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
Putting It All TogetherDiscussion Questions
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
Putting It All TogetherDiscussion Questions
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
Putting It All TogetherDiscussion Questions
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
Putting It All Together 485Discussion Questions 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
Putting It All Together 530Discussion Questions 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
Contents xxxi
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
Contents xxxv
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
Putting It All Together 683Discussion Questions 684
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