index [] · wbs, 48 xpm v., 52–53, 457 agile project portfolios closing projects, 580–581 deﬁ...

Wysocki bindex.indd V2 - 09/07/2011

729

Index

AA Team members, 228–229AC (actual cost), 295–298, 638–639accept, risk response, 84acceptably leveled schedule,

267acceptance test procedures (ATP),

312–314, 375. See also client acceptance

accommodators, 234–236, 238, 242, 244, 246–247

action to be taken, risk log, 85active projects. See MANAGE active

projectsactivities. See also business processes;

tasksbounded, 173business process, 119complex, 7defi ned, 6, 115tasks v., 166unique, 6–7WBS completeness test,

172–175activity duration estimates, 158,

163, 593

activity schedulesdesign-build-test-implement

approach, 179JPPS deliverable, 164launching, 21

actual cost (AC), 295–298, 638–639ACWP (Actual Cost of Work

Performed), 296, 639ad hoc level, 589Adams, Anthony, 279adaptability

APF, 435–437APM, 327–328, 445core project team members, 230

Adaptive Cycle Plan phase, 407–408Adaptive PMLC models, 47, 49,

398–445. See also Adaptive Project Framework

Agile models, 379APF, 379, 391, 406ASD, 379, 391, 406–407

graphical depiction, 407phases, 406–408

business value, 404–405cancellation, 399characteristics, 403

bindex.indd 729bindex.indd 729 9/7/2011 6:06:06 PM9/7/2011 6:06:06 PM

COPYRIG

HTED M

ATERIAL


730 Index n A–A

choosing, 408client involvement, 405, 443–445closing phase, 402–403co-located teams, 383defi ned, 398–400DSDM, 57, 379, 391, 399–400,

406, 438–440client involvement, 400, 405graphical depiction, 439–440software development projects,

48, 406graphical depiction, 49, 399Iterative models v., 378–379, 400launching phase, 401non-value-added work, 403–404, 409planning phase, 400–401PMLC models comparison, 55–56process group-level diagram, 399scope change requests, 404scoping phase, 400Scrum, 379, 391, 406, 439–443

best-fi t choice, 131client involvement, 439graphical depiction, 441–442process fl ow, 440–441Product Owner, 131, 405, 439–440,

441–443rugby v., 439Sprint, 441–443

software development projects, 46solution clarity, 408strengths, 403–405types, 406weaknesses, 405–406when to use, 129, 443–445

Adaptive Project Framework: Managing Complexity in the Face of Uncertainty (Wysocki), 408

Adaptive Project Framework (APF), 408–437. See also swim lanes

adapting, 435–437Adaptive PMLC model, 379, 391, 406

APFists, 425, 427–428, 436APM approach v., 49budget, 418change, 411–412Client Checkpoint, 429–433

graphical depiction, 429PDQ case study, 433updated Scope Bank, 430–431

client involvement, 410–411core values, 410–412Cycle Build, 426–428

functionality, 427graphical depiction, 427monitor/adjust, 428

Cycle Plan, 420–426graphical depiction, 421micro-level schedule, 423–426micro-level WBS, 421–426work packages, 426

defi ned, 409–410graphical depiction, 413implementing, 437non-value-added work, 412, 423–424observations on, 409–410PDQ case study, 433, 464phases, 412PMLC models integration, 436–437Post-Version Review, 433–435

graphical depiction, 434questions, 433–435Version Scope v., 433

software development projects, 379–380, 408, 450

TPM v., 410value, 437Version Scope, 412–420, 433

COS, 413–414cycle timeboxes, 418–420cycles, 419–420deliverables, 413–414graphical depiction, 414POS, 414, 418–419



Index n A–A 731

Post-Version Review v., 433prioritized scope triangle, 415–417RBS, 414, 419StageGates, 412–413, 419WBS, 414, 419

Adaptive Software Development. See ASD

Adaptive Software Development: A Collaborative Approach to Managing Complex Systems (Highsmith), 406

adversarial relationship, 88Agile Manifesto (Fowler &

Highsmith), 35n1, 323, 379, 379n1, 380

Agile Project Management: Creating Innovative Products (Highsmith), 324

Agile Project Management (APM), 44–49, 377–451. See also Adaptive PMLC models; Iterative PMLC models

adaptability, 327–328, 445Agile Manifesto, 35n1, 323, 379,

379n1, 380APF v., 49business value, 337change, 336client involvement, 331, 392client ownership, 332–333client’s comfort zone, 332closing next iteration/cycle, 447closing project, 448co-located teams, 46–48, 59, 329,

382–384, 388core team members, 228cycle timeboxes, 58discussion questions, 449–451Extreme PMLC models v., 459–460fl exibility, 327graphical depiction, 55history, 379–380implementing, 380–381INSPIRE v., 457–458

launching next iteration/cycle, 446–447

models, 379non-value-added work, 384Q3/Q4 projects, 379

monitoring/controlling next iteration/cycle, 447

non-value-added work, 326, 400, 655planning next iteration/cycle, 446projects

characteristics, 45–48client involvement, 46implementation, 380–381major issues, 380percentage of, 47, 154, 322, 377, 378risk level, 45untapped business opportunity, 45without known solution, 45

risk, 328–329scoping next iteration/cycle, 445–446software development projects,

323, 380team cohesiveness, 329teams, 388tools/templates/processes, 445TPM with, 47WBS, 48xPM v., 52–53, 457

agile project portfoliosclosing projects, 580–581defi ned, 572HRMS, 383life cycle

ESTABLISH portfolio strategy, 573, 575

EVALUATE project alignment, 573, 575

graphical depiction, 573–574MANAGE active projects, 573, 575,

580–581phases, 573, 575PRIORITIZE phase, 573, 575



732 Index n A–B

SELECT balanced portfolio, 573, 575, 577–580

project types, 581risk, 576

Agile Project Portfolio Management (APPM), 572–581

challenges, 576–577PMLC model integration, 574–576

Agile Software Development with Scrum (Schwaber & Beedle), 439

agreement, COS process, 108aligned projects, 531American Red Cross, 689analyze current situation, distressed

projects, 640–645, 654–655Annotation fl owchart symbol, 120–121APF. See Adaptive Project FrameworkAPFists, 425, 427, 428, 436APM. See Agile Project Managementappendices, project proposal, 220APPM. See Agile Project Portfolio

Managementapproval process, POS, 144–147, 221architectural-design tool, WBS, 167As Is business process, 119, 604,

610, 623ASD (Adaptive Software

Development)Adaptive PMLC model, 379, 391, 406graphical depiction, 407phases, 406–408

ashtrays, 132Assessment and Analysis phase,

CPIM, 600–602assignable, S.M.A.R.T. characteristic,

137assigning resources. See resource

assignmentsassignment sheets, work package,

275, 277assimilators, 234, 242–243, 246–247associate manager

multi-team projects, 665PM/BA, 693, 698–699

assumptions, risks, obstacles section, POS, 140–141

ATP (acceptance test procedures), 312–314, 375. See also client acceptance

attachments, POS, 141–143Aubry, Monique, 485, 485n1autonomy, job design, 73available slack, 268, 306avoid, risk response, 84avoidant, confl ict resolution style, 248

BB Team members, 228–229BA (business analysis), 707–708, 710background, project proposal, 219balancing project teams, 233–235. See

also confl ict resolution; learning styles

BA/PM. See PM/BABarton, Clara, 689BCG. See Boston Consulting GroupBCWP (Budgeted Cost of Work

Performed), 296, 639BCWS (Budgeted Cost of Work

Scheduled), 296, 639Beedle, Mike, 439Bell Telephone Laboratories, 453best-fi t PMLC model

choosing, 57–60complexity, 502factors, 35project characteristics, 36solution clarity, 38

four-quadrant project landscape, 35, 324, 502

meaningful client involvement, 642RBS, 31, 171requirements completeness, 30, 130requirements gathering, 634

best-fi t project structure



Index n B–B 733

multiple team projects, 686–687RUP, 131Scrum, 131

best-practices constraints, 206–207Better Online Solutions, 372bidder questions, 89big-picture improvement, 609Blanchard, Kenneth H., 225, 657Boeing 777, 208Bohr, Neils, 103Boston Consulting Group (BCG)

Products/Services Matrix, 533, 535–536

bottom-up approachAPF implementation, 437learning model, 1PSO implementation, 520

Boundaries fl owchart symbol, 120–121bounded activity, 173BP4SO, 521–524. See also PSOsBPM (business process management),

689, 707–708, 710BPMN (Business Process Management

Notation), 125brainstorming

Assessment and Analysis Phase, CPIM, 601

convention v., 250divergers, 234Extreme PMLC model, 456INitiate, 459–460INSPIRE, 464, 469launching Process Group, 374problem-solving process, 243risk identifi cation list, 79Root Cause Analysis results, 649SPeculate, 463team operating rules, 249–250

Breakdown Structure. See RBS; Resource Breakdown Structure; WBS

breakeven analysis, POS, 143

briefi ng tool, 133Bruno, Giordano, 149budget, APF, 418budget estimate, 197–198Budgeted Cost of Work Performed

(BCWP), 296, 639Budgeted Cost of Work Scheduled

(BCWS), 296, 639buffers, 368–372

defi ned, 368–369management reserve v., 258, 370managing, 370–372penetration, 370–372types, 369

Building Effective Project Teams (Wysocki), 235, 247

bureaucracy elimination, 607burn charts, 290Burns, Robert, 627business analysis (BA), 707, 710Business Analysis Body of Knowledge

Guide (IIBA), 28Business Analyst/Project Manager.

See PM/BAbusiness climate, 58, 327, 336, 418,

583, 647business outcomes, COS, 109business processes. See also processes

BP4SO, 522building WBS, 180characteristics, 605–609CPIM, 119, 604–612, 623

To Be, 119, 604, 610, 623characteristics, 605–609improvement opportunities, 609improvement project, 611–612indicators of needed improvement,

609streamlining tools, 607–609

defi ned, 119–120effectiveness, 606effi ciency, 606



734 Index n B–C

graphical depiction, 119integrated into business processes

(level 4), 590non-value-added work, 609process level, RBS, 115streamlining tools, 607–609

business process diagramming, 117context diagrams, 122–123creating, 120–121fl owcharts, 120–121, 124formats, 121–122

business process improvement project, 611–612

business process management (BPM), 689, 707–708, 710

Business Process Management Notation (BPMN), 125

business valueAdaptive PMLC models,

404–405APF, 437complexity/uncertainty domain v.,

336–337Extreme PMLC models, 457incremental, 26–27, 29Incremental PMLC models, 356–357,

359–360IRACIS, 26Linear PMLC models, 351MPx models, 53project classifi cation, 19project management defi nition,

27project’s purpose, 8–9requirements and, 28–31

butcher paper, 162, 169by-business-unit approach, installed

deliverables, 315

CCampbell Soup Co., 279cancellation

Adaptive PMLC models, 399

projects, Project Portfolio Management life cycle, 532

candidate risk driver template and assessment worksheet, 78, 80–81

Capability Maturity Model (CMM), 94, 508, 525, 589

Capability Maturity Model Integrated (CMMI), 508, 589. See also maturity

capacity constrained buffers, 369capital budget projects, 529career planning, PM/BA landscape,

706–707CareerAgent model, 694, 706Carlyle, Thomas, 689cash cows, 535–536cats, herd of, 215–216, 320cause-and-effect diagrams. See

fi shbone diagramsCCPM. See critical chain project

managementcelebrating success, 319–320central limit theorem, 364centralized EPSOs, 499–500ceremonial acceptance, 313certain events, 79. See also risksCFs (critical factors), 591–594, 596–597,

599–600, 603CHAOS report, 591, 596graphical depiction, 593project failure, 591

chair example, 185–186challenge, 72change

Adaptive PMLC models, 403APF, 411–412APM, 336“Change or die,” 35changing requirements and

specifi cation, 330, 501, 503, 707complexity/uncertainty domain v.,

335–336every change is signifi cant, 254Extreme PMLC models, 455–456



Index n C–C 735

intolerance, 43, 152, 333, 390Linear PMLC models, 43, 348–349radical, milestone trend chart,

291–292change control process, 256–257CHAOS Report, 591, 596, 707chart of accounts (CoA), 178Check Results phase, CPIM, 603chefs/cooks analogy, 28, 33, 445, 449,

475, 494, 502, 588, 684, 689choice process, PMLC models, 56–60

departments affected, 58–59organizational environment, 59team skills/competencies, 59–60total cost, 57

Churchill, Winston, 149clarifi cation, COS process, 108clarity of purpose, 108–109clients

comfort zone, 332JPPS attendance, 161ownership, 332–333POS approval process, 146project notebook, 443Scoping Meeting, 111sign-off, 333

client acceptance, 313–314ATP, 312–314, 375ceremonial, 313formal, 313

Client Checkpoint, 429–433graphical depiction, 429PDQ case study, 433updated Scope Bank, 430–431

client expectationsbusiness process effectiveness, 605managing, 105–106wants v. needs, 37, 86, 106

client involvementAdaptive PMLC models, 405,

443–445APF, 410–411APM, 46, 392

complexity/uncertainty domain v., 331–333

Incremental PMLC models, 358, 360Iterative PMLC models, 386, 390–391,

397lack of user input, 330, 502, 593, 707Scrum, 439

client teams, 227Agile projects, 378closing projects, 311development teams v., 46, 50, 52,

237, 449qualifi ed co-project manager,

444–445selection criteria, 231xPM projects, 460

client-based escalation strategies, 307client-facing, 116, 122, 351, 358closing (Process Group), 311–320

APM PMLC models, 447–448approval for, 308celebrating success, 319–320client acceptance, 313–314defi ned, 67deliverables installed, 314–315discussion questions, 320fi nal project report, 319phase

Adaptive PMLC models, 402–403Extreme PMLC models, 475Iterative PMLC models, 388–389

post-implementation audit, 317–319processes, 67project documentation, 315–317steps, 312–313tools/templates/processes, 312TPM projects, 3, 311–320

closing projects, in agile portfolios, 580–581

closing vendor contracts, 98–99CMM. See Capability Maturity ModelCMMI. See Capability Maturity Model

Integrated



736 Index n C–C

CoA (chart of accounts), 178Coad, Peter, 352code reuse, 396Collaborate phase, ASD, 406–407collaboration

Adaptive PMLC model, 405Agile manifesto, 379APF, 410APM approaches, 49, 331ASD, 406BA/PM professional, 709client and development team, 46co-located xPM team, 468confl ict resolution style, 248–249DSDM, 438INSPIRE, 468–469JPPS, 164multiple team project, 658project kick-off meeting, 238prototyping PMLC model, 392PSO, 492, 495–496requirements management, 97scoping efforts, 105SPeculate stage, 467

co-located teamsAdaptive PMLC models, 383APM, 46–48, 59, 329, 382–384, 388different time zones, 278INSPIRE, 469Iterative PMLC model, 383, 390–391Linear PMLC model, 347–348MPx, 329team war room, 253TPM, 59, 329, 388xPM, 329, 468

color-coded sticky notes, 155combative, confl ict resolution style,

248comfort zone, client, 332common cause variation, 363–364common sense, organized, 27, 65, 327,

436, 689

communications management (Knowledge Area)


defi ned, 74–75listening skills, 107, 189, 236multiple team projects, 661project failures, 74, 105, 108, 259, 330questions, 74–75stakeholders, 74–75, 264team communications, 258–264

effective channels, 260–262information content, 259–260information timing, 259with sponsor, 262–263

upward communications fi ltering, 263–264

completiondate, 7–8projects, Project Portfolio

Management life cycle, 532WBS, 172–176

complex activities, 7complex projects, 707–709. See also

professional development programdisciplines needed

BA, 707–708, 710BPM, 689, 707–708, 710IT, 689, 707–708, 710PM, 707–710

complexity/uncertainty domain, 323–338. See also project management landscape

adaptability, 328business value v., 336–337change v., 335–336client involvement v., 331–333communications v., 330–331discussion questions, 338Extreme PMLC models, 456fl exibility, 327–328multiple team projects, 679–680, 686



Index n C–C 737

RBS, 326–327risk v., 328–329specifi cation v., 333–335team cohesiveness v., 329TPM approach, 40

compressing schedules. See schedule compression

concurrent component engineering, 408

concurrent swim lanes, 353, 387, 401, 408, 431, 602

Conditions of Satisfaction. See COS“Confl ict and Confl ict Management”

(Thomas), 249confl ict resolution, 235–236, 241,

374, 675avoidant, 248collaborative, 248–249combative, 248Core Team, 675resources, 249team operating rules, 248–249

connected activities, 7Connector fl owchart symbol,

120, 121consensus building, 249constraints, 205–209

best-practices, 206–207date, 209dependencies v., 205–209design, 128discretionary, 206interproject, 208logical, 207management, 207–208product, 128project, 11, 128technical, 206–207TOC, 362–363, 382unique requirements, 207

construction phase, RUP, 395consultants, JPPS, 160

consultative decision-making model, 245

Consulting and Mentoring service area, 485, 491–492

context diagrams, 122–123contingency, CCPM, 364–365contingency planning, risk response,

84continuous improvement

defi ned, 611–612level 5 maturity, 590–591outsourcing v., 119

Continuous Process Improvement Model. See CPIM

contract management, 92–96adversarial relationship, 88fi nal contract negotiation, 95–96

contract team members, 231–233, 266contractors, project kick-off meeting,

238contracts, 94–95control charts, 615controlling. See monitoring/

controllingconvention, 250convergers, 234–235, 242–243, 246–247Cooke, Ernest F., 279cooks. See chefs/cooks analogycoordinator, team meetings, 251co-project managers, 27, 46, 131, 411,

429, 444–445, 449core project teams, 227–230

JPPS attendance, 160–161members, 227–230

characteristics, 229–230selection criteria, 228–230

POS approval process, 145Project Scoping Meeting, 110Scoping Meeting, 111

Core Team (CT), 673–680. See also multiple team projects

characteristics, 673–676



738 Index n C–C

defi ned, 673roles/responsibilities, 674–676strengths, 676–678structure, 674weaknesses, 678–679when to use, 679–680

core values, APF, 410–412COS (Conditions of Satisfaction),

107–110business outcomes, 109clarity of purpose, 108–109defi ned, 107graphical depiction, 108INSPIRE, 464milestone reviews, 109–110Root Cause Analysis, 336steps, 108–109Version Scope, 413–414

cost. See also earned value analysis; scope triangle

AC, 295–298, 638–639Cost Plus contracts, 94–95earned value analysis, 98estimating, 196–199Linear PMLC models, 349negative variances, 287–288PMLC model choice process, 57positive variances, 286–287prioritizing, 15reduced, success criteria, 139resource leveling, 271scope triangle variable, 12time and cost summary page, 220variance, 284

cost and benefi t analyses, POS, 143cost budgeting, 198cost buffers, 369cost control issues, 198–199cost management (Knowledge Area),

68cost performance index (CPI), 298–299,

557–562, 638–639

Couger, Daniel, 71, 71n1, 242–243, 246CPI. See cost performance indexCPIM (Continuous Process

Improvement Model), 584, 591, 598–623

Assessment and Analysis phase, 600–602

benefi ts, 604business processes, 119, 604–612, 623

To Be, 119, 604, 610, 623characteristics, 605–609improvement opportunities, 609improvement project, 611–612indicators of needed improvement,

609streamlining tools, 607–609

Check Results phase, 603discussion questions, 623fl owcharts, 615–617Foundation phase, 599–600graphical depiction, 598Improvement Initiatives phase,

602–603Iterative PMLC models, 397overview, 480PSO roles/responsibilities, 603tools/templates/processes, 612–622

CPS (Creative Problem Solving) model, 242–244

crashing the task, 185crashpoint, 186Crawford, J. Kent, 519Crawford-Mason, Clare, 583Creative Problem Solving and

Opportunity Finding (Couger), 242Creative Problem Solving (CPS)

model, 242–244creeps, 16–17. See also scope creep

effort, 17feature, 17–18hope, 17, 653

critical chain, 363



Index n C–D 739

Critical Chain (Goldratt), 372Critical Chain Project Management,

Second Edition (Leach), 362–363, 368–369, 372, 375, 556, 580

critical chain project management (CCPM), 362–373

buffers, 368–372defi ned, 368–369management reserve v., 258, 370managing, 370–372types, 369

critical path v., 363–367defi ned, 363planning steps, 366–368project network diagram, 366–367resource confl icts, 367–368scarce resources, 556, 580statistical validation, 364–366TOC, 362–363, 372TPM v., 364, 366track record, 372–373

critical factors. See CFscritical mission projects, 403, 445critical path, 212–214

APF, 423calculating, 213CCPM v., 363–368defi ned, 210near-critical path, 214, 277negative time variances, 287non–critical path tasks, 229, 271, 287,

306, 307, 308tasks, 210, 212, 214–216, 229, 271, 274,

277cross-project dependencies, 382CT. See Core Teamcumulative reports, 282Curly, 496–497current period reports, 281cut-over approach, installed

deliverables, 314Cycle Build, 426–428

functionality, 427graphical depiction, 427monitor/adjust, 428

Cycle Plan, 420–426graphical depiction, 421micro-level schedule, 423–426micro-level WBS, 421–426work packages, 426

cycle schedule, resource-loaded, 424–425

cycle timeboxesAdaptive Cycle Plan, 407APM projects, 58, 401Version Scope, 418, 419–420

cyclesAdaptive PMLC models, 55cycle-time reduction, 607Version Scope

functions assigned, 420number of, 419–420objective statements for, 420

Ddaily status meeting, 251–252, 302,

305, 425D’Angelo, Anthony J., 583date constraints, 209decentralized EPSOs, 499–500decision action plan phase, 246–247decision evaluation phase, 246–247Decision fl owchart symbol, 120–121decision making. See also problem

solvinggo/no-go, 12, 466, 469–470LSI, 233, 245–246model selection, 245phases, 246–247team operating rules, 244–247

defi ning part, Version Scope, 412defi nitive cost estimate, 198Delay fl owchart symbol, 120–121deliverables



740 Index n D–D

completed activity, 173installed, closing project, 314–315JPPS, 163–164Linear PMLC models, 349Scoping Meeting, 112Version Scope, 413–415

Delphi technique, 189–191DeLuca, Jeff, 352departmental approach, 180departments affected, PMLC model

choice process, 58–60dependencies. See also constraints

constraints v., 205–209cross-project, 382defi ned, 204FF, 204–206, 268FS, 204–208, 215–217, 223, 268, 270,

290, 307relationships, 204SF, 204–205, 216SS, 204–209, 215–217, 223,

268, 307types, 204–205

description reports, work package, 275–276

design constraints, 128design-build-test-implement

approach, 177, 179detailed plans, Linear PMLC models,

349–350detailed statement of work, 11, 94–95,

220, 277development, PSO, 495–497development teams

Adaptive PMLC models, 405Agile approaches, 378APF, 383, 410client teams v., 46, 50, 52, 237, 449closing projects, 311distributed across several time

zones, 348Get Client Feedback, 393

Incremental PMLC models, 360Iterative PMLC model, 49launching phase, 643Scrum, 439well-understood technology

infrastructure, 41xPM projects, 460

deviations, standard, 290–293diagramming conventions, project

network, 204Direction of Flow fl owchart symbol,

120–121directive decision-making model, 244Director, PM/BA, 693, 700–401discretionary constraints, 206discussion questions. See also PDQ

case studyAPM, 449–451closing Process Group, 320complexity/uncertainty domain, 338CPIM, 623distressed projects, 656launching Process Group, 278monitoring/controlling Process

Group, 309multiple team projects, 658, 663, 687planning Process Group, 222–224Process Groups, 101professional development plan, 710project management, 60–61project portfolio management

process, 581–582PSOs, 525scoping Process Group, 147TPM, 376xPM, 475–477

distressed projects, 627–656characteristics, 628defi ned, 628discussion questions, 656dynamic risk management process,

635



Index n D–E 741

EVA, 638–639ignored in literature, 625intervention management strategies,

639–651analyze current situation,

640–645, 654–655evaluate options, 640, 649–650, 655generate revised plan, 640,

650–651, 655revise desired goal, 640, 645–648,

655intervention process template,

651–653managing, 632–651milestone trend charts, 637–638overview, 626prevention management strategies,

632–639PSO roles/responsibilities, 653–655reasons for failure, 629–632requirements gathering, 633–634scope change management process,

635–636tools/templates/processes for

prevention, 633–639WBS construction, 634–635

divergers, 234–235, 242–243, 246–247Dobens, Lloyd, 583Document fl owchart symbol, 120–121documentation

change control process, 256–257Incremental PMLC models, 358–359project, 315–317requirements, 18, 112, 125, 130, 340,

342, 629, 633documented processes levels (levels

2-3), 589–590Doran, George T., 137, 137n1downsizing, 228drum buffers, 369DSDM: Dynamic Systems Development

Method (Stapleton), 438

DSDM (Dynamic Systems Development Method), 438–440

Adaptive PMLC model, 57, 379, 391, 399, 400, 406, 440

client involvement, 400, 405graphical depiction, 439–440software development projects,

48, 406duplication elimination, 607DuPont, 149dynamic planning, 152dynamic RBS, 113dynamic risk assessment, 82–84dynamic risk management process,

distressed projects, 635Dynamic Systems Development

Method. See DSDMDynamics of Confl ict Resolution: A

Practitioner’s Guide (Mayer), 249

Eearliest start–latest fi nish (ES–LF)

window, 266, 268–270, 306early schedule, 210–213,

366–367earned value (EV), 295–298,

638–639earned value analysis (EVA), 293–301

AC, 295–298, 638–639ACWP, 296, 639BCWP, 296, 639BCWS, 296, 639cost, 98defi ned, 293distressed projects, 638–639drawback, 293EV, 295–298, 638–639milestone trend charts integration

with, 298–301, 639monitoring/controlling (Process

Group), 68PV, 295–298, 638–639



742 Index n E–E

S curve, 294schedule, 98simple metric, 173, 274sponsors, 263terminology, 296variances, 287, 294–295

Effective Software Project Management (Wysocki), 118, 298

effectiveness, business process, 606effort creep, 17EII. See Enterprise Information

Insights, Inc.eiicorp.com, 513–514, 516, 709elaboration phase, RUP, 395Emertxe Project Management. See

MPxEnglund, Randall L., 383n1. See also

Graham-Englund Selection ModelEnterprise Information Insights, Inc.

(EII), 23, 63, 279, 323, 339, 377, 514, 583

Enterprise PSOs (EPSOs), 499–500, 516entrepreneurial risk, 76EPSOs (Enterprise PSOs), 499–500, 516equipment

JPPS, 162project kick-off meeting, 238as resource, 193

error proofi ng, 607–608escalation strategy. See problem

escalation strategyES-LF (earliest start–latest fi nish)

window, 266, 268–270, 306ESTABLISH portfolio strategy

Agile Project Portfolio life cycle, 573, 575

BCG Products/Services Matrix, 533, 535–536

Growth versus Survival Model, 533, 538

Project Distribution Matrix, 533, 536–538

Project Investment Categories Model, 533, 538–539

Project Portfolio Management life cycle, 531, 532–539

Strategic Alignment Model, 533–535estimating, 183–199. See also task

durationbudget, 197–198cost, 196–199cost budgeting v., 198order of magnitude, 142, 197, 198, 223resource requirements, 192–195task duration, 184–185, 188–191

estimation life-cycles, 191–192EV. See earned valueEVA. See earned value analysisevaluate options, distressed projects,

640, 649–650, 655EVALUATE project alignment



evaluation of outcome/process, decision-making process, 246–247

every change is signifi cant, 254Evolutionary Development Waterfall,

48, 57, 131exception reports, 282executing process group, 64–65. See

also launchingexecutive summary, project proposal,

219Executive’s Guide to Project Management:

Organizational Process and Practices for Supporting Complex Projects (Wysocki), 521n2, 709

expectations gap, 105. See also client expectations

experience acquisition, 691, 702–703, 710. See also professional development program



Index n E–F 743

expert advice, task duration estimation method, 189

external risks, 78Extreme PMLC models, 38, 454–470,

502. See also MPx; xPMAgile projects v., 459–460brainstorming, 456business value, 457change, 455–456characteristics, 455–456closing phase, 475closing project, 475defi ned, 454–455discussion questions, 475–477graphical depiction, 52, 55, 454INSPIRE, 457–470

APM models v., 457–458graphical depiction, 458Incubate, 467–469INitiate, 459–463REview, 469–470SPeculate, 463–467

launching next phase, 474monitoring/controlling next phase,

474planning next phase, 473–474PMLC models comparison, 55–56scoping next phase, 472–473strengths, 456uncertainty, 456weaknesses, 457when to use, 129

Extreme Project Management. See xPM

Ffacilitated group sessions, 117–118facilitators

JPPS attendance, 160RBS, 117, 131Scoping Meeting, 111

facilities

JPPS, 162project kick-off meeting, 238as resources, 193

failures. See project failuresFDD (feature-driven development)

Linear PMLC models, 351, 352–355

feasibility studies, POS, 142–143feature creep, 17–18feature level, RBS, 115feature-driven development (FDD)

Linear PMLC models, 351–355feedback, job design, 74feedback loop, Linear PMLC model,

342feeding buffers, 369Felsing, John M., 352FF (fi nish-to-fi nish) dependencies, 204,

205, 206, 268FFP (Firm Fixed Price) contracts, 94fi ercely independent team cultures,

660The Fifty Discipline (Senge), 362fi nal contract negotiation, 95–96fi nal project report, 319fi nancial analyses, POS, 142–143fi nish-to-fi nish. See FFfi nish-to-start. See FSFirm Fixed Price (FFP) contracts, 94fi shbone diagrams, 612–6155-Phase Project Management: A Practical

Planning and Implementation Guide (Weiss & Wysocki), 172

fi xed price contracts, 94fi xed resources, 8fl exibility, complexity/uncertainty

domain, 327–328fl ip charts, 155, 162, 169–170, 201,

238, 645fl oat (slack time), 209–210, 213–214, 287.

See also slackfl owcharts



744 Index n F–G

business process diagrams, 120–121, 124

CPIM, 615–617symbols, 120–121

force fi eld analysis, 620–622, 652Forced Ranking model

PRIORITIZE projects, 541–542Project Distribution Matrix and, 547,

550–552scope triangle prioritization, 416SELECT balanced portfolio, 550–552SPeculate stage, 465vendor selection, 90–91

formal acceptance, 313format, project proposals, 221Foundation phase, CPIM, 599–600four quadrants, 34, 100, 321–322. See

also Adaptive Project Framework; MPx; project management landscape; TPM; xPM

Fowler, Martin, 35n2, 323, 379, 379n1, 380

framing PSO objectives, 489–490free slack, 150, 213–214, 268, 367FS (fi nish-to-start) dependencies,

204–208, 215–217, 223, 268, 270, 290, 307

FTE (full-time equivalent), 579, 681full-time equivalent (FTE), 579, 681function level, RBS, 114functional decomposition, noun-type

approach, 178functional managers

JPPS attendance, 161POS approval process, 146

functional PSOs, 499functional requirements, 128functional specifi cation, 11, 340, 434,

465, 707. See also requirements documentation; scope

future PSOs, 521–524

GGantt charts, 288–289

defi ned, 178detailed statement of work, 220project management, 35, 340project network diagram v., 200–201

gap, maturity, 600generate revised plan, distressed

projects, 640, 650–651, 655geographic approach, 180global requirements, 128goals

POS project goal, 136–137project management landscape,

34–39projects, 7

The Goal (Goldratt), 362Goldratt, Eliyahu M., 362, 372go/no-go decision, 12, 466, 469–470good news syndrome, 263–264Graham, Robert J., 383n1Graham-Englund Selection Model

agile version, 578–580available staff capacity based on

skills, 538balanced portfolio selection, 547, 643defi ned, 383functional-level projects, 539PSO, 505SELECT balanced portfolio,

552–556graphical reporting tools, 288–301. See

also Gantt chartsgrassroots approach. See bottom-up

approachGreen, Estill I., 453, 469“green fi eld” approach, 610Greenwalt, Crawford, 149growth projects, 538Growth versus Survival Model,

533, 538



Index n G–I 745

Guide to Business Analysis Body of Knowledge (IIBA), 28

Guide to Project Management Body of Knowledge. See PMBOK Guide

HHammerskjöld, Dag, 311happy path, 126Hardaker, Maurice, 584Harris Semiconductor, 372Harvard Business Review, 530, 584herd of cats, 215–216, 320Hersey, Paul, 225, 657Herzberg, Frederick, 71, 71n1high change, xPM, 455–456high speed, xPM, 455Highsmith, Jim, 35n2, 323–324, 379,

379n1, 380, 406histograms, 189–190, 617–619historical data, task duration

estimation method, 188–189Hobbs, Brian, 485, 485n1Honeywell Defense Avionics

Systems, 372hope creep, 17, 653house, WBS for, 181–182“How to Make a Team Work”

(Hardaker & Ward), 584How well did you do?, 25–27, 67, 444,

507, 690, 693How will you do it?, 25–26, 65, 444,

690, 692How will you know you did it?, 25–26,

64, 66, 104–105, 444, 690, 692HRMS (Human Resource

Management System)agile project portfolios, 383MPx, 54PSO staffi ng and development,

495, 497

hub-and-spokeBP4SO, 522–523PSOs, 499

human resource management (Knowledge Area), 69–74

defi ned, 69–71hygiene factors, 70–71motivators, 70–74

Human Resource Management System. See HRMS

hygiene factors. See also motivatorsdefi ned, 70list, 71

IID number, risk log, 85ideal project team, 227ideas to action, decision-making

process, 246–247IIBA (International Institute of

Business Analysis). See also PMBOKBusiness Analysis Body of Knowledge

Guide, 28PM/BA professional, 590requirements defi nition, 28–31,

113, 127imbalanced project teams, 235implementing

APF, 437APM, 380–381PSOs, 483–484, 519–521

improved service, success criteria, 139Improvement Initiatives phase, CPIM,

602–603improvement programs. See CPIMin trouble, project status, 556–557inception phase, RUP, 394incomplete requirements and

specifi cation, 330, 501, 503, 707increased revenue, success criteria, 139incremental business value, 26–27, 29



746 Index n I–I

Incremental PMLC modelsbusiness value, 356–357, 359–360characteristics, 356defi ned, 356graphical depiction, 44, 355Iterative approach v., 48Linear approach v., 43–44non-value-added work, 359, 404PMLC models comparison, 55–56strengths, 356–358tools/templates/processes, 361–362weaknesses, 358–361when to use, 129, 361

Incubate, 467–469independent team cultures, 660independent work assignments, 172,

174, 269informal level, 589information technology (IT)

BP4SO, 522CareerAgent model, 694, 706complex project managers, 689,

707–708, 710investment plan, 527project failures, 629scarcity of professionals, 484

inherited projects, 133inherited team members, 227INitiate, 459–463initiating, 64, 121, 483. See also scopingInspection fl owchart symbol, 120–121INSPIRE Extreme PMLC model,

457–470APM models v., 457–458COS, 464graphical depiction, 458Incubate, 467–469INitiate, 459–463PDQ case study, 464POS, 460–462REview, 469–470scope triangle, 463SPeculate, 463–467

integrated into business processes (level 4), 590

integrated project plan/schedule, multi-team projects, 662–663

integration management (Knowledge Area)

defi ned, 67Zone Map, 594–595

Integrative Swim Lanesdefi ned, 431Probative Swim Lanes v., 431–432

International Benchmark Council, 151International Institute of Business

Analysis. See IIBAinterproject constraints, 208intervention management strategies,

distressed projects, 639–651analyze current situation, 640–645,

654–655evaluate options, 640, 649–650, 655generate revised plan, 640, 650–651,

655revise desired goal, 640, 645–648, 655

intervention process template, 651–653

interviews, RBS method, 117Inventory Management subsystem, 61,

224, 376, 449, 570, 571IRACIS, 26Iron Triangle, 10–11, 13. See also scope

triangleIshikawa diagrams. See fi shbone

diagramsIsraeli Aircraft Industry, 372Issues Log, 302IT. See information technologyiteration timeboxes, 398iterations, Iterative PMLC models, 55,

384, 385iterative development, of WBS, 171Iterative PMLC models, 46–49,

384–398. See also prototyping PMLC model; RUP

Adaptive PMLC models v., 378–379, 400

characteristics, 389client involvement, 386, 390–391, 397



Index n I–L 747

closing phase, 388–389co-located teams, 383, 390–391CPIM, 397defi ned, 384–389graphical depiction, 48, 384Incremental approach v., 48launching phase, 388monitoring/controlling phase, 388non-value-added work, 388planning phase, 386–387PMLC models comparison, 55–56process group level view, 384RUP, 379, 391, 396scope change requests, 385–386scoping phase, 386software development projects, 48,

391solution clarity, 389, 391, 397–398strengths, 389–390types, 391–397weaknesses, 390–391when to use, 129, 397–398

JJAD (Joint Applications Design),

158, 707Java Modeling in Color with UML

(Coad, et al), 352job design, 73–74Joint Applications Design (JAD),

158, 707Joint Project Planning Sessions.

See JPPSJoint Requirements Planning (JRP),

158JPPS (Joint Project Planning Sessions)

agenda, 162–163attendees, 159–162conducting, 164consultants, 160core team, 228defi ned, 157–158deliverables, 163–164facilities, 162

PDS, 240planning, 158–164POS, 159purpose, 158RSVPs, 162WBS v., 163, 168

JRP (Joint Requirements Planning), 158

just-in-time planning, 2, 51, 56, 338, 400, 403–404, 409, 412

KKepner, Charles H., 336kick-off meetings. See project kick-off

meetingsKnowledge Areas, 67–99. See also

communications management; cost management; human resource management; integration management; procurement management; quality management; risk management; scope management; time management

PMBOK, 1Process Groups-Knowledge Areas

mapping, 99–101process/practice maturity level plot,

595–596Zone Map, 594–595

known resource, 196Kolb, David, 233. See also Learning

Styles Inventory

Llack of executive support, 330, 501, 503,

707lack of resources, 330, 501, 504, 593,

660, 708lack of user input, 330, 502, 593, 707.

See also client involvementlag variables, 209–210landscape. See PM/BA; project

management landscapeLao-Tzu, 225



748 Index n L–L

large projects, WBS for, 171Larry/Curly, 496–497late schedules, 210, 212, 214, 367, 368launching (Process Group), 225–278.

See also development teamsAPM PMLC models, 446–447brainstorming, 374defi ned, 65–66development teams, 643discussion questions, 278executing, 64, 65phase

Adaptive PMLC models, 401Extreme PMLC models, 474Iterative PMLC models, 388

processes, 66project team recruitment, 227–236tools/templates/processes, 226TPM projects, 225–278

LCD projector, 162, 169, 238Leach, Lawrence P., 362–363, 368–369,

372, 375, 556, 580. See also critical chain project management

Learn phase, ASD, 406–407learning styles, 233–235, 242–243,

245, 247accommodators, 234–236, 238, 242,

244, 246–247assimilators, 234, 242–243, 246–247convergers, 234–235, 242–243,

246–247divergers, 234–235, 242–243, 246–247

Learning Styles Inventory (LSI), 245–247

decision making v., 245–246Kolb, 233rational decision making model v.,

246–247Lefebvre, Eric, 352left-to-right format, 122lessons learned

Linear PMLC models, 344

MANAGE active projects, 564leveling resources. See resource

levelinglevels. See maturityLinear PMLC models. See also

planningbusiness value, 351change, 43, 348–349characteristics, 342–347co-located teams, 347–348cost, 349defi ned, 341–342detailed plans, 349–350feature-driven development, 351,

352–355graphical depiction, 42, 341Incremental approach v., 43–44non-value-added work, 341, 350, 404planning, 152PMLC models comparison, 55–56rapid, 351–355repetitive activities, 343–346risk history, 345–346scope change requests, 43–44, 342–

343software development projects, 340strengths, 347–351task duration history, 344–345templates, 343–344, 346–347tools/templates/processes, 354–355variations, 351–354weakness, 42–43when to use, 129, 351

listening skills, 107, 189, 236logic diagram, 200. See also project

network diagramlogical constraints, 207Logistics subsystem, 61, 224, 376

complexity, 464INSPIRE, 476management reserve, 636, 656portfolio approach, 571



Index n L–M 749

Longfellow, Henry Wadsworth, 311LSI. See Learning Styles InventoryLucent Technologies, 372

MMachiavelli, Niccolò, 481“man on moon” statement, 34, 53, 459MANAGE active projects

Agile Project Portfolio life cycle, 573, 580–581

business value, 563CPI, 557–562lessons learned, 564Project Portfolio Management life

cycle, 531, 556–564SPI, 557–563

management. See also Adaptive Project Framework; project management

APF v., 409micro-, 73, 174, 274, 421, 422,

424, 662management constraints, 207–208management reserve

buffers v., 258, 370defi ned, 218, 257leveled resource schedule, 267Linear PLMC model, 44PDQ case study, 636, 656project network schedule,

217–218Scope Bank v., 258scope change requests, 343,

357, 632Managing the Project Team: The Human

Aspects of Project Management, Volume 3 (Verma), 241

market stability, 32, 58marking pens, 155, 162Markowitz, Henry, 531masked behavior, 236Mastering the Requirements Process

(Robertson & Robertson), 116

materialsmaterials and time contracts, 94as resource, 193

maturity. See also PQM; Zone MapCapability Maturity Model, 94, 508,

525, 589Capability Maturity Model

Integrated, 508, 589gap, 600Knowledge Areas process/practice

maturity level plot, 595–596Level 1, 482, 494, 508, 516, 589, 686Level 2, 482, 508, 511, 519, 589, 686Level 3, 94, 450, 483, 508–509, 511,

517–520, 589–590, 592, 612, 685–686Level 4, 483, 490, 508–509, 511, 517,

519–520, 590, 612Level 5, 508–509, 511, 516–517, 519,

590–591, 603–604, 693PMMA, 516, 592, 595, 597project management processes/

practiceslevels, 589–591measuring, 591–598

PSO, 508–509, 518–519Mayer, Bernard S., 249measurable

S.M.A.R.T. characteristic, 137WBS completion, 172–173

Methods and Standards service area, 485, 492–493

micro-level planning, 272–273, 409micro-level schedule, 423–426micro-level WBS, 272–273, 421–426micro-management, 73, 174, 274,

421–422, 424, 662Miglione, R. Henry, 527milestone trend charts, 290–293

CPIM, 619distressed projects, 637–638EVA integration with, 298–301, 639run charts, 619



750 Index n M–M

milestonesCOS milestone reviews, 109–110defi ned, 290

minutesstatus meeting, 304team meeting, 251

mission statementsCPIM, 599PSO, 489, 516

mitigate, risk response, 85Moe, 496–497money, as resource, 193. See also scarce

resourcesmonitoring/controlling (Process

Group), 279–309APM PMLC models, 447defi ned, 66–67discussion questions, 309earned value analysis, 68phase

Adaptive PMLC models, 401–402Extreme PMLC models, 474Iterative PMLC models, 388

processes, 66progress reporting system,

281–286frequency for reporting, 286what to report, 285–286

project status reports, 281–286cumulative, 282current period reports, 281exception, 282stoplight, 282–283, 290variance, 283–284WBS as project-status-reporting

tool, 168tools/templates/processes, 280–281TPM projects, 3, 279–309

Morris, William C., 246MoSCoW, 417, 465, 543, 648most-likely time, three-point

technique, 191motivators, 70–74

defi ned, 70

hygiene factors v., 70–71list, 72

mountain bike example, 178Movement fl owchart symbol, 120–121MPx (Emertxe Project Management).

See also xPMbusiness value, 53characteristics, 54–55client’s comfort zone, 332co-located teams, 329defi ned, 322, 471graphical depiction, 52, 55, 454nonsense category, 54, 322percent of projects, 47, 154R & D projects, 50–51, 53–54, 129, 322,

329, 453, 455, 471, 536RFID technology, 54, 322risk, 328–329team cohesiveness, 329when to use, 471–472xPM v., 55

Multiple Awards scenario, 93–94multiple team (multi-team) projects,

657–687associate manager, 665best-fi t project structure, 686–687classifying, 665–667complexity/uncertainty, 679–680, 686criticality, 686CT approach, 673–680

characteristics, 673–676defi ned, 673strengths, 676–678structure, 674weaknesses, 678–679when to use, 679–680

defi ned, 657–658discussion questions, 658, 663, 687ignored in literature, 625, 686integrated project plan/schedule,

662–663life cycle, 661–662management challenges, 659–665

communication, 661



Index n M–N 751

competing priorities, 661different team processes, 661fi ercely independent team cultures,

660teams from different companies, 660

multiple teams situation, 665–667overview, 626PDQ case study, 687POs, 667–673

characteristics, 668–670defi ned, 667PMOs v., 667PSOs v., 488strengths, 670–671structure, 668weaknesses, 671–672when to use, 672–673

project management structure, 661reporting levels, 664requirements gathering

approach, 663resource sharing, 664scope change management process,

663size, 686ST approach, 680–686

characteristics, 681–683defi ned, 680strengths, 684structure, 681weaknesses, 685when to use, 685–686

staffi ng, 665team meeting structure, 663team operating rules, 241two-team situation, 665–666types, 665

Must-do, Should-do, Postpone, 541, 543

Nnaming PSOs, 484–485, 487–488near-critical path, 214, 277needs, wants v., 37, 86, 106

negative variances, 287–288

network diagrams. See project network diagram

network schedule. See project network schedule

new project proposal submission, project portfolio management process, 570–571

new technology, 330, 501, 504–505, 593, 644, 708

The New Rational Manager (Kepner & Tregoe), 336

nine Knowledge Areas. See Knowledge Areas

No Award scenario, 93no earlier than, 209no later than, 209non–critical path tasks, 229, 271, 287,

306–308non-functional requirements, 128nonsense category, 54, 322.

See also MPxnon-value-added work

Adaptive PMLC model, 403–404, 409

Agile projects, 384APF, 412, 423–424APM models, 326, 400, 655business processes, 609defi ned, 325Incremental PMLC model,

359, 404Iterative PMLC model, 388Linear PMLC model, 341, 350, 404organized common sense, 27PSO project support services, 491specifi cation certainty, 334written communications, 331xPM, 655

norming, 277–278notebook. See project notebooknoun-type approaches, to building

WBS, 176–178



752 Index n O–P

Oobjectives

approach, 179project proposal, 220unclear, 330, 501, 504, 593, 708

observation, RBS method, 117obstacles section, POS, 140–141off plan, project status, 556, 557off-the-job training, 691, 702, 704, 710.

See also professional development program

on plan, project status, 556–557on this date, 209“one size does not fi t all,” 33, 36“one size fi ts all” approach, 18–19, 27,

33, 36, 327, 409one-page POS, 141on-the-job training, 691, 702, 704, 710.

See also professional development program

Operation fl owchart symbol, 120–121

opportunity/problem part, POS, 134–135

optimistic time, three-point technique, 190

Oral Roberts University, 527Order Entry subsystem, 126–127

business process, 120commercial off the shelf product, 570early-warning SPI tracking metric,

656As Is/To Be business processes, 623PDQ, 61, 126–127PMLC model, 61, 376portfolio approach, 571Prototyping PMLC model, 394requirements, 636WBS, 224

order of magnitude estimate, 142, 197, 198, 223

Order Submit, 61, 224, 376, 571

organizational approaches, to building WBS, 177, 179–180

Organizational Behavior in Action: Skill Building Experiences (Morris & Sashkin), 246

organizational environment, PMLC model choice process, 59

organizational placements, PSOs, 499–501

organizational risks, 78organizational structures, PSOs,

497–499organizational velocity, 356, 380organized common sense, 27, 65, 327,

436, 689outcome, risk log, 85outside consultants, 160, 433, 636, 644outside contractors, 231, 233, 264, 644outside the box, 242–243, 250, 451outsourcing, 119, 227, 231, 348, 373, 605over budget/ behind schedule project,

300overview of approach, project

proposal, 220ownership, by client, 332–333

Ppain curves, 151–152, 159, 634Paired Comparisons model, 91, 465

APF, 416–417PRIORITIZE projects, 541, 544–545

Palmer, Stephen R., 352parallel approach, installed

deliverables, 314Pareto analysis, 617–619Parkinson’s Law, 218, 258participative decision-making model,

244–245partitionable tasks, 187, 216Paterno, Joe, 225PDM (precedence diagramming

method), 202–204



Index n P–P 753

PDP. See professional development program

PDQ (Pizza Delivered Quickly) case study

APF project, 433, 464To Be business process, 623Client Checkpoint problems, 433contract team members, 233daily status meetings, 264INSPIRE, 464Inventory Management, 61, 224, 376,

449, 570, 571As Is business process, 623Logistics, 61, 224, 376

complexity, 464INSPIRE, 476management reserve, 636, 656portfolio approach, 571

management reserve, 636, 656multiple team projects, 687Order Entry, 126–127

commercial off the shelf product, 570

early-warning SPI tracking metric, 656

As Is/To Be business processes, 623PMLC model, 61, 376portfolio approach, 571Prototyping PMLC model, 394requirements, 636WBS, 224

order entry, 61, 126–127Order Submit, 61, 224, 376, 571Pizza Factory Locator, 61, 224, 376,

571PMLC model choices, 61POS, 476project portfolio management

process, 570–571prototyping, 394RBS, 449, 451reporting requirements, 309

Routing, 61, 224, 376, 570–571SPI tracking metric, 656subsystems

Agile model, 449PMLC models, 61, 376WBS build, 224

use case, 126–127PDS (Project Defi nition Statement)

JPPS, 240POS v., 140, 159, 239–240project kick-off meeting working

session agenda, 239–240penetration, buffer, 370–372people, as resources, 193–194. See also

scarce resourcespermanent program offi ces, 9,

484–485. See also PSOsPERT (Project Evaluation and Review

Technique), 154, 422pessimistic time, three-point

technique, 190Phaedrus, 5phased approach, installed

deliverables, 314phases


APF, 412ASD, 406–408CPIM, 598decision-making process,

246–247Extreme models, 555-Phase Project Management:

A Practical Planning and Implementation Guide (Weiss & Wysocki), 172

Project Portfolio Management life cycle, 530–531

RUP, 394–395physical decomposition, noun-type

approach, 178



754 Index n P–P

Pizza Delivered Quickly. See PDQ case study

Pizza Factory Locator subsystem, 61, 224, 376, 571

plan-driven TPM projects, 42, 325, 327, 330–331, 335

planned value (PV), 295–298, 638–639

planning (Process Group), 149–224. See also JPPS; WBS

APM PMLC models, 446approaches, 2benefi ts, 153defi ned, 65discussion questions, 222–224dynamic, 152importance, 152–153just-in-time, 2, 51, 56, 338, 400, 403,

404, 409, 412phase

Adaptive PMLC models, 400–401

Extreme PMLC models, 473–474Iterative PMLC models, 386–387

processes, 65PSOs, 509–519software packages, 153–154time, 156–157tools/templates/processes, 151–152,

154–156TPM projects, 149–224Version Scope, 412

Planning MeetingProject, 112, 113Sprint, 441

planning tool, WBS, 167–168PM. See project managementPM/BA (Project Manager/Business

Analyst). See also professional development program

landscape, 694, 701–702career planning, 706–707graphical depiction, 694higher level position, 705–706

for professional development, 701–702

short-term professional goal, 703short-term professional goal, higher

level, 705position family, 693–701

Associate Manager, 693, 698–699Director, 693, 700–401graphical depiction, 695IIBA, 590Program Manager, 693, 700Senior Manager, 693, 699Task Manager, 693, 697–698Team Member, 693, 696–697

work in progress, 709PMBOK (Project Management Book of

Knowledge) Guide, 24n1. See also Knowledge Areas; Process Groups

Knowledge Areas, 1Process Groups, 2, 63–64team operating rules, 241

PMCA (Project Management Competency Assessment), 514–516

PMI (Project Management Institute), 2joining, 692project management defi nition,

24–25PMLC (project management life

cycle) models, 33–60. See also Adaptive PMLC models; Adaptive Project Framework; best-fi t PMLC model; Extreme PMLC models; Incremental PMLC models; Iterative PMLC models; Linear PMLC models; prototyping PMLC model

APF integration, 436–437APPM integration, 574–576choice process, 56–60

WBS, 171comparison, 55–56defi ned, 33, 38differences, 56



Index n P–P 755

Knowledge Areas, 67PDQ case study, 61Process Groups v., 2, 63, 321, 373–375RBS, 129–132recap, 55–56similarities, 56specifi cation certainty, 333–335types, 38, 502

PMMA (Project Management Maturity Assessment), 516, 592, 595, 597

PMOs (Project Management Offi ces). See also project offi ces; PSOs

POs v., 667PSOs v., 479, 483–484, 488

point estimate, 365Polaris Missile Program, 202portfolios. See agile project portfolios;

project portfolios; project portfolio management process

portfolio managers, 533, 564–566portfolio of services



Project Managers service area, 486, 487, 495–496

Project Support service area, 485, 490–491

Software Tools service area, 486, 493–494

Training service area, 486, 494–495POs. See project offi cesPOS (Project Overview Statement),

132–147approval process, 144–147, 221assumptions, risks, obstacles section,

140–141attachments, 141–143briefi ng tool, 133component parts, 133–134defi ned, 107–108fi nancial analyses, 142–143

graphical depiction, 134inherited projects, 133INSPIRE, 460–462JPPS, 159one-page, 141PDQ case study, 476PDS v., 140, 159, 239–240problem/opportunity part, 134–135project goal, 136–137project objectives, 137–138project portfolio management

process, 566–569PSO, 510–512purpose, 132–133revised, 566–569risk analysis, 142Scoping Meeting, 110, 112S.M.A.R.T. characteristics, 137submitting, 144–147success criteria, 138–140Version Scope, 414, 418–419

positive variances, 286–287post-implementation audit, 317–319

agile portfolio, 580closing Process Group, 21, 27, 67improvement, 584, 591Post-Version Review v., 435

Post-It Note product, 51, 54, 123. See also sticky notes

postponed projects, 532Post-Version Review, 433–435

graphical depiction, 434questions, 433–435Version Scope v., 433

PQM (Process Quality Matrix), 591–593, 599–600

completed, 593fi nalize, 597graphical depiction, 592–593initial, 596–597validate, 597Zone Map and, 592

A Practical Guide to Feature-Driven Development (Palmer & Felsing), 352



756 Index n P–P

precedence diagramming method (PDM), 202–204

predecessor tasks, 203–204, 210–212, 215

prevention management strategies, distressed projects, 632–639

primary actor, 126prioritization approaches, scope

triangle, 14–15, 415–417MoSCoW, 417, 465, 543, 648

PRIORITIZE projectsAgile Project Portfolio life cycle,

573, 575Forced Ranking, 541–542Must-do, Should-do, Postpone,

541, 543Paired Comparisons Model, 541,

544–545Project Portfolio Management life

cycle, 531, 540–546Q-Sort model, 541, 542–543Risk/Benefi t Matrix, 545–546weighted criteria, 541, 543–544

prioritized projects, 532proactive PSOs, 498Probative Swim Lanes

defi ned, 48, 431Integrative Swim Lanes v., 431–432

problem escalation strategy, 306–308hierarchy, 307–308monitoring/controlling Process

Group, 375scope triangle, 15–16

problem management meetings, 305problem resolution

CT member, 674–675meetings, 252scope triangle, 15–16

problem solving. See also decision making

LSI, 233, 245–246team operating rules, 242–244

problem/opportunity part, POS, 134–135

Process Control System, 340processes. See also business processes;

tools/templates/processesclosing Process Group, 67launching Process Group, 66maturity

levels, 589–591measuring, 591–598

monitoring/controlling Process Group, 66

planning Process Group, 65practice, 586–588process, 584–586scoping Process Group, 64six questions, 25, 27, 60, 64, 444, 690

Process Groups, 63–101. See also closing; launching; monitoring/controlling; planning; scoping

discussion questions, 101Knowledge Areas-Process Groups

mapping, 99–101misconceptions, 2, 63PMBOK Guide, 2, 63–64PMLC models v., 2, 63, 321, 373–375project management methodologies

v., 2, 63, 100process managers, POS approval

process, 146process owners, 161–162process quality, 12Process Quality Matrix. See PQMprocess steps. See activitiesprocurement, 86procurement management

(Knowledge Area), 85–99defi ned, 85–86phases, 86vendor contracting, 92–96vendor evaluation, 89–92vendor management, 96–99vendor selection, 92vendor solicitation, 86–89

Product Backlog, 440–441product constraints, 128



Index n P–P 757

Product Owner, 131, 405, 439–443

product quality, 11production prototyping, 47–48,

384–385, 391, 397, 409, 435, 634professional activities, 692, 702,

704, 710professional development program

(PDP), 689–710. See also PM/BAcomplex projects, 707–709

disciplines needed, 707–708project failure, 707–708

componentsexperience acquisition, 691,

702–703, 710off-the-job training, 691, 702,

704, 710on-the-job training, 691, 702,

704, 710professional activities, 692, 702,

704, 710discussion questions, 710overview, 625–626six questions, 690writing, 692–693, 710

Program Manager, PM/BA, 693, 700program offi ces. See also project

offi ces; PSOspermanent, 9, 484–485PSOs v., 488temporary, 9, 46, 171, 484, 498

programsdefi ned, 9, 498projects v., 9, 498

progress reporting systemfrequency for reporting, 286project status reports, 281–286

cumulative, 282current period reports, 281exception, 282stoplight, 282–283, 290variance, 283–284WBS as project-status-reporting

tool, 168

what to report, 285–286projects, 5–22. See also multiple team

projects; project portfolios; software development projects; TPM; specifi c projects

aligned, 531business-focused defi nition, 8–9classifi cation, 18–22

by project application, 21–22by project characteristics, 19–21rule, 19

complex, 707–709defi nitions, 1–2, 6–9, 200, 528goals, 7prioritized, 532programs v., 9, 498proposed, 531purpose, 8R & D, 50–51, 53–54, 129, 322, 329,

453, 455, 471, 536stages, Project Portfolio Management

life cycle, 531–532subproject managers, 699subprojects, 7, 111, 171, 487, 500,

680, 684sub-subprojects, 684type A, 19–21type B, 20–21type C, 20–21type D, 20–21

project buffers, 369project champion

JPPS attendance, 159, 161status review meetings, 304

project change request, 254–255project constraints, 11, 128Project Defi nition Statement. See PDSProject Distribution Matrix

ESTABLISH portfolio strategy, 533, 536–538

Forced Ranking model and, 547, 550–552

Project Evaluation and Review Technique (PERT), 154, 422



758 Index n P–P

project failures. See also distressed projects

CFs, 591changing requirements and

specifi cation, 330, 501, 503, 707executive level support, 59FDD Linear PMLC model, 354incomplete requirements and

specifi cation, 330, 501, 503, 707lack of executive support, 330, 501,

503, 707lack of resources, 330, 501, 504, 593,

660, 708lack of user input, 330, 502, 593, 707mid-1950s, 36–37new technology, 330, 501, 504–505,

593, 644, 708poor communications, 74, 105, 108,

259, 330poorly defi ned requirements, 130Rapid Linear PMLC model, 354risk assessment, 84–85, 221, 328Scoping Process Group, 104shared responsibility, 229Standish Group research, 59, 330,

479, 501–505, 520, 591, 596, 642, 707–708

unclear objectives, 330, 501, 504, 593, 708

unrealistic expectations, 80, 330, 501, 504, 593, 708

unrealistic time frames, 330, 501, 504, 593, 708

xPM, 50–51, 53, 329, 454project fi nish date, shifting, 268–269project goals, POS, 136–137Project Impact Statement, 15–16, 40, 43,

255, 348, 663project initiation, 11, 406–407, 486, 572Project Initiation phase, ASD, 407Project Investment Categories Model,

533, 538–539project kick-off meetings, 407, 412,

630–631, 662. See also Version Scope

attendees, 237–238defi ned, 236project manager-led part, 237purpose, 237sponsor-led part, 236working session agenda, 238–240

project management (PM), 23–61. See also critical chain project management; questions

business value, 27complex projects, 707–710defi nitions

PMI, 24–25working, 27–28

discussion questions, 60–61fundamentals, 24–28Gantt charts, 35, 340infrastructure, 479–480old ways, 36–37“one size does not fi t all,” 33, 36“one size fi ts all” approach, 18–19, 27,

33, 36, 327, 409organized common sense, 27, 65, 327,

436, 689processes/practices

levels, 589–591measuring, 591–598

risks, 77–78signifi cant changes, 2steady state, 24, 36

Project Management Book of Knowledge. See PMBOK

Project Management Competency Assessment (PMCA), 514–516

Project Management Institute. See PMIproject management landscape. See

also Adaptive Project Framework; MPx; TPM; xPM

complexity/uncertainty domain, 323–338

defi nition uniqueness, 60, 321, 337–338

four quadrants, 34, 100, 321–322goals, 34–39, 321



Index n P–P 759

solution clarity, 34–39, 131, 156, 324, 389, 502

project management life cycle. See PMLC models

Project Management Maturity Assessment (PMMA), 516, 592, 595, 597

project management methodologies, 2, 63, 100

Project Management Offi ces (PMOs), 479, 483–485, 488. See also PSOs

project manager-based escalation strategies, 306

Project Manager/Business Analyst. See PM/BA

project manager-led part, 237project managers

co-project managers, 27, 46, 131, 411, 429, 444–445, 449

cost control issues, 198–199JPPS attendance, 160POS approval process, 145Scoping Meeting, 111subteams, 9WBS architecture, 168

Project Managers service area, 486, 487, 495–496

The Project Management Offi ce (PMO): A Quest for Understanding (Hobbs & Aubry), 485n1

project network diagram, 199–218CCPM, 366–367constraints, 205–209defi ned, 200dependency relationships, 204–205diagramming conventions, 204envisioning, 200Gantt chart v., 200–201JPPS agenda, 163lag variables, 209–210PDM format, 202–204planning session, 157

project network schedule, 210–217

early schedule, 210–213, 366–367

fi nalizing, 271–273initial

analyzing, 214–215creating, 210–214

JPPS deliverable, 163–164late schedules, 210, 212, 214,

367, 368management reserve, 217–218

project notebookclient experiences, 443closing (Process Group), 21electronic, 304, 317JPPS deliverable, 164outlines, as template, 343PSO and, 486, 490status review meetings, 304study historical data, 188

project objectives, POS, 137–138project offi ces (POs), 667–673. See also

multiple team projects; program offi ces

characteristics, 668–670defi ned, 667PMOs v., 667PSOs v., 488roles/responsibilities, PO manager,

668–670strengths, 670–671structure, 668weaknesses, 671–672when to use, 672–673

Project Overview Statement. See POSproject portfolios. See also agile project

portfoliosdefi ned, 10, 529–530specifi c, 487

Project Portfolio Management life cycle, 530–564

Agile Project Portfolio life cycle v., 573

ESTABLISH portfolio strategy, 531–539



760 Index n P–P


BCG Products/Services Matrix, 533, 535–536

Growth versus Survival Model, 533, 538

Project Distribution Matrix, 533, 536–538

Project Investment Categories Model, 533, 538–539


Strategic Alignment Model, 533–535

EVALUATE project alignment, 531, 539–540

graphical depiction, 531MANAGE active projects, 531,

556–564business value, 563CPI, 557–562lessons learned, 564Project Portfolio Management life

cycle, 531, 556–564SPI, 557–563

phases, 530–531PRIORITIZE projects, 531, 540–546

Forced Ranking, 541–542Must-do, Should-do, Postpone,

541, 543Paired Comparisons Model, 541,

544–545Project Portfolio Management life

cycle, 531, 540–546Q-Sort model, 541–543Risk/Benefi t Matrix, 545–546weighted criteria, 541, 543–544

project stages, 531–532SELECT balanced portfolio, 531,

546–556Graham-Englund Selection Model,

552–556Project Distribution Matrix/Forced

Ranking Model, 550–552


Risk/Benefi t Matrix, 552–556Strategic Alignment Model, 548–

550weighted criteria, 548–550

stages, 531–532project portfolio management process,

527–582defi ned, 530discussion questions, 581–582introduction, 528–530overview, 480PDQ case study, 570–571project proposal submission, 566–571

new submission process, 570–571revised POS, 566–569two-step submission process,

569–570PSO roles/responsibilities, 564–566

project proposals, 218–221approval, 221contents, 219–220cost, 12format, 221JPPS deliverable, 218writing, 218–221

project report. See reporting systemproject review meetings, 252project scope. See scopeproject stakeholders

communications management, 74–75, 264

defi ned, 74, 264project status meetings, 302–305

daily status meeting, 251–252, 302, 305, 425

format, 304purpose, 303when held, 303who should attend, 302–303

project status reports, 281–286cumulative, 282current period reports, 281



Index n P–P 761

exception, 282stoplight, 282–283, 290variance, 283–284WBS as project-status-reporting

tool, 168project statuses

off plan, 556–557on plan, 556–557in trouble, 556–557

Project Support Offi ces. See PSOsProject Support service area, 485,

490–491project support services, PSO, 490–491project teams. See teamsproposals. See project proposals; RFPsproposed projects, 531prototyping PMLC model, 391–394

graphical depiction, 392–393Iterative PMLC model v., 393production, 47–48, 384–385, 391, 397,

409, 435, 634RBS method, 118, 124

PSOs (Project Support Offi ces), 481–525. See also project offi ces

background, 482–484BP4SO, 521–524CPIM, 603defi ned, 484–487development, 495–497discussion questions, 525distressed projects, 653–655enterprise, 499EPSOs, 499–500, 516establishing, 507–519framing objectives, 489–490functional, 499future, 521–524hub-and-spoke, 499implementing, 483–484, 519–521long-term goal, 517maturity growth stages, 508–509,

518–519mission statements, 489, 516naming, 484–485, 487–488

needdetermining when needed, 501–505spotting symptoms, 505–507

new technology, 504–505non-value-added work, 491organizational placements, 499–501organizational structures, 497–499overview, 479–480permanent program offi ces, 9,

484–485planning, 509–519PMOs v., 479, 483, 484–485, 488portfolio of services, 485–487



Project Managers service area, 486–487, 495–496

Project Support service area, 485, 490–491


Training service area, 486, 494–495POS, 510–512POs v., 488proactive, 498project portfolio management,

564–566project portfolio management

process, 564–566project support services, 490–491purposes, 486–487questions, 507reactive, 498readiness assessment, 506–507real, 497–498reasons for implementing, 483–484specifi c portfolio of projects, 487staffi ng, 495–497The Strategic Project Offi ce: A Guide

to Improving Organizational Performance (Crawford), 519

task force, 512–513



762 Index n P–R

temporary program offi ces, 9, 46, 171, 484, 498

virtual, 497–498PV (planned value), 295–298,

638–639

QQ3 projects, 379Q4 projects, 379Q-Sort model, 541–543quality. See also process quality;

product qualityprioritizing, 15scope triangle variable, 11–12

quality assurance process, 69quality control process, 69quality management (Knowledge

Area)defi ned, 68–69good investment, 12

quality planning process, 69quality review, ASD, 408questions. See also discussion

questionscommunications management, 74–75distressed projects, intervention

strategies, 639–651How well did you do?, 25–27, 67, 444,

507, 690, 693How will you do it?, 25–26, 65, 444,

690, 692How will you know you did it?, 25–26,

64, 66, 104–105, 444, 690, 692Post-Version Review, 433–435project management practice,

586–588project management process,

584–586PSOs, 507risk management, 76six action areas, team operating

rules, 241–242What business situation is being

addressed?, 25, 64, 444, 690

What do you need to do?, 25–26, 64, 104–105, 444, 690–692

What will you do?, 25–26, 65, 444, 690, 692

RR & D (research and development)

projects, 50–51, 53–54, 129, 322, 329, 453, 455, 471, 536. See also MPx; xPM

race example, 363–364RAD (Rapid Applications

Development), 707radical change, milestone trend chart,

291–292Radio Frequency Identifi cation (RFID)

technology, 54, 322range estimate, 365ranking matrix, scope triangle, 417–

418Rapid Applications Development

(RAD), 707Rapid Development Waterfall, 57, 502rapid Linear PMLC models, 351–355RASCI Matrix, 708rational decision making model,

246–247Rational Unifi ed Process. See RUPRBS (Requirements Breakdown

Structure), 112–129art, 115assessing completeness, 129best-fi t PMLC model, 31business process diagramming, 117

context diagrams, 122–123creating, 120–121fl owcharts, 120–121, 124formats, 121–122

completion, 33complexity issues, 326–327creating, 112–116defi ned, 30–31dynamic nature, 113facilitated group sessions, 117, 118feature level, 115



Index n R–R 763

function level, 114graphical depiction, 113–114, 165, 334interviews method, 117levels, 30, 113methods, 116–118observation method, 117PDQ case study, 449, 451Planning Meeting, 112PMLC models, 129–132process level, 115prototyping, 118, 124reasons for using, 116requirements gathering

approach, 131science, 115Scoping Meeting, 110, 112software development projects, 326sub-function level, 115use cases, 118, 125–127Version Scope, 414, 419WBS v., 31, 116, 165–167, 169–171, 177when to use, 112

reactive PSOs, 498readiness assessment, PSO, 506–507real PSOs, 497–498realistic, S.M.A.R.T. characteristic,

137recognition, 72–73reduced costs, success criteria, 139repetitive activities, Linear PMLC

model, 343–346reporting system. See also progress

reporting systemfi nal project report, 319graphical reporting tools, 288–301multiple team projects, 664PDQ, 309

Request for Information (RFI), 86–87, 343, 570

requests, COS process, 108Requests for Proposals. See RFPsrequirements

business value and, 28–31categories, 127–128

changing requirements and specifi cation, 330, 501, 503, 707

defi nitionsauthor’s, 29–31, 113, 127IIBA, 28–31, 113, 127

incomplete requirements and specifi cation, 330, 501, 503, 707

product constraints, 128project constraints, 128project failures, 130reuse, 117unique, 207

Requirements Breakdown Structure. See RBS

requirements change request, 95, 97, 708

requirements decomposition. See RBSrequirements documentation, 18, 112,

125, 130, 340, 342, 629, 633requirements gathering approach, 131.

See also RBSdistressed projects, 633–634multi-team projects, 663

requirements management, 97research and development projects.

See R & D projectsresources. See also HRMS; scarce

resourcesknown, 196lack, 330, 501, 504, 593, 660, 708multiple team projects, 664people, 193–194prioritizing, 15scheduling problem, 265–267scope triangle variable, 13types of, 192–193

resource assignments, 264–267JPPS deliverable, 164launching (Process Group), 21, 226organizational risks, 78substitute, 150, 271

Resource Breakdown Structure, 194–195

resource buffers, 369



764 Index n R–R

resource confl icts, CCPM, 367–368resource leveling, 265–271

acceptably leveled schedule, 267cost impact, 271resource-scheduling problem,

265–267strategies, 268–271

resource limits, 8resource loading

graphs, smoothing, 269resource-loaded cycle schedule, 424task duration v., 185–187

resource manager-based escalation strategies, 306–307

resource managersJPPS attendance, 161POS approval process, 145–146problem escalation strategy, 15

resource planning, 195–196resource requirements

determining, 195estimating, 192–195JPPS deliverable, 163Linear PMLC models, 347

resource-loaded cycle schedule, 424–425

response, COS process, 108retainer contracts, 94return on investment. See ROIreuse

code, 396requirements, 117

REview, 469–470revise desired goal, distressed

projects, 640, 645–648, 655RFI (Request for Information), 86–87,

343, 570RFID (Radio Frequency Identifi cation)

technology, 54, 322RFPs (Requests for Proposals)

bidder questions, 89BP4SO, 524

contract team member, 233defi ned, 86fi nal contract negotiation, 95–96managing questions/responses, 88participation in, 88PDQ case study, 570preparing/distributing, 87–88recommended components, 88templates library, 343vender evaluation, 89–92vendor contracting, 92–96vendor evaluation, 89–92vendor management, 96–99vendor selection, 92vendor solicitation, 86–89

risksanalysis, POS, 142assessment, 79–84

dynamic, 82–84static, 82worksheets, 78, 80–81, 83

assumptions, risks, obstacles section (POS), 140–141

certain events v., 79complexity/uncertainty domain v.,

328–329defi ned, 75description, risk log, 85entrepreneurial, 76external, 78history, Linear PMLC models,

345–346identifi cation, 77–79level

APM, 45PMLC model choice process, 57TPM, 41, 328–329xPM, 50–51, 328–329

log, 85, 302, 346matrix, 82mitigation, 84–85monitoring, 85



Index n R–S 765

organizational, 78owner, risk log, 85project management, 77–78responses, 84–85technical, 77

risk driver template and assessment worksheet, 78, 80–81

risk management (Knowledge Area), 75–85

defi ned, 75–76project failures, 84–85, 221, 328questions, 76skill variety, 73

Risk/Benefi t Matrix, 545–546, [email protected], 513–514, 516, 709Robertson, James C., 116Robertson, Suzanne, 116ROI (return on investment), 143, 396,

492, 501, 555, 604Root Cause Analysis, 106, 336, 445

distressed projects, 640–641fi shbone diagrams, 612–615template, 613

rotations, 492, 524routine activities, Linear PMLC

model, 343–346Routing subsystem, 61, 224, 376,

570–571RSVPs, 162rugby, 439run charts, 619. See also milestone

trend chartsrunner example, 363–364RUP (Rational Unifi ed Process),

394–397best-fi t choice, 131construction phase, 395elaboration, 395graphical depiction, 395–396inception, 394Iterative PMLC model v., 379, 391, 396phases, 394–395

transition, 395

SS curve, 294Sashkin, Marshall, 246scarce resources. See also critical chain

project managementbuffers, 368CCPM, 556, 580Incremental PMLC models, 356JPPS, 159Linear PMLC models, 357non-value added work v., 325requirements, higher order

defi nition, 31Risk/Benefi t Matrix, 555substitute resources, 271unique requirements constraints, 207work packages, 240, 426

scatter diagrams, 619–620schedule compression, 150, 152, 215–

217, 306–307, 354, 363, 373–374, 648schedule performance index. See SPIschedule shift, milestone trend chart,

292–293schedules. See also project network

scheduleearned value analysis, 98tasks, 268–271

Schwaber, Ken, 439scientifi c wild a** guesses, 144scope (project scope). See also scoping

defi ned, 11prioritizing, 15scope triangle variable, 11

Scope BankAdaptive PMLC model, 401–402, 404APM project, 388, 447–448, 632Cycle Build, 426Cycle Plan, 420daily status meeting, 305management reserve v., 258



766 Index n S–S

managing, 301–302monitoring and control tool, 301–302PMLC model choice process, 58SWOT analysis, 650timebox expires, 428tracking, 402updated contents, 430–431

scope change management process, 254–258

distressed projects, 635–636multiple team projects, 663project change request, 254–255

scope change requestsAdaptive PMLC models, 404Incremental PMLC model, 44Incremental PMLC models, 357Iterative PMLC models, 385–386Linear PMLC model, 43–44, 342–343Super Team, 683TPM, 40–41

scope creep, 16scope management (Knowledge Area)

defi ned, 67–68Zone Map, 595

scope triangle, 10–16. See also cost; quality; resources; time

applying, 15–16graphical depiction, 13, 415INSPIRE, 463Iron Triangle v., 10–11, 13prioritization approaches, 14–15,

415–417problem escalation strategy, 15–16ranking matrix, 417–418risk identifi cation template, 79system in balance, 13–14variables, 13xPM, 53

scoping (Process Group), 103–147. See also COS; POS

APM PMLC models, 445–446defi ned, 64–65, 104diffi culty of, 2discussion questions, 147

graphical depiction, 106–107initiating, 64, 121, 483phase

Adaptive PMLC models, 400Extreme PMLC model, 472–473Iterative PMLC models, 386

processes, 64tools/templates/processes, 104–105TPM projects, 103–147

Scoping Meeting. See also POS; RBSagenda, 111–112attendees, 110–111defi ned, 110deliverables, 112POS, 110, 112purpose, 110RBS, 110, 112

Scrum, 439–443Adaptive PMLC model, 379, 391,

406, 442best-fi t choice, 131client involvement, 439graphical depiction, 441–442process fl ow, 440–441Product Owner, 131, 405,

439–443rugby v., 439Sprint, 441–443

Scrum Master, 405, 442secondary actor, 126SEI (Software Engineering Institute),

94, 409, 507–508, 589SELECT balanced portfolio

Agile Project Portfolio life cycle, 573, 575, 577–580

Graham-Englund Selection Model, 552–556

Project Distribution Matrix/Forced Ranking Model, 550–552


Risk/Benefi t Matrix, 552–556Strategic Alignment Model, 548–550weighted criteria, 548–550



Index n S–S 767

selected projects, Project Portfolio Management life cycle, 532

selection criteriaclient teams, 231contract teams, 232–233core project team members, 228–230decision-making model, 245

Senge, Peter, 362senior management

PM/BA Senior Manager position, 693, 699

POS approval process, 145–147separated group sessions, 118SF (start-to-fi nish) dependencies, 204,

205, 216shifting project fi nish date, 268–269sidebar meeting, 303sign-off, client, 333similarities to other activities, task

duration estimation method, 188simple language, 608simplifi cation, 607Single Award scenario, 93single group session, 118situation decision generation, 246, 247situation defi nition phase, decision-

making process, 246–247six action areas, team operating rules,

241–242six questions, 25, 27, 60, 64, 444, 690.

See also questionsskill categories, 194skill levels, 194skill matrices, 193–194slack

available, 268, 306computing, 213–214defi ned, 268free, 150, 213–214, 268, 367total, 150, 213–214, 268, 367utilizing, 268, 306zero, 210, 214

slack time (fl oat), 209–210, 213–214, 287slippages, successive, 291

S.M.A.R.T. characteristics, 137, 137n1SMEs. See subject matter expertssmoothing, 269software development projects. See

also ASD; RUPAdaptive PMLC models, 49APF, 379, 380, 408, 450APM, 323, 380distressed, 628interproject constraints, 208Iterative PMLC models, 48, 391Linear PMLC models, 340management constraints, 207RBS, 326

Software Engineering Institute (SEI), 94, 409, 507–508, 589

software packages, planning and, 153–154


solution clarity, 34–39, 131, 156, 324, 502. See also project management landscape

Adaptive PMLC models, 408Extreme PMLC models, 457Iterative PMLC models, 389, 391,

397–398TPM, 342xPM, 456–457

special cause variation, 364specifi c, S.M.A.R.T. characteristic,

137specifi c portfolio of projects, 487specifi cations

changing requirements and specifi cation, 330, 501, 503, 707


incomplete requirements and specifi cation, 330, 501, 503, 707

non-value added work, 334SPeculate, 463–467Speculate phase, ASD, 406–407Spence Corporation, 103



768 Index n S–S

SPI (schedule performance index), 298–300, 557–563, 638–639, 656

spider charts. See fi shbone diagramssponsor-led part, 236sponsors

change in, 113, 141communication with, 262–263cost budgeting, 198project kick-off meeting, 238PSO portfolio management, 564xPM project completion, 53

Sprint, 441–443SS (start-to-start) dependencies,

204,–209, 215–217, 223, 268, 307

ST. See Super Teamstaffi ng

BP4SO, 523–524multiple team projects, 665PSOs, 495–497

StageGates, 412–413, 419stakeholders

communications management, 74–75, 264

defi ned, 74, 264standard deviations, 290–293standardization, 608Standish Group, 59, 330, 479, 501–505,

520, 591, 596, 642, 707–708. See also project failures

Stapleton, Jennifer, 438start-to-fi nish. See SFstart-to-start. See SSstatement of work, 11, 94, 95, 220, 277static risk assessment, 82statistical validation, CCPM, 365–366status meetings. See project status

meetingssteady state, 24, 36sticky notes

JPPS, 162planning (Process Group), 155Post-It Note product, 51, 54, 123

stoplight reports, 282–283, 290Storage fl owchart symbol, 120–121Strategic Alignment Model, 533–535The Strategic Project Offi ce: A Guide

to Improving Organizational Performance (Crawford), 519

streamlining tools, 607–609stretching tasks, 270sub-function level, RBS, 115subject matter experts (SMEs), 92,

145, 163, 197, 252, 331, 495, 524, 610, 673–679

subproject managers, 699subprojects, 7, 111, 171, 487, 500,

680, 684substitute resources, 150, 271sub-subprojects, 684subsystems (PDQ)

Agile model, 449PMLC models, 61, 376WBS build, 224

subtasks, 272–273, 298subteams

Adaptive Cycle Plan, 407Assistant Project Manager, 682micro-level project planning, 272RBS to WBS conversion, 170swim lanes, 408, 473temporary program offi ce, 9

success criteria, POS, 138–140successive runs, 292successive slippages, 291successor tasks, 203–204, 210, 212–213,

215–216, 268, 372Super Team (ST), 680–686. See also

multiple team projectscharacteristics, 681–683defi ned, 680strengths, 684structure, 681weaknesses, 685when to use, 685–686

supplier partnership, 609support offi ces. See PSOs



Index n S–T 769

SWAGs, 144swim lanes

business process diagrams, 122concurrent, 353, 387, 401, 408, 431, 602defi ned, 431FDD Linear PMLC model, 353–355Integrative, 431–432Probative, 431–432rapid Linear PMLC model, 351–355

SWOT analysis, 649, 650systems design projects, 394, 671

Ttasks. See also work packages

activities v., 166crashing, 185crashpoint, 186critical path, 210, 212, 214–216, 229,

271, 274, 277defi ned, 165non-critical path, 229, 271, 287,

306–308partitionable, 187, 216predecessor, 203–204,

210–212, 215stretching, 270subtasks, 272–273, 298successor, 203–204, 210, 212–213,

215–216, 268, 372work packages, 181

task dependencies. See dependenciestask duration

estimating, 184–185, 188–191Linear PMLC models, 344–345resource loading v., 185–187variation in, 187–188, 363–364work effort v., 184

task force, PSO, 512–513task identity, job design, 73Task Manager, PM/BA, 693,

697–698task scheduling, 268–271task signifi cance, job design, 73task-on-the-arrow (TOA) method, 202

teams (project teams). See also co-located teams; core project teams; multiple team projects; professional development program

APM, 388balancing, 233–235Building Effective Project Teams

(Wysocki), 235, 247client teams, 227

Agile projects, 378closing projects, 311development teams v., 46, 50, 52,

237, 449qualifi ed co-project manager,

444–445selection criteria, 231xPM projects, 460

components, 227contract team members, 231–233, 266from different companies, 660ideal, 227imbalanced, 235norming stage, 277–278POS approval process, 145project kick-off meeting, 237recruiting, 227–236team deployment strategy, 235team development plan, 235–236TPM, 41, 388

team cohesiveness, 329team communications, 258–264

effective channels, 260–262information content, 259–260information timing, 259with sponsor, 262–263upward communications fi ltering,

263–264team meetings

agenda preparation, 251coordinator, 251daily status meeting, 251–252, 302,

305frequency, 250–251minutes, 251



770 Index n T–T

multiple team projects, 663problem resolution meetings, 252project review meetings, 252structure, 250–251

Team Member, PM/BA, 693, 696–697

team operating rules, 241–252. See also brainstorming; confl ict resolution; decision making; problem solving

brainstorming, 249–250confl ict resolution, 248–249consensus building, 249decision making, 244–247multiple team projects, 241PMBOK, 241problem solving, 242–244six action areas, 241–242team meetings, 250–252

team skills/competencies, PMLC model choice process, 59–60

team war room, 252–254contractors, 238daily status meetings, 305, 425operational uses, 253–254physical layout, 253risk monitoring, 85whiteboards, 155–156

technical constraints, 206–207technical risks, 77technographers, 111, 160, 680technology. See also information

technologyincompetence, 330, 501, 503, 708leveraging, 32, 37market changes, 32new, 330, 501, 504–505, 593, 644, 708PMLC model choice process, 58project classifi cation by, 19–20RFID, 54, 322Type A projects, 20well-understood technology

infrastructure, 41tech-temps, 231

templates. See also tools/templates/processes

candidate risk driver template and assessment worksheet, 78, 80–81

Linear PMLC models, 343–344, 346–347

risk identifi cation, 78–79temporary program offi ces, 9, 46, 171,

484, 498. See also PSOstemporary project offi ces.

See project offi cesTexas Instruments, 132Theory of Constraints (TOC),

362–363, 382thinking styles, 235Thomas, Kenneth, 249Thoreau, Henry David, 149thought-process tool, WBS, 1673M Post-It Note product, 51, 54, 123three-point technique, 190–191time. See also scarce resources

planning (Process Group), 156–157prioritizing, 15scope triangle variable, 12–13S.M.A.R.T. characteristic, 137three-point technique, 190–191time and cost summary page, 220time and materials contracts, 94unrealistic time frames, 330, 501, 504,

593, 708time management (Knowledge Area),

68timeboxes. See also cycle timeboxes

iteration, 398Version Scope, 418–420

To Be business process, 119, 604, 610, 623

TOA (task-on-the-arrow) method, 202TOC (Theory of Constraints),

362–363, 382Toledo, Ramon A. Mata, 71n1tools/templates/processes

APM, 445



Index n T–U 771

closing Process Group, 312CPIM, 612–622distressed projects, 633–639Incremental PMLC models, 361–362launching Process Group, 226Linear PMLC models, 354–355monitoring/controlling Process

Group, 280–281planning Process Group, 151–152,

154–156scoping Process Group, 104–105xPM, 472–475

top-down approach, APF implementation, 437

top-down format, 122total slack, 150, 213–214, 268, 367TPM (traditional project

management), 39–44, 339–376. See also closing; Incremental PMLC models; launching; Linear PMLC models; monitoring/controlling; planning; scoping

APF v., 410APM approaches with, 47buffers, 370business value, 336–337CCPM v., 364, 366change intolerant, 43, 152, 333, 390characteristics, 40–42client involvement, 331co-located teams, 59, 329, 388complexity level, 40defi ned, 340discussion questions, 376fl exibility, 327graphical depiction, 55percent of projects, 39, 42, 47, 322plan-driven, 42, 325, 327, 330–331, 335project teams, 41projects

closing, 3, 311–320launching, 225–278monitoring/controlling, 3, 279–309

planning, 2, 149–224scoping, 103–147

risk level, 41, 328–329scope change requests, 40–41team cohesiveness, 329well-understood technology

infrastructure, 41xPM v., 53

traditional project management. See TPM

Training service area, 486, 494–495transfer, risk response, 85transition phase, RUP, 395Transmission fl owchart symbol,

120–121Tregoe, Benjamin B., 336trigger values, 622, 628, 637,

638, 656trust, 230, 427, 677two team situation, multi-team

projects, 665–666two-step submission process, project

portfolio management, 569–570type A projects, 19–21type B projects, 20–21type C projects, 20–21type D projects, 20–21

UUML (Unifi ed Modeling Language),

125, 352uncertainty. See also complexity/

uncertainty domain; solution clarity

planning and, 153project classifi cation, 18

unclear objectives, 330, 501, 504, 593, 708

under budget/ahead schedule project, 300

under budget/behind schedule project, 299

Unger, Elizabeth A., 71n1



772 Index n U–W

Unifi ed Modeling Language (UML), 125, 352

unique activities, 6–7unique requirements, 207unrealistic expectations, 80, 330, 501,

504, 593, 708unrealistic time frames, 330, 501, 504,

593, 708upgrading, 608upward communications fi ltering,

263–264use cases

APF, 436diagrams, 126–127INSPIRE, 465PDQ case study, 623, 636RBS method, 118, 125–127RUP, 394, 397

user input. See client involvementutilizing available slack, 268, 306

Vvalues. See also business value

APF, 410–412value-added assessment, 607

Vargo, Ed, 583variance reports, 283–284variances, 286–288

EVA, 287, 294, 295negative, 287–288positive, 286–287

variation, in task duration, 187–188, 363–364

velocity, organizational, 356, 380vendors

contracting, 92–96evaluation, 89–92evaluation criteria, 90management, 96–99monitoring progress/performance,

97–98selection, 92solicitation, 86–89

verb-type approaches, to building WBS, 177, 179

Verma, Vijay K., 241Version Scope, 412–420. See also

Adaptive Project FrameworkCOS, 413–414cycle timeboxes, 418–420cycles

functions assigned, 420number of, 419–420objective statements for, 420

deliverables, 413–414graphical depiction, 414parts, 412POS, 414, 418–419Post-Version Review v., 433prioritized scope triangle, 415–417RBS, 414, 419StageGates, 412–413, 419WBS, 414, 419

virtual PSOs, 497–498vision statements. See mission

statements

WWAGs, 144wall-mounted ashtrays, 132Walmart, 322, 659–660, 673wants, needs v., 37, 86, 106war room. See team war roomWard, Bryan K., 584waterfall approaches

Evolutionary Development Waterfall, 48, 57, 131

Rapid Development Waterfall, 57, 502for WBS, 183

WBS (Work Breakdown Structure), 164–183

APM, 48building, 168–171

approaches, 176–180RBS converted to WBS, 31, 116,

165–167, 169–171



Index n W–W 773

CoA v., 178color-coded sticky notes, 155completion criteria, 172–176defi ned, 163–164distressed projects, 634–635FDD Linear PMLC models, 352hierarchical visualization, 166for house, 181–182iterative development, 171JPPS deliverable, 163, 168for large projects, 171micro-level, 272–273, 421, 422noun-type approaches to building,

176–178organizational approaches to

building, 177, 179–180plan-driven TPM projects, 42project replication, 22project-status-reporting tool, 168RBS v., 31, 116, 165–167,

169–171, 177representing, 180–183sub-functions v., 115uses for, 167–168vendor contracting, 92, 99verb-type approaches to building,

177, 179Version Scope, 414, 419for waterfall systems development

methodology, 183whiteboard, 156

weighted criteriaPRIORITIZE projects, 541, 543–544SELECT balanced portfolio, 548–550

weight-guessing example, 190Weiss, Joseph, 172What business situation is being

addressed?, 25, 64, 444, 690What do you need to do?, 25–26, 64,

104, 105, 444, 690–692What will you do?, 25–26, 65, 444,

690, 692whiteboards. See also team war room

planning (Process Group), 154, 155–156

wide-band Delphi technique, 191wild a** guesses, 144Williams, John, 103work assignments, independent, 172,

174, 269Work Breakdown Structure. See WBSwork effort, 184. See also task durationwork packages

assignment sheets, 275, 277Cycle Plan, 426defi ned, 166, 181, 273–274description reports, 275–276format, 275–277project kick-off meeting working

session agenda, 240purpose, 274scarce resources, 240, 426writing, 273–277

working session agenda, project kick-off meeting, 238–240

written communications, 331Wysocki, Robert K.

Adaptive Project Framework: Managing Complexity in the Face of Uncertainty, 408

Building Effective Project Teams, 235, 247

Effective Software Project Management, 118, 298

Enterprise Information Insights, Inc., 23, 63, 279, 323, 339, 377, 514, 583

Executive’s Guide to Project Management: Organizational Process and Practices for Supporting Complex Projects, 521n2, 709

5-Phase Project Management: A Practical Planning and Implementation Guide, 172

quotes, 23, 63, 279, 323, 339, 377, [email protected], 513–514, 516, 709



774 Index n X–Y-Z

XxPM (Extreme Project Management),

50–53, 453–477. See also MPxAPM v., 52–53, 457business value, 337change, 336characteristics, 455–456client involvement, 331–332client ownership, 332–333client’s comfort zone, 332co-located teams, 329, 468core team members, 228defi ned, 454–455discussion questions, 475–477fl exibility, 327graphical depiction, 52, 55, 454high change, 455–456high speed, 455INSPIRE, 457–470

COS, 464graphical depiction, 458Incubate, 467–469INitiate, 459–463REview, 469–470SPeculate, 463–467

life cycle, 454–470model, 51–53MPx v., 55non-value-added work, 655percent of projects, 47, 154, 322project failures, 50–51, 53,

329, 454R & D projects, 50–51, 53–54, 129, 322,

329, 453, 455, 471, 536risk level, 50–51, 328–329scope triangle, 53solution clarity, 456–457strengths, 456team cohesiveness, 329tools/templates/processes, 472–475TPM v., 53weaknesses, 457

Y-Zzero slack, 210, 214Zone Map, 591–595, 597–598, 600

completed, 594graphical depiction, 592, 594PQM and, 592zones of interest, 593–594


index [] · wbs, 48 xpm v., 52–53, 457 agile project portfolios closing projects, 580–581 deﬁ...

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