effective project management - gbv · chapter 3 how to scope a project 49 using tools, templates,...

Effective ProjectManagement

Traditional, Agile, Extreme

Fifth Edition

Robert K. Wysocki, Ph.D.

WILEY

Wiley Publishing, Inc.

Contents

AcknowledgmentsPreface to the Fifth Edition

Introduction

Part 1 Defining and Using Project Management Process Groups

Chapter 1 What Is a Project?Defining-a Project

Sequence of ActivitiesUnique ActivitiesComplex ActivitiesConnected ActivitiesOne GoalSpecified TimeWithin BudgetAccording to Specification

What Is a Program?Establishing Temporary Program OfficesEstablishing Permanent Program Offices

Understanding the Scope TriangleScopeQualityCostTimeResources

Envisioning the Scope Triangle as a System in BalanceManaging the Creeps

Scope CreepHope Creep

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Effort CreepFeature Creep'

Applying the Scope TriangleProblem ResolutionScope Change Impact Analysis

The Importance of Classifying ProjectsEstablishing a Rule for Classifying ProjectsClassification by Project CharacteristicsClassification by Project Type

Putting It All TogetherDiscussion Questions

Chapter 2 Understanding The Project Management Process GroupsUnderstanding the Fundamentals of Project Management

What Business Situation Is Being Addressed?What Do You Need to Do?What Will You Do?How Will You Do It?How Will You Know You Did It?How Well Did You Do?

Defining the Five Process GroupsThe Scoping Process GroupThe Planning Process GroupThe Launching Process GroupThe Monitoring and Controlling Process GroupThe Closing Process Group

Defining the Nine Knowledge AreasMapping Knowledge Areas to Process Groups

What the Mapping MeansHow to Use the Mapping

Definition of a Project Management Life CycleUsing Process Groups to Define PMLCsA Look Ahead: Mapping Process Groups to Form

Complex PMLCsIntegration ManagementScope ManagementTime ManagementCost ManagementQuality Management

Quality Planning ProcessQuality Assurance ProcessQuality Control Process

Human Resource ManagementProjects as Motivation and Development Tools

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Communications Management 39Who Are the Project Stakeholders? 39What Do They Need to Know about the Project? 39How Should Their Needs Be Met? 40

Risk Management 40Risk Identification 41Risk Assessment 42Risk Mitigation 42Risk Monitoring 43

Procurement Management 44Vendor Solicitation 44Vendor Evaluation 44Vendor Selection 45Vendor Contracting 45Vendor Management 46

Putting It All Together 46Discussion Questions 47

Chapter 3 How to Scope a Project 49

Using Tools, Templates, and Processes to Scope a Project 50Managing Client Expectations 51Wants versus Needs 52Conducting Conditions of Satisfaction 52

Establishing Clarity of Purpose 55Specifying Business Outcomes 56Conducting COS Milestone Reviews 56

Planning and Conducting the Project Scoping Meeting 56/Purpose 56

" Attendees 57Agenda 57Deliverables 58

Gathering Requirements 58What Are Requirements? 59Types of Requirements 60

Functional Requirements 60Non-Functional Requirements . 60Global Requirements 60Product and/or Project Constraints 61

Approaches to Gathering Requirements 61Building the Requirements Breakdown Structure 63Using the RBS to Choose a Best-Fit PMLC Model 65Diagramming Business Processes . 67

What Is a Business Process? 68Creating a Business Process Diagram 69

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Business Process Diagram Formats 70Context Diagrams 71Business Process Work Flow Diagrams 72

Prototyping Your Solution 73Use Cases 73

Use Case Diagrams 74Use Case Flow of Events 75

Validating the Business Case 76Outsourcing to Vendors and Contractors 77Procurement Management Life Cycle 77

Vendor Solicitation 78Publishing a Request for Information 78Advertising 78Renting a Targeted List 78Asking Previous Vendors 79Attending Trade Shows 79Preparing and Distributing a Request for Proposal 79Managing RFP Questions and Responses 80Responding to Bidder Questions 80

Vendor Evaluation 81Establishing Vendor Evaluation Criteria 81Evaluating Responses to the RFP 83

Vendor Selection 83Vendor Contracting . 84

No Award 84Single Award 84Multiple Awards 84

Contract Management • 85Types of Contracts 85Discussion Points for Negotiating the Final Contract 87Final Contract Negotiation 87

Vendor Management 88Expectation Setting — Getting Started 88Monitoring Progress and Performance 89Transitioning from Vendor to Client 90Closing Out a Vendor Contract 91

Writing an Effective Project Overview Statement 91Parts of the POS 93

Stating the Problem or Opportunity 94Establishing the Project Goal 95Defining the Project Objectives 97Identifying Success Criteria 98Listing Assumptions, Risks, and Obstacles 100

Attachments 102

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Risk AnalysisFinancial Analyses

Gaining Approval to Plan the ProjectParticipants in the Approval ProcessApproval CriteriaProject Approval Status


Chapter 4 How to Plan a ProjectTools, Templates, and Processes Used to Plan a ProjectThe Importance of PlanningUsing Application Software Packages to Plan a Project

Determining the Need for a Software Package?Project Planning Tools

Sticky NotesMarking PensWhiteboard

How Much Time Should Planning Take?Running the Planning Session

Planning and Conducting Joint Project Planning SessionsPlanning the JPPS

AttendeesFacilitiesEquipmentThe Complete Planning AgendaDeliverables

Conducting the JPPSBuilding the Work Breakdown Structure

Uses for the WBSThought-Process ToolArchitectural-Design ToolPlanning ToolProject-Status-Reporting Tool

Generating the WBSTop-Down ApproachBottom-Up Approach

Using the WBS for Large ProjectsIterative Development of the WBSSix Criteria to Test for Completeness in the WBS

Status and Completion Are MeasurableThe Activity Is BoundedThe Activity Has a DeliverableTime and Cost Are Easily Estimated

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Activity Duration Is Within Acceptable LimitsWork Assignments Are IndependentThe Seventh Criteria for Judging CompletenessExceptions to the Completion Criteria Rule

Approaches to Building the WBSNoun-Type ApproachesVerb-Type ApproachesOrganizational ApproachesSelecting the Best Approach

Representing the WBSEstimating

Estimating DurationResource Loading versus Task DurationVariation in Task DurationSix Methods for Estimating Task Duration

Extrapolating Based on Similarity to Other ActivitiesStudying Historical DataSeeking Expert AdviceApplying the Delphi TechniqueApplying the Three-Point TechniqueApplying the Wide-Band Delphi Technique

Estimation Life CyclesEstimating Resource Requirements

People as ResourcesResource Breakdown StructureDetermining Resource Requirements

Resource PlanningEstimating Cost

Cost BudgetingCost Control

Constructing the Project Network DiagramEnvisioning a Complex Project Network DiagramBenefits to Network-Based SchedulingBuilding the Network Diagram Using the Precedence

Diagramming MethodDependenciesConstraints

Technical ConstraintsManagement ConstraintsInterproject ConstraintsDate Constraints

Using the Lag VariableCreating an Initial Project Network Schedule

Critical PathNear-Critical Path

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Analyzing the Initial Project Network Diagram 176Compressing the Schedule 177Management Reserve 179

Planning for Project Risk: The Risk Management Life Cycle 180Risk Identification 181

Risk Categories 181Candidate Risk Drivers 183

Risk Assessment 183Static Risk Assessment 184Dynamic Risk Assessment 185

Risk Mitigation 187Risk Monitoring and Control 187

Writing an Effective Project Proposal 188Contents of the Project Proposal 189

Executive Summary 189Background 189Objective 189Overview of the Approach to Be Taken 189Detailed Statement of the Work 190Time and Cost Summary 190Appendices 190

Format of the Project Proposal 190Gaining Approval to Launch the Project 190Putting It All Together 191Discussion Questions 191

Chapter 5 How to Launch a Project 195

t Tools, Templates, and Processes Used to Launch a Project 196: Recruiting the Project Team 197

Core Team Members 197When to Select the Core Team Members 198Selection Criteria 198

Client Team 201When to Select the Client Team 201Selection Criteria 201

Contract Team Members 201Implications of Adding Contract Team Members 202Selection Criteria 202

Balancing a Team 203Assimilating 204Diverging 204Accommodating 204Converging 204

Developing a Team Deployment Strategy 205Developing a Team Development Plan 205

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Conducting the Project Kick-Off Meeting 206Sponsor-Led Part 206Project Manager-Led Part 206Purpose of the Project Kick-Off Meeting 207

Attendees 207Facilities and Equipment 208The Working Session Agenda 208

Establishing Team Operating Rules 211Situations that Require Team Operating Rules 211

Problem Solving . 212Decision Making 214Conflict Resolution 217Consensus Building 219Brainstorming 220Team Meetings 221

Team War Room 223Physical Layout 223Variations 223Operational Uses 224

Managing Scope Changes 224The Scope Change Management Process 224Management Reserve 227Scope Bank 229

Managing Team Communications 229Establishing a Communications Model 229

Timing 230Content 230Choosing Effective Channels 230

Managing Communication beyond the Team 233Managing Communications with the Sponsor 233Upward Communication Filtering and "Good News" 234Communicating with Other Stakeholders 235

Assigning Resources 235Leveling Resources _ 236Acceptably Leveled Schedule 238

Resource-Leveling Strategies 239Utilizing Available Slack 239Shifting the Project Finish Date 239Smoothing 240Alternative Methods of Scheduling Tasks 240

Further Decomposition of Tasks 240Stretching Tasks 241Assigning Substitute Resources 241

Cost Impact of Resource Leveling 242

Chapter 6

Finalizing the Project ScheduleWriting Work Packages

Purpose of a Work PackageFormat of a Work Package

Work Package Assignment SheetWork Package Description Report


How to Monitor and Control a ProjectTools, Templates, and Processes Used to Monitor and

Control a ProjectEstablishing Your Progress Reporting System

Types of Project Status ReportsCurrent Period ReportsCumulative ReportsException ReportsStoplight ReportsVariance Reports

How and What Information to UpdateFrequency of Gathering and Reporting Project ProgressVariances

Positive VariancesNegative Variances

Applying Graphical Reporting ToolsGantt ChartsStoplight Reports

/ Burn ChartsMilestone Trend ChartsEarned Value AnalysisIntegrating Milestone Trend Charts and Earned Value

AnalysisIntegrating Earned ValueIntegrating Milestone Trend Data

Managing the Scope BankBuilding and Maintaining the Issues LogManaging Project Status Meetings

Who Should Attend Status Meetings?When Are Status Meetings Held?What Is the Purpose of a Status Meeting?What Is the Status Meeting Format?The 15-Minute Daily Status MeetingProblem Management Meetings

Defining a Problem Escalation Strategy

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Project Manager-Based Strategies 279Resource Manager-Based Strategies 279Client-Based Strategies 279The Escalation Strategy Hierarchy 280

Gaining Approval to Close the Project 281Putting It All Together 281Discussion Questions 282

Chapter 7 How to Close a Project 283Tools, Templates, and Processes Used to Close a Project 284Writing and Maintaining Client Acceptance Procedures 284Closing a Project 284Getting Client Acceptance 285

Ceremonial Acceptance 285Formal Acceptance 285

Installing Project Deliverables 286Phased Approach 286Cut-Over Approach 286Parallel Approach 286By-Business-Unit Approach 287

Documenting the Project 287Reference for Future Changes in Deliverables 287Historical Record for Estimating Duration and Cost on

Future Projects, Activities, and Tasks 287Training Resource for New Project Managers 287Input for Further Training and Development of the Project

Team 288Input for Performance Evaluation by the Functional

Managers of the Project Team Members 288Conducting the Post-Implementation Audit 289Writing the Final Report 291Celebrating Success 292Putting It All Together 292Discussion Questions ' , 292

Part II Establishing Project Management Life Cyclesand Strategies 295

Chapter 8 Project Management Landscape 297Assessing Goal and Solution Clarity and Completeness 299

Traditional Project Management (TPM) Approaches 301Low Complexity 302Few Scope Change Requests 302Well-Understood Technology Infrastructure 303

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Low Risk 303Experienced and Skilled Project Teams 303Plan-driven TPM Projects 303

Agile Project Management (APM) Approaches 304A Critical Problem Without a Known Solution 305A Previously Untapped Business Opportunity 306APM Projects Are Critical to the Organization 306Meaningful Client Involvement Is Essential 306APM Projects Use Small Co-located Teams 306

Extreme Project Management (xPM) Approaches 307The xPM Project Is a Research and Development Project 307The xPM Project Is Very High Risk 308

Emertxe Project Management (MPx) Approaches 308A New Technology Without a Known Application 308r

A Solution Out Looking for a Problem to Solve 309Understanding the Complexity/Uncertainty Domain

of Projects 309Requirements 311Flexibility 312Adaptability 313Change 313Risk vs. the Complexity/Uncertainty Domain 314Team Cohesiveness vs. the Complexity/Uncertainty Domain 314Communications vs. the Complexity/Uncertainty Domain 315Client Involvement vs. the Complexity/Uncertainty Domain 316

The Client's Comfort Zone 317Ownership by the Client 318Client Sign-Off 318

Specification vs. the Complexity/Uncertainty Domain 319Change vs. the Complexity/Uncertainty Domain 320Business Value vs. the Complexity/Uncertainty Domain 321

Additional Factors Affecting the Choice of Best-Fit PMLCModel 322

Total Cost 322Duration ' • 322Market Stability 322Technology 323Business Climate 323Number of Departments Affected 323Organizational Environment 324Team Skills and Competencies 324

Introducing Project Management Life Cycles 324Traditional Project Management Approaches 328

Linear Project Management Life Cycle Model 328

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Incremental Project Management Life Cycle Model 329Agile Project Management Approaches 330

Iterative Project Management Life Cycle Model 331Adaptive Project Management Life Cycle Model 332

Extreme Project Management Approach 332Emertxe Project Management Life Cycle Model 334Recap of PMLC Models 335

Similarities between the PMLC Models 336Differences between the PMLC Models 336

Choosing the Best-Fit PMLC Model 336Putting It All Together 338Discussion Questions 338

Chapter 9 Traditional Project Management 341What Is Traditional Project Management? 342Linear Project Management Life Cycle 343

Definition 343Characteristics 344

Complete and Clearly Defined Goal, Solution,Requirements, Functions, and Features 344

Few Expected Scope Change Requests 345Routine and Repetitive Activities 345Benefits of Using Established Templates 348

Strengths 349Entire Project Is Scheduled at the Beginning of the Project 349Resource Requirements Are Known from the Start 349The Linear PMLC Model Does Not Require the Most

Skilled Team Members 350Team Members Do Not Have to Be Co-Located 350

Weaknesses 350Does Not Accommodate Change Very Well 351Costs Too Much 351Takes Too Long before Any Deliverables Are Produced 351Requires Complete and Detailed Plans 351Must Follow a Rigid Sequence of Processes 353Is Not Focused on Client Value 353

When to Use a Linear PMLC Model 353Variations to the Linear PMLC Model 353

The Rapid Linear PMLC Model 354Feature-Driven Development Linear PMLC Model 355Considerations in Choosing a Variation 356

Adapting and Integrating the Tools, Templates, andProcesses for Maximum Effectiveness 357

Incremental Project Management Life Cycle 357Definition 358

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Characteristics 359Strengths 359

Produces Business Value Early in the Project 359Enables You to Better Schedule Scarce Resources 359Can Accommodate Minor Scope Change Requests

Between Increments 360Offers a Product Improvement Opportunity 360More Focused on Client Value Than the Linear PMLC

Model 360Weaknesses 360

The Team May Not Remain Intact Between Increments 361This Model Requires Handoff Documentation Between

Increments 361The Model Must Follow a Defined Set of Processes 361You Must Define Increments Based on Function and

Feature Dependencies Rather Than Business Value 362You Must Have More Client Involvement Than Linear

PMLC Models 363An Incremental PMLC Model Takes Longer Than the

Linear PMLC Model - 363Partitioning the Functions May Be Problematic 363

When to Use an Incremental PMLC 364Adapting and Integrating the Tools, Templates, and

Processes for Maximum Effectiveness 364Putting It All Together 365Discussion Questions 367

Chapter 10 Using Critical Chain Project Management 369What Is the Critical Chain? 370Variation in Duration: Common Cause versus Special Cause 370Statistical Validation of the Critical Chain Approach 371The Critical Chain Project Management Approach 373

Step 1: Creating the Early Schedule Project Network Diagram 373Step 2: Converting the Early Schedule to the Late Schedule

and Adding Resources 374Step 3: Resolving Resource Conflicts 374

Establishing Buffers 375Defining Buffers 375Types of Buffers 376

Project Buffers 376Feeding Buffers 376Resource Buffers 376Other Buffers 376

Using Buffers 377Managing Buffers 377

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Penetration into the First Third of the Buffer 378Penetration into the Middle Third of the Buffer 378Penetration into the Final Third of the Buffer 378

Track Record of Critical Chain Project Management 380Putting It All Together 381Discussion Questions 381

Chapter 11 Agile Project Management 383What Is Agile Project Management? 385

Implementing APM Projects • 386Fully Supported Production Versions of Partial Solutions

Are Released to the End User Quarterly orSemi-Annually 386

Intermediate Versions Are Released to a Focus GroupEvery 2-4 Weeks 387

Co-Located APM Project Teams 387Cross-Project Dependencies 388Project Portfolio Management 388

Iterative Project Management Life Cycle 390Definition of the Iterative PMLC Model 390

Most of the Solution Is Clearly Known 391Likely to be Multiple Scope Change Requests 391Concern about Lack of Client Involvement 392

Scoping Phase of an Iterative PMLC Model 392Planning Phase of an Iterative PMLC Model 392

The Complete Plan for Building the Known Solution 393The Partial Plan for the High-Priority Functions 393

Launching Phase of an Iterative PMLC Model 394Monitoring and Controlling Phase of an Iterative PMLC

Model 394Closing Phase of an Iterative PMLC Model 395Characteristics 395

The Solution Is Known, But Not to the Expected Depth 395Often Uses Iconic or Simulated Prototypes to Discover the

Complete Solution ' 395Strengths 395

Client Reviews Current Partial Solution for Improvement 396Can Process Scope Changes Between Iterations 396Adaptable to Changing Business Conditions 396

Weaknesses 396Requires a More Actively Involved Client Than TPM

projects 396Requires Co-Located Teams 397Difficult to Implement Intermediate Solutions 397Final Solution Cannot Be Defined at the Start of the Project 397

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Types of Iterative PMLC Models 397Prototyping PMLC Model 398Rational Unified Process (RUP) 400

When to Use an Iterative PMLC Model 403Intuitive to the Client 403Easily Engages the Client 403Immediate Feedback on the Effect of Solution Change 404Tolerant of Assessing and Evaluating the Impact of

Alternatives 404No Fixed Deadline for Completion 404

Adaptive Project Management Life Cycle 404Definition 404

Scoping Phase of an Adaptive PMLC Model 406Planning Phase of an Adaptive PMLC Model 406Launching Phase of an Adaptive PMLC Model 407Monitoring and Controlling Phase of an Adaptive PMLC

Model 407Closing Phase of an Adaptive PMLC Model 408

Characteristics 408Iterative Structure ' 409Just-in-Time Planning 409Critical Mission Projects 409Thrives on Change through Learning and Discovery 409

Strengths 409Does Not Waste Time on Non-Value-Added Work 410Avoids All Management Issues Processing Scope Change

Requests 410Does Not Waste Time Planning Uncertainty 410^Provides Maximum Business Value Within the Given

Time and Cost Constraints 410Weaknesses of the Adaptive PMLC Model 411

Must Have Meaningful Client Involvement 411Cannot Identify Exactly What Will Be Delivered at the End

of the Project 411Types of Adaptive PMLC Models 411

Adaptive Software Development (ASD) 412Adaptive Project Framework 414

Client Situation 444Goal 444Objectives 444Solution 444Phase I: Needs Analysis 445Phase II: PMM High-level Design 445Phase III: PMM Detailed Design and Documentation 445Phase IV: PMM Implementation 446

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Chapter 12

Phase V: PMM Training ProgramBusiness Value and Selected Success CriteriaRoles and ResponsibilitiesProject Schedule

Dynamic Systems Development Method (DSDM)Scrum

When to Use an Adaptive PMLC ModelHas the Client Had Successful Adaptive Project

Experience Before?Will this First-Time Adaptive Project Client Be

Meaningfully Involved?Has the Client Appointed a Qualified Co-Project Manager?

Adapting and Integrating the APM ToolkitScoping the Next Iteration/CyclePlanning the Next Iteration/CycleLaunching the Next Iteration/CycleMonitoring and Controlling the Next Iteration/CycleClosing the Next Iteration/CycleDeciding to Conduct the Next Iteration/CycleClosing the Project


Extreme Project ManagementWhat Is Extreme Project Management?Extreme Project Management Life Cycle

DefinitionCharacteristics

High SpeedHigh ChangeHigh Uncertainty

StrengthsKeeps Options Open as Late as PossibleOffers an Early Look at a Number of Partial Solutions

WeaknessesMay Be Looking for Solutions in All the Wrong PlacesNo Guarantee That Any Business Value Will Result from

the Project DeliverablesINSPIRE Extreme PMLC Model

INitiateSPeculateIncubateREview

What Is Emertxe Project Management?

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The Emertxe Project Management Life Cycle 481When to Use an Emertxe PMLC Model 481

Research and Development Projects 481Problem-Solution Projects 481

Using the Tools, Templates, and Processes for MaximumxPM Effectiveness 482

Scoping the Next Phase 482Planning the Next Phase 483Launching the Next Phase 484Monitoring and Controlling the Next Phase 484Closing the Phase 485Deciding to Conduct the Next Phase 485Closing the Project 485


Part III Building an Effective Project Management Infrastructure 489

Chapter 13 Establishing and Maturing a Project Support Office 491Background of the Project Support Office 492Defining a Project Support Office 493

Temporary or Permanent Organizational Unit 494Portfolio of Services 494Specific Portfolio of Projects 495

Naming the Project Support Office 496Establishing Your PSO's Mission 497Framing PSO Objectives 498Exploring PSO Support Functions 498

Project Support 499Consulting and Mentoring 499Methods and Standards 500Software Tools 501Training 502Staffing and Development 503

Project Manager Resources 504Project Team Members 504

Selecting PSO Organizational Structures 505Virtual versus Real 505Proactive versus Reactive 506Temporary versus Permanent 506Program versus Projects 506Enterprise versus Functional 507Hub-and-Spoke 507

Understanding the Organizational Placement of the PSO 507

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Determining When You Need a Project Support Office 509The Standish Group Report 509

User Involvement 510Executive Management Support 511Clear Business Objectives 511Agile Optimization 512Emotional Maturity 512Project Management Expertise 512Financial Management 513Skilled Resources 513Formal Methodology 513Tools and Infrastructure 513

Spotting Symptoms That You Need a PSO 514Establishing a PSO 516

PSO Stages of Maturity Growth 516Level 1: Initial . 517Level 2: Repeatable 517Level 3: Defined 517Level 4: Managed 518Level 5: Optimized 518

Planning a PSO 518The POS 518Planning Steps 521

Facing the Challenges of Implementing a PSO 528Speed and Patience 529Leadership from the Bottom Up 529A Systems Thinking Perspective 529Enterprise-Wide Systems 529Knowledge Management 529Learning and Learned Project Organizations 530Open Communications 530


Chapter 14 Establishing and Managing a Project PortfolioManagement Process 533Introduction to Project Portfolio Management 534

Portfolio Management Concepts 534What Is a Portfolio Project? 534What Is a Project Portfolio? 535What Is Project Portfolio Management? 536

The Project Portfolio Management Life Cycle 536ESTABLISH a Portfolio Strategy 538

Strategic Alignment Model 539Boston Consulting Group Products/Services Matrix 541

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Project Distribution Matrix 542Growth versus Survival Model 544Project Investment Categories Model 544Choosing Where to Apply These Models 545

EVALUATE Project Alignment to the Portfolio Strategy 546

PRIORITIZE Projects and Hold Pending FundingAuthorization 546

Forced Ranking 547Q-Sort 548Must-Do, Should-Do, Postpone 548Criteria Weighting 549Paired Comparisons Model 550Risk/Benefit 551

SELECT a Balanced Portfolio Using the Prioritized List 5J53

Balancing the Portfolio 553Strategic Alignment Model and Weighted Criteria 554Project Distribution Matrix and Forced Ranking Model 556Graham-Englund Selection Model and the Risk/Benefit

Matrix 558Balancing Using Partial Funding or Staffing of Projects 562

MANAGE the Active Projects 562

Project Status 563The Role of the Project Manager 564

Reporting Portfolio Performance 564

Schedule Performance Index and Cost Performance Index 565SPI and CPI Trend Charts 565Spotting Out-of-Control Situations 565

Closing Projects in the Portfolio 569Attainment of Explicit Business Value 569Lessons Learned 570

Roles and Responsibilities of the PSO in PortfolioManagemen t 570

Project Sponsor 570

Portfolio Manager 571

Proposal Intake and Evaluation 571Project Prioritization 571Selection Support to the Portfolio Manager 571Monitoring and Reporting to the Portfolio Manager 571Facilitate Project Review Sessions 571

Prepar ing Your Project for Submission to the PortfolioManagemen t Process 572

A Revised Project Overview Statement 572

Parts of the POS 573POS Attachments 575

A Two-Step Submission Process 576

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A New Submission Process 576Agile Project Portfolio Management 578Putting It All Together 580Discussion Questions 580

Chapter 15 Establishing and Managing a Continuous ProcessImprovement Program 583Understanding Project Management Processes and Practices 584

The Project Management Process 585How Was It Developed? 585How Complete Is It? 585How Is It Documented? 585How Is It Supported? 586How Is It Updated? 586

The Practice of the Project Management Process 586Are All Project Managers Required to Use the Process? 586Can Project Managers Substitute Other Tools, Templates,

and Processes as They Deem Appropriate? 587Is There a Way to Incorporate Best Practices into the

Practice of the Project Management Process? 587How Are Project Managers Monitored for Compliance? 587How Are Corrective Action Steps Taken to Correct for

Noncompliance? 587How Are Project Manager Practices Monitored for Best

Practices? 587Defining Process and Practice Maturity 588

Level 1: Ad hoc or Informal 589Level 2: Documented Processes 589Level 3: Documented Processes That Everyone Uses 589Level 4: Integrated into Business Processes 590Level 5: Continuous Improvement 590

Measuring Project Management Process and PracticeMaturity 591

The Process Quality Matrix and Zone Map 591What Process Has Been Defined So Far? . 595

Step 1: Define the Process 596Step 2: Validate and Finalize the PQM 596Step 3: Establish Correlations 596Step 4: Establish Metrics 596Step 5: Assess Project Managers against the PMMA 597Step 6: Assess Maturity Levels 597Step 7: Plot Results on the PQM Zone Map 597

Using the Continuous Process Improvement Model 597Phase 1: Foundation 597

Develop Mission/Vision Statement 598

Identify CSFsIdentify Business ProcessesRelate CSFs to Business Processes

Phase 2: Assessment and AnalysisConduct Gap AnalysisSelect Knowledge Area or PM ProcessIdentify Improvement OpportunitiesAnalyze Improvement Opportunities

Phase 3: Improvement InitiativesDefine the Project ScopePlan Project ActivitiesSchedule Project WorkMonitor Project Progress

Phase 4: Check ResultsDefining Roles and Responsibilities of the PSORealizing the Benefits of Implementing a CPIMApplying CPIM to Business Processes

Characteristics of Business ProcessesProcess EffectivenessProcess EfficiencyStreamlining Tools

Watching Indicators of Needed ImprovementDocumenting the "As Is" Business ProcessEnvisioning the "To Be" StateDefining the Gap between "As Is" and "To Be"Defining a Business Process Improvement Project

Using Process Improvement Tools, Templates, andFishbone Diagrams and Root Cause AnalysisControl ChartsFlowchartingHistogramsPareto AnalysisRun ChartsScatter DiagramsForce Field AnalysisTrigger Values

Putting It All TogetherDiscussion QuestionsBasic Flow of Placing an Order

Part IV Managing the Realities of Projects

Chapter 16 Managing Distressed ProjectsWhat Is a Distressed Proiect?

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Why Projects Become Distressed or Fail 629Poor, Inadequate, or No Requirements Documentation 629Inappropriate or Insufficient Sponsorship 629

Complexity of Requirements Not Recognized 629Unwillingness to Make Tough Decisions 630Lag Time between Project Approval and Kick-Off 630No Plan Revision after Significant Cuts in Resources or

Time 630Estimates Done with Little Planning or Thought 631Overcommitment of Staff Resources 631Inconsistent Client Sign-Off 631No Credibility in the Baseline Plan 631Unmanageable Project Scope 631

Managing Distressed Projects 632Prevention Management Strategies 632Using Tools, Templates, and Processes to Prevent Distressed

Projects 632Requirements Gathering 633WBS Construction 634Dynamic Risk Management Process 634Scope Change Management Process 635Milestone Trend Charts 636Earned Value Analysis • 637

Intervention Management Strategies 639Analyze Current Situation: Where Are We? 639Revise Desired Goal: Where Can We Go? 644Evaluate Options: How Can We Get There? 647Generate Revised Plan: How Will We Get There? 649

Roles and Responsibilities of the PSO with Respect toDistressed Projects 650

Analyzing the Current Situation 652Revising the Desired Goal 652Evaluating the Options 652Generating the Revised Plan 653

Putting It All Together , 653Discussion Questions 653

Chapter 17 Managing Multiple Team Projects 655What Is a Multiple Team Project? 655Challenges to Managing a Multiple Team Project 657

Working with Fiercely Independent Team Cultures 658Working with Different Team Processes 658Accommodating Competing Priorities 659Communicating within the Team Structure 659Establishing a Project Management Structure 659

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Establishing One Project Management Life Cycle 659Building an Integrated Project Plan and Schedule 660Defining a Requirements Gathering Approach 660Establishing a Scope Change Management Process 661Defining the Team Meeting Structure 661Establishing Manageable Reporting Levels 661Sharing Resources across Teams 662Searching Out Your Second 662

Classifying Multiple Team Projects 662Two Teams 662

Update or Enhance and Global 663New and Global 663

Multiple Teams 663Update or Enhance 663Update or Enhance and Global 664New 664New and Global 664

Project Office Structure 664Project Office Characteristics . 665

Organize and Manage the Entire Project 666Develop the High-Level Project Plan in Collaboration with

Team Managers 666Integrate and Coordinate the Project Plans of Each Team 666Maintain the Overall Project Schedule 666Monitor and Manage Resource Use 666Prepare and Distribute Project Status Reports 666Plan and Conduct Team Meetings 667

/ Process Scope Change Requests 667Solve Problems Escalated from the Individual Project

Teams 667Negotiate and Resolve Problems between Teams 667

Project Office Strengths 667Coordinates the Work of Several Independent Teams 667Scales to Large Projects 668Managed from a Single Integrated Plan 668Integrated Resource Management Control 668Allows Teams to Maintain Their Practices 668

Project Office Weaknesses 669Requires Management Across Disparate Practices 669Requires Team Members to Manage Competing Priorities 669May Involve a Cumbersome Scope Change Management

Process 669When to Use a PO 670

Core Team Structure 670Core Team Characteristics 670

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Advise Each Team on Technical Matters 671Provide Subject Matter Expertise on Enterprise Systems

and Processes 673Support Each Team as Requested and as Needed 673Collaborate with and Advise the CT Manager as Requested 673Negotiate and Help Resolve Inter-Team Problems 673

Core Team Strengths 673Enables the CT Manager to Select CT Members 674Provides the Best Available Advice to the CT Manager 674Coordinates the Work of Several Teams 674Lends Support and Credibility to the Decisions of the CT

Manager . 674Assigns Core Team Members 100 Percent to This Project 674Takes Advantage of the Most Experienced SMEs 675Allows Teams to Retain Their Business Unit Practices 675

Core Team Weaknesses 675May Not Scale to the Larger Projects 675Does Not Necessarily Integrate Individual Team Plans 676Must Manage across Disparate Practices 676How to Deal with Divided Loyalties 676-Repeatedly Uses the Same SMEs 676

When to Use a CT 676Super Team Structure 677

Super Team Characteristics 678Organize and Manage the Project 679Develop the Project Plan 680Maintain the Overall Project Schedule 680Monitor and Manage Resource Utilization 680Prepare and Distribute Project Status Reports 680Plan and Conduct Team Meetings 680Process Scope Change Requests 680

Super Team Strengths 681Manages from a Single Integrated Source 681Scales to Large Projects 681Integrates Resource Management Control - 681Standardizes on a Set of Tools, Templates, and Processes 681

Super Team Weaknesses 682The Difficulty in Establishing Standardization . 682Team Members Have to Decide among Competing

Priorities 682When to Use an ST 682


Contents xxxvu

Epilogue: Putting It All Together FinallyWhat Business Situation Is Being Addressed?What Do You Need To Do?

Experience AcquisitionOn-the-job TrainingOff-the-job TrainingProfessional Activities

What Will You Do?How Will You Do It?How Will You Know You Did It?How Well Did You Do?Where Do You Go from Here? — A New Idea to Consider

The PM/BA Position FamilyTeam MemberTask ManagerAssociate ManagerSenior ManagerProgram ManagerDirector

Using the PM/BA Landscape for Professional DevelopmentWhat Might a Professional Development Program Look Like?

Experience AcquisitionOn-the-Job TrainingOff-the-job TrainingProfessional ActivitiesUsing the PDP

Career Planning Using the BA/PM LandscapePutting It All Together

Appendix A What's on the Web Site?

Appendix B Bibliography

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705

707

Index 719

effective project management - gbv · chapter 3 how to scope a project 49 using tools, templates,...

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