Electric, 29
General Motors, 191
geography, in international projects, 594
Gersick, Connie, 396
gift-giving, 608
givers, 361
global projects. See international projects
global teams, virtual, 416–417
global warming, 15
Goal, The (Goldratt), 308
goals, in strategic management, 31
Gobeli, D. H., 78, 79, 83, 106
Gold, Dan, 323
Goldberg, Aaron, 76
Golden Gate Bridge, 262
gold plating, 111
Goldratt, Eliyahu, 277, 308–309, 315
Goleman, Daniel, Emotional Intelligence, 377
Gordon, R. L., 323n2
governance team, in portfolio system management, 52
government agencies, as stakeholders, 359
government corruption, 593, 611
Graham, J. L., 608n6
Grant, Adam, 361
graphs, project cost-duration, 327–333
Gray, C., 83
Gray, C. F., 442n1
Griffin, D., 153
gross domestic product (GDP), 594
group range estimating, 146–147
groups. See team(s)
groupthink, 419
Gryglak, Adam, 402
Gu, V. C., 84n4
guanxi, 608
Gupta, Anshul, 320
H
Habitat Affiliate Mannakau, 326
Haliburton, 537
Hallowell, R., 606n4
Hammarberg, M., 578
hammock activities, 193–194, 194n3
hands-off vs. hands-on approach, 375
Harrison, M. T., 85n5
Hartman, Frances, 404n4
Harvard Business School, 569
Harvard Negotiation Project, 451
Heart of Darkness (Conrad), 595
Heathrow Airport, 218
hedges, 596
Helmstetter, Richard C., 108
Hendrickson, Chet, 563
Henricks, Paul, 323
Henry, R. A., 216
heuristics, 266
Hewlett Packard, 69–70, 366, 415
Hirschman, A. O., 155
Hoffman, J. J., 84n4
Hofstede, Geert, 604
Hofstede framework, 604
Homans, G. C., 395n2
Hong Kong, cross-cultural factors in, 609
horizons, planning, 136
Howard, Dwight, 392
hub structure, 579
page 673
human resources. See also people
as resource constraint, 262
Hurowicz, L., 266
Hyer, N., 30
I
IBM Global Services, 416
identification codes, activity, 184–185
identity, team, establishment of, 403–404
IDEO, 568
IFBs. See invitation for bids
IID. See iterative, incremental development
implementation. See also project management structures
of negotiated agreements, 451
of organization strategies, 35–36
implementation gap, 36
imposed deadlines, 321
improvement curves, 145, 164. See also learning curves
incentive contracts, 321, 322, 449, 471
incentives, in reward systems, 407
independent tasks, 139
indexes, for monitoring progress, 492–496
India
infrastructure of, 596
outsourcing in, 443
indirect costs, 327
in project cost-duration graphs, 327–332
individualism, 604
individual performance
industrial progress curves, 145, 164. See also learning curves
inflation, 596
influence
information needs, in communication plans, 125
information sources, in communication plans, 125
infrastructure, 596
estimates for building, 155
in international projects, 596–597
initiative taking, as criteria for team membership, 398
innovation, by project managers, 375
in-process project audits, 539–540
insensitive networks, 335
Inside Arthur Andersen (Squires et al.), 373
inspiration-related currencies, 362, 363
insurance, risk transfer through, 225
integrity, of effective project managers, 376
intelligence, emotional, 377
interests, vs. positions, in negotiations, 452–453
intermediaries, 611
international projects, 590–625. See also cultural differences
environmental factors in, 592–599
personnel selection for, 614–615
International SOS Assistance, Inc., 593
interpersonal competence, 374
interpersonal relationships
cultural differences in, 603
between top management and project managers, 359, 367–369
Intuitive Surgical, Inc., 16
invitation for bids (IFBs), 469
Iranian hostage crisis, 544
Irix Pharmaceuticals, 323
iterative, incremental development (IID), 563–564. See also Agile Project Management
J
Jago, A. G., 408
Janis, I. L., 419
Jelen, F. C., 167
Jensen, M. C., 393
Jeopardy (tv series), 32
jiujitsu, negotiation, 454
Jobs, Steve, 76
Johansen, R., 419
Johnson, Clarence L. “Kelly,” 74
Johnson, Magic, 392
Jordan, Michael, 392
justification, in project scope definition, 107
K
Kahneman, D., 153
Kalaritis, Panos, 323
Kaplan, R. E., 361
Katzenbach, J. R., 401n3
Keifer, S., 500n2
Kennedy, A. A., 85
Kerzner, H., 84n4
kick-off meetings, project, 399
Kidd, Jason, 392
Kidder, Tracy, The Soul of a New Machine, 405, 407n7
kidnapping, 593
“kill the messenger” syndrome, 371n4
King, Jon, 371n4
Kipling, Rudyard, 169
Kirk, Dorothy, 367
Kluckhohn, F., 603
Kluckhohn-Strodtbeck cross-cultural framework, 603
Knoop, C. I., 606n4
knowledge explosion, 15
Kohu, M., 375
Kolawa, Adam, 444
Kotter, J. P., 356
Kouzes, J. M., 369
Kras, E., 605n3
Krupp, Goran, 228
Kryzewski, Mike, 392
L
laddering, 188
Lam, N. M., 608n6
Lamb, J. C., 323n2
Landau, E., 215n1
Lane, H. W., 601n2
Lansing, Alfred, 370
large-scale projects
Agile Project Management with, 578–579
Larson, Brie, 16
Larson, E. W., 71, 74, 78, 79, 83, 106, 371n4, 442n1
late finish (LF), 177, 179–180, 183
late start (LS), 177, 179–180, 183
page 674
late times, 172
Latham, G. P., 550
Lawrence of Arabia (film), 420n11
laws, in international projects, 593
Leach, L. P., 310n2
leadership
Leadership in Energy and Environmental Design (LEED), 15, 15n2
Leading at the Edge (Perkins), 370
League of Legends (video game), 574
Leavitt, H. J., 419
LEED. See Leadership in Energy and Environmental Design
legal factors, in international projects, 593
Leonard, Randy, 141
lessons learned repositories, 543
letters of commendation, 408
LF. See late finish
Libanovnos, Christos, 157
life, cultural differences in pace of, 601
life cycles
product, 15
Likert, R., 393n1
Lilly, Bonnie, 326
limits, in project scope definition, 109–110
Lincoln, Abraham, 361
linearity assumption, 333, 333n3
linear responsibility charts, 122
Lipman-Blumen, J., 419
Lipsinger, R., 415
listening, empathetic, 453
Loader, Rob, 82
logic errors, network, 184
logs, change request, 235, 237
Loizeauz, Mark, 224
London Heathrow Airport, 218
long-term outsourcing relationships, 449–450
Lonza Biologics, 323
looping, 184
Lovallo, D., 153
low-priority projects, team management in, 411
loyalties, team vs. organizational, 376
LS. See late start
Lucas, E., 601
Lucas, George, 595
luck, 609
lump-sum contracts. See fixed-price contracts
M
MacCormack, Alan, 569
Maier, N. R. F., 409n9
management by wandering around (MBWA), 366–367, 408
management reserve index (MRI), 494
management structures. See project management structures
managers. See project managers
Mantel, S. K., 367n3
maps, of stakeholder dependencies, 364–365
Marvel Studios, 16
masculine orientation, 604
Mass Fatality Identification System (M-FISys), 570
matchers, 361
materials, as resource constraints, 262–263
matrices
matrix organization structure, 69, 77–81
considerations in choice of, 83–84
maturity models, project, 543–548
MBWA. See management by wandering around
McNerney, Jim, 439
mediation, 413
guidelines for effective, 402–403
kick-off, 399
and team identity, 403
types of, 402
vision-building, 406
mega projects, 155
Ménard, P., 83
Mendenhall, M. E., 615
metrics, performance, 476
Mexico, cross-cultural factors in, 602–605
Meyer, D., 277
micromanagers, 357
Microsoft, 435
milestones, 107
guidelines for setting, 481
merge activities as, 175
in project scope definition, 107
Millard, Candice, The River of Doubt, 598
Miller, D., 601
Milosevic, D. Z., 610n7
misrepresentation, strategic, 153
mission, organizational, 31–33
mitigation, risk, 223–224, 226
Molloy, E., 155
Monarch platform, 16
monitoring information systems, project, 476–477
Monroe, Marilyn, 436
Moran, James, 207n
Morgan, Pat, 402
Morigeau, Stuart, 241n
Morrison, T., 606n4
Mortensen, M., 38
motivation
expectancy theory of, 334, 334n
project managers’ role in, 334, 375
self-, 377
Motorola, 436
Mount Everest, 228
MRI. See management reserve index
MS Project. See software
multiproject resource schedules, 280–281
multi-rater appraisals, 550
multitasking
excessive, 309
and project selection, 38
multi-weighted scoring models, 43, 44–46, 47
page 675
Murphy, C., 404
mutual gain, options for, 453
N
names
project code, 53
team, 403
NASA Mars Climate Orbiter, 214–215
Nash, Steve, 538
National Basketball Association (NBA), 538
national cultures, 600
National Football League (NFL), 8
National Science Foundation (NSF), 482
natural hedges, 596
nature, cultural differences in relationship to, 603
Navistar, 402
Navy, U.S., 440
Navy Federal Credit Union, 549
NBA. See National Basketball Association
NEC, 29
Neffinger, J., 375
noncompetitive view of, 450–451
Nelson, K., 372n6
net present value (NPV) model, 41–43, 222
network, project, 169
network, social, of project managers, 364–371
activity-on-arrow, 173
activity-on-node. See activity-on-node networks
computation process for, 176–183
extended techniques for, 188–194
level of detail in, 184
practical considerations in, 184–188
terminology of, 172
from work breakdown structure, 169–172
Newbold, R. C., 277
NFL. See National Football League
NGT. See nominal group technique
NIH. See not invented here
9/11 terrorist attacks, 570
Nintendo, 53
Noble, A., 579
Nofziner, B., 376
nominal group technique (NGT), 420
nonfinancial selection criteria, 41, 43
nonproject factors, in project estimation, 137
Noriega, Manual, 53
normal conditions, in project estimation, 138, 153
normal project closure, 534–535
normal times, in project cost-duration graphs, 328–332
norming stage of team development, 394–395
norms, team, establishment of, 401–403
Northridge Earthquake, 322, 471
not invented here (NIH) culture, 395
NPV. See net present value
NSF. See National Science Foundation
numbers
assigned to activities, 184–185
lucky, 609
O
objective criteria, in negotiations, 454
objectives
as defining characteristic of projects, 7
in project scope definition, 106, 107
in strategic management process, 31, 35
OBS. See organization breakdown structure
Oddou, G. R., 615
offices, project management (PMOs), 81–82, 81n2
Ohio School Facilities Commission, 447
OHSU. See Oregon Health & Science University
O’Neal, Shaquille, 538
openness, 374
Operation Eagle Claw, 544
opportunities, 230
in strategic management process, 34
optimism, of project managers, 377–378
Oregon Health & Science University (OHSU), 141
Oregon State University, 482
O’Reilly, C. A., 85n5
organizational competence, 374–375
and Agile Project Management, 580
and critical-chain approach, 315
and ethical behavior, 372
functions of, 86
implications for project organization, 89–92
in project estimation, 137
and project management structures, 84–85, 89–92
and risk management, 233
subcultures and countercultures within, 86–87
Organizational Project Maturity Model, 546
organization breakdown structure (OBS), 114, 118
definition of, 31
importance of understanding, 29–31
strategic management process in, 31–36
organization structure. See project management structures
conflict management in, 438–439, 445–447
contract management in, 467–473
customer relations in, 455–457
partnering approach to, 442–450
reducing project cost with, 336, 437
reducing project duration with, 323, 437
Request for Proposals in, 440–442
for resource allocation problems, 281
page 676
general and administrative, 150–152
overtime, reducing project duration with, 324
oyster projects, 54
P
padding estimates, 137
pair programming, 577
parallel activities, 172, 174–175
parallel scheduling method, 266–270
Parkinson’s law, 309
partnering approach to outsourcing, 442–450
past experience. See experience
Patel, B., 82
Patheon, Inc., 323
paths, 172
Patterson, J., 266
Patterson, J. H., 266
Paulus, P. B., 395n2
payment schedules, in Request for Proposals, 441
PBS. See process breakdown structure
PCIB. See percent complete index budgeted costs
PCIC. See percent complete index actual costs
Peace Corps, 615
pearl projects, 54
Peck, W., 81
peer pressure, 309
people
cultural differences in basic nature of, 603
as factor in project estimation, 136
as resource constraints, 262
People’s Republic of China (PRC). See China
percent complete index actual costs (PCIC), 494
percent complete index budgeted costs (PCIB), 494
percent complete rule, 484, 502, 522–528
percent complete with weighted monitoring gates, 495–496
performance-based contracts, 449
performance measurement, 474–531
cost performance in, 477
critical-chain approach to, 314
data collection for, 476, 502–503
earned value management in, 480–486
forecasting final project cost in, 496–498
indexes for, 493
in project closure, 534, 548–552
project control system in, 476–478
project monitoring information system in, 476–477
reporting on, 476–478, 487–492
technical performance in, 498
time performance in, 477, 478–480
performance standards, leading by example with, 371
performing stage of team development, 394
Perkins, Dennis, Leading at the Edge, 370
perpetual project closure, 535
personal integrity, of effective project managers, 376
personality ethic, 374
personal-related currencies, 362, 364
personnel selection, for international projects, 614–615
Peters, Lawrence, 405
Peters, T., 369
phase gate model of project management, 39–41, 40
Philippines, international projects in, 595, 599
Pinto, J., 315
Pinto, J. L., 367n3
piracy, 593
planned value (PV), 284, 482, 483
planning horizons, 136
planning stage of projects, 9
in Agile vs. traditional project management, 12–14
PMBOK. See Project Management Body of Knowledge
PMI. See Project Management Institute
PMOs. See project management offices
PMPs. See Project Management Professionals
politics
in criteria for team membership, 398
in international projects, 593
of outsourcing, 439
Porras, J. I., 91
portfolio, project, 36
benefits of, 38
need for, 36
roles and responsibilities in, 52
Portland Aerial Tram, 141
Portland General Electric Company, 498, 499
position-related currencies, 362, 363
positions, vs. interests, in negotiations, 452–453
Post-it stickers, 173
post-project project audits, 539–540
power distance, 604
PRC. See China
predecessor activities, 174
predictability, 12
premature project closure, 535
price. See cost
price risks, contingency plans for, 229
principled negotiation, 447, 451–455
priorities
changed, project closure due to, 536
in leading by example, 369
in low-priority projects, 411
priority system, project, 36–38
proactivity, of effective project managers, 376–377
problem identification, in team decision making, 409
problem solving
as criteria for team membership, 398
leading by example with, 371
page 677
process breakdown structure (PBS), 106, 121–122, 569
process projects, 121
procrastination, 309
procurement management, 468
product backlogs, 573
product life cycle, 15
Professionals, Project Management (PMPs), 4
program evaluation and review technique. See PERT
program management, 9
cost performance in, 477
data collection for, 476, 502–503
earned value management in, 480–486
forecasting final project cost in, 496–498
project control system in, 476–478
project monitoring information system in, 476–477
reporting on, 476–478, 487–492
technical performance in, 498
time performance in, 477, 478–480
characteristics of, 7
classification of, 38–39, 46–47
examples of diversity of, 5
project buffers, 310
project cost-duration graphs. See cost-duration graphs
Project C.U.R.E., 16
project duration. See duration
project estimation. See estimation
projectitis, 76
projectized organization, 74–75
project life cycle, 9–10. See also specific stages
project management
Agile. See Agile Project Management
certification in, 4
vs. project leadership, 356–357
socio-technical approach to, 17–18, 566, 666
Project Management Body of Knowledge (PMBOK), 4, 13n1, 230n4, 542, 665
Project Management Consultants, 447
Project Management Institute (PMI), 4
on Agile Project Management, 580, 581
on definition of project, 6
growth of, 4
Organizational Project Maturity Model of, 546
on PMOs, 81
on project managers, 360
on stakeholders, 358
website of, 20
project management offices (PMOs), 81–82, 81n2
Project Management Professionals (PMPs), 4
project management software. See software
project management structures, 68–103
considerations in choice of, 83–84
and organizational culture, 84–85, 89–92
and project estimation, 137
and project management offices, 81–82
charters authorizing, 110
as conductors, 360
influence as exchange for, 361–364
in matrix organization structure, 77
in performance reviews, 550–552
PMI certification of, 4
qualities of effective, 375–378
social network building by, 364–371
stakeholder engagement by, 357–361
as stakeholders, 358
without title of project manager, 5
understanding of organization strategy, 30–31
project monitoring information systems, 476–477
project network. See network
Project of the Year, 498
project percent complete indexes, 494
project portfolio, 36. See also portfolio management
project proposals. See proposals
project scope. See scope
project selection. See selection
project sponsors. See sponsors
project teams. See team(s)
screening and ranking of, 49–52
sources and solicitation of, 47–49
prototyping
in iterative development, 568
in outsourcing, 444
pseudo-earned value percent complete approach, 502
public recognition, for individual performance, 408
pull, 578
punctuality, 601
punctuated equilibrium model of group development, 396
purpose, sense of, 374
PV. See planned value
Q
quality, reducing project duration by compromising, 325
quid pro quo, 361
R
Ramasesh, R. V., 233
Ramsden, Sam, 8
RAND Corporation, 142
ratio methods, 143
Raz, T., 315
RBSs. See risk breakdown structures
RCF. See reference class forecasting
Reagan, Ronald, 535
page 678
reciprocity, law of, 361
recognition, public, for individual performance, 408
recommendations, audit, 542
recruitment, of team members, 397–398
redetermination contracts, 469–470
reference class forecasting (RCF), 156
register, risk, 233
Reinertsen, D. G., 91, 229, 407
rejuvenation, of teams, 413–415
relationship-related currencies, 362, 363–364
relationships
interpersonal. See interpersonal relationships
long-term outsourcing, 449–450
release burndown charts, 575–576
release planning, in Scrum, 572
religious factors, in international projects, 597, 606–607
Relyea, Dave, 570
reports
repositories, lessons learned, 543
Request for Proposals (RFPs), 440–442
in project selection process, 47–48
selection of contractors from, 441–442
requirements, in outsourcing, 441, 442–443, 444
reserves
resource(s), 262
reducing project duration by adding, 322–323
assumptions in, 263
outsourcing in, 281
in resource-constrained projects, 265–270
in time-constrained projects, 264–265
resource buffers, 310
resource-constrained projects, 263
options for reducing duration of, 324–326
resource allocation methods for, 265–270
vs. time-constrained projects, 263
resource-constrained scheduling, 260–262
benefits of, 278
computer demonstration of, 270–277
resource constraints, types of, 262–263
resource demand, smoothing, 264–265
resource estimates, guidelines for, 138–139
resource pool PMOs, 82
resource scheduling, 258–317. See also resource-constrained scheduling
assigning project work in, 279
benefits of, 278
classification of projects in, 263
critical-chain approach to, 308–317
in development of budget baselines, 281–286
need for, 260
resource allocation methods in, 263–270
splitting activities in, 263, 277
resource sharing, and project selection, 38
resource smoothing, 260, 264–265
responsibility matrices (RMs), 106, 122–124
retrospective meetings, sprint, 573, 574
retrospectives, project, 543
revised estimated cost at completion (EACre), 496
RFP. See Request for Proposals
Rigby, D. K., 579
Riot Games, 574
risk(s), 213
balancing portfolios by, 52–54
causes and consequences of, 213
external sources of, 215
risk appetite, 226
risk assessment/analysis, 219–223
in project estimation, 139
risk avoidance, 225
risk breakdown structures (RBSs), 216–217
risk escalation, 225
contingency funding in, 231–232
contingency planning in, 226–230
definition of, 214
in international projects, 594
model of, 215
opportunity management in, 230–231
overview of process of, 214–216
proactive approach in, 215
risk identification in, 216–219
risk response control in, 233–237
risk response development in, 223–230
risk register, 233
risk response control, 233–237
risk response development, 223–230
contingency planning in, 226–230
types of responses in, 223–226
risk response matrices, 226–227
risk severity matrices, 221–222
risk tolerance, 226
risk transfer, 225
rituals
in project closure, 535
River of Doubt, The (Millard), 598
Rizova, Polly S., 92
RMs. See responsibility matrices
Rockwood, K., 16
Rogers, Will, 213
rolling wave approach, 13–14, 566
Romanoff, T. K., 550
Rondon, Candido Mariano da Silva, 598
Roosevelt, Theodore, 598
Rosenberg, Doug, 577
page 679
Ross, M., 153
Rothengatter, W., 155
Rubinstein, J., 277
Russia, international projects in, 593
S
Saab AB, 579
sacred cow projects, 37
Sanborn, J., 157n1
Santayana, George, 533
Saudi Arabia, cross-cultural factors in, 606–607
Sayles, Leonard R., 367n2, 368, 376
scaling, 578
schedule, project, 168–211. See also cost scheduling; network development; resource scheduling
milestones in, 107, 479–480, 481
in Request for Proposals, 441
schedule risks, contingency plans for, 229
schedule variance (SV), 483, 485–486
scheduling performance index (SPI), 493
Scheier, R., 594n1
Schein, E., 85n5
Schein, E. H., 393n1
Schkade, J., 395n2
Schmidt, Eric, 279
Schniederjans, M. J., 84n4
Schur, M., 580
documentation of, 106, 109, 110
vs. project vision, 404
reducing project cost by reducing, 336
reducing project duration by reducing, 325
in Request for Proposals, 440
Scown, M. J., 593
screening, of proposals, 49–52
Extreme Programming form of, 576–577
product and sprint backlogs in, 573–574
roles and responsibilities in, 570–572
sprint and release burndown charts in, 575–576
Sculley, John, 76
SDI. See Strategic Defense Initiative
Seattle Kingdome, 224
SEC. See Securities and Exchange Commission
Secret of Success, The (Rizova), 92
Securities and Exchange Commission (SEC), 373
security
in international projects, 593–594
SEI. See Software Engineering Institute
selection
of international sites, 599–600
of personnel for international projects, 614–615
classification of projects in, 38–39, 46–47
financial criteria for, 41–43, 47
multi-criteria models for, 43–46, 47
nonfinancial criteria for, 41, 43
portfolio management in, 52–54
priority system in, need for, 36–38
self-awareness, 377
self-esteem, 364
self-motivation, 377
self-organizing teams, 571
self-protection, 309
self-regulation, 377
senior management. See top management
sensitivity, network, 182, 335
Seta, J. J., 395n2
Seven Habits of Highly Effective People (Covey), 374, 377n9, 453, 453n4
sex discrimination, 602
Shackleton, Ernest, 370
Shanahan, S., 266
sharing, resource, 38
Sheen, Martin, 595
Shelby County Habitat for Humanity, 326
Sherif, M., 395n2
Sikorsky, 16
Singer, Carl A., 416
site selection, in international projects, 599–600
skills. See also specific types
of team members, 398
Skilton, P. F., 398
skunk works, 74
slack (or float) (SL), 177, 180–183
vs. buffers, 314
in critical-chain approach, 308–314
in reducing project duration, 335
Sleeping Dictionary, The (film), 420n11
Sloan, John, 388n
SMART objectives, 35
smartphone industry, 320
Smith, B. J., 406
smoothing, resource, 260, 264–265
Snapple Company, 214
Snizek, J. A., 216
soccer, 155
social class, in France, 605
social network building, by project managers, 364–371
social skills, 377
socio-technical approach, 17–18, 566, 666
software, project management
for cost/schedule systems, 494–495
in network development, 185, 186–187
in project communication plans, 125
in resource allocation, 270
in resource-constrained scheduling, 270–277
Software Engineering Institute (SEI), 544–546
Soul of a New Machine, The (Kidder), 405, 407n7
SOWs. See statements of work
Spalding, 538
SPI. See scheduling performance index
Spirit Aero Systems, 311
page 680
splitting activities, 263, 277, 314
sponsors, project, 37
project managers’ relationship with, 359, 368
in project selection, 37
as stakeholders, 359
sprint burndown charts, 575–576
sprints, 570
planning of, 572
Squires, Susan, Inside Arthur Andersen, 373
stability, maintenance of, 375
stability zones, 613
stage-gate model of project management, 39n6
staging, 578
stakeholder(s), 358
analysis of, in communication plans, 124–125
dependencies among, 358–360, 364–365
managing expectations of, 367
project managers’ engagement of, 357–361
in project managers’ social network, 364–365
in risk identification, 219
start-to-finish relationship, 192
start-to-start relationship, 189–190
statements of work (SOWs), 110, 440
status updates, in outsourcing, 447–448
Stephens, Matt, 577
stereotypes, in groupthink, 419
storming stage of team development, 394–395
Strategic Defense Initiative (SDI), 535
strategic misrepresentation, 153
strategy, organization. See organization strategy
stress, and culture shock, 612–613
Strodtbeck, F. L., 603
Strohl Systems Group, 594
strong matrix organization structure, 79, 80
Stubbs, David, 157
student syndrome, 309
subcontracting. See outsourcing
successor activities, 174
Sullivan, Stacy Savides, 87
Sundewn, J., 578
suppliers, as stakeholders, 359
surveys, online, in outsourcing, 447–448
sustainable business practices, 15
Sutherland, J., 579
SV. See schedule variance
Sweden, international projects in, 594
SWOT analysis, 34
synergy
systems thinking, in effective project managers, 376
T
takers, 361
Talbot, B. F., 266
Tarne, R., 578
task duration, 150
task-related competence, 374
task-related currencies, 362
TCPI. See to complete performance index
TE. See expected time
common problems facing, 419–420
decision making in, 400–401, 408–410
dedicated. See dedicated project teams
evaluation of, at project closure, 548–550
five-stage development model for, 393–395
governance, in portfolio system management, 52
increasing efficiency of, 324–325
norms for interaction in, 401–403
priority, in multi-weighted scoring models, 45–46
at project closure, 537–538, 548–550
punctuated equilibrium development model for, 396
recruiting members for, 397–398
risk management, 216
role of, 11
self-organizing, 571
situational factors in development of, 395–397
as stakeholders, 358
team-building, 414
rejuvenation of teams with, 414–415
team performance
evaluation of, at project closure, 548–550
technical constraints, 261
technical dimension of project management, 16–17
technical performance measurement, 498
technical requirements, in project scope definition, 108–109
technical risks, contingency plans for, 227–229
technological expertise, as criteria for team membership, 398
Telstra, 82
template methods, 146
termination, project. See closure
terminators, 537
terrorism, international, 570, 593–594
testing
development driven by, 577
in risk management, 223
Thamhain, H. J., 410
threats. See also risk(s)
in strategic management process, 34
use of term, 215
360-degree reviews, 552
time, cultural differences in concepts of, 601, 602–607
time and cost databases, 154
time-constrained projects, 263
resource allocation methods for, 264–265
page 681
time estimates, 134–167. See also duration
accuracy by type of project, 148
in critical-chain approach, 308–315
databases for, 154
definition of, 135
factors influencing quality of, 136–137
learning curves for, 145, 164–167
milestones in, 107
in work breakdown structure, 114
time management, by project managers, 377
time performance, monitoring, 477, 478–480
time-phased budget baselines, 259, 281–286
time zones, and virtual global teams, 416–417
to complete performance index (TCPI), 497
tolerance, risk, 226
vs. bottom-up estimates, 135, 139–141, 149
top management
in portfolio system management, 52
project managers’ relationship with, 359, 367–369
projects prioritized by, 51–52
as stakeholders, 359
Torti, M. T., 457
total costs, 327
total quality management (TQM), 39
TQM. See total quality management
tracking Gantt charts, 478–479
traditional project management
vs. Agile Project Management, 12–14, 563–567
training
for international projects, 615–616
traits, of effective project managers, 376–378
transfer, risk, 225
translators, 616
transparency, ethical issues with, 372
travel, by virtual team members, 418
Trevino, L., 372n6
triple bottom line, 15
Trojan Nuclear Plant, 498, 499
tropical forest restoration, 16
trust, meaning of, 374
trust building
Tuchman, B. W., 393
Tuller, L. W., 605n3
Turtle, Q. C., 190
U
ugly Americans, 600
uncertainty
and Agile Project Management, 12–14, 566
in cost and time estimates, 135
need for leadership with, 356–357
uncertainty avoidance, 604
Underwriter Laboratories, Inc., 615
United States, cross-cultural factors in, 609–611
United States Golf Association (USGA), 108
Ury, W., 451, 451n2, 452n3, 454, 455
U.S. Department of Defense (DoD), 41, 53, 450, 482
U.S. Forest Service (USFS), 278, 502
USGA. See United States Golf Association
U.S. Navy, 440
V
VAC. See variance at completion
value engineering, 450
variance
variance analysis, methods of, 485–486
variance at completion (VAC), 483, 485
Vecta, 568
vendors, as stakeholders, 359
Versatec, 89
virtual project teams, 415–418
visions, project, 404
in conflict management, 412
vision statements, 406
volunteers, for team membership, 398
W
Wake, William, 570
Walt Disney, 16
waterfall method, 121, 564–566, 569, 580
Watson’s Jeopardy Project, 32
WBS. See work breakdown structure
WBS dictionaries, 120
weak matrix organization structure, 78, 81
weather, and international projects, 594
weather station PMOs, 81
Webber, S. S., 457
weighted scoring models, 43, 44–46, 47
Weiler, Ed, 215
Wells Fargo, 372
West, Tom, 405
Wexley, K. N., 550
white elephant projects, 54, 155–157
Whitten, Danny, 334
Wilemon, D. L., 410
Wilson, Pete, 322
women, in international projects, 601–602
Woodworth, B. M., 266
work breakdown structure (WBS), 106, 113–120
integration of OBS with, 118, 119
networks developed from, 169–172
vs. process breakdown structure, 121–122
page 682
vs. responsibility matrices, 122–124
in risk identification, 217
Worldcom, 372
World Cup, 155
World Trade Center (WTC), 570
wrap-up closure tasks, 534, 536–539
X
XP. See Extreme Programming
Y
Yazici, H., 84n4
Yeung, I., 608n6
Young, Bruce, 334
Z
Zalmanson, E., 315
Zander, A., 395n2
Zaphiropoulos, Renn, 89
Zenisek, Joseph, 311