Project Management Absolute Beginner’s...
Transcript of Project Management Absolute Beginner’s...
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Project Management Absolute Beginner’s Guide, Third EditionCopyright © 2013 by Que Publishing
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Contents at a Glance
Introduction ................................................................................................ 1
Part I Project Management Jumpstart
1 Project Management Overview ................................................................ 7 2 The Project Manager ...............................................................................23 3 Essential Elements for Any Successful Project ......................................33
Part II Project Planning
4 Defining a Project ....................................................................................47 5 Planning a Project ....................................................................................59 6 Developing the Work Breakdown Structure .........................................77 7 Estimating the Work ................................................................................93 8 Developing the Project Schedule.........................................................105 9 Determining the Project Budget ..........................................................123
Part III Project Control
10 Controlling a Project ..............................................................................13511 Managing Project Changes ...................................................................15512 Managing Project Deliverables .............................................................17113 Managing Project Issues........................................................................18514 Managing Project Risks .........................................................................19715 Managing Project Quality .....................................................................213
Part IV Project Execution
16 Leading a Project ...................................................................................22517 Managing Project Communications .....................................................23718 Managing Expectations .........................................................................25719 Keys to Better Project Team Performance ..........................................27720 Managing Differences ...........................................................................29121 Managing Vendors .................................................................................30522 Ending a Project .....................................................................................319
Part V Accelerating the Learning Curve…Even More
23 Making Better Use of Microsoft Project ..............................................32924 When Reality Happens ..........................................................................36125 Intriguing Project Management Concepts and Topics ......................383
Index ........................................................................................................405
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Table of ContentsIntroduction ......................................................................................................................1
About This Book ........................................................................................................ 2
Who Should Read This Book? .................................................................................. 4
How This Book Is Organized .................................................................................... 4
Conventions Used in This Book ............................................................................... 5
I Project Management Jumpstart
1 Project Management Overview.............................................................................7
What Is Project Management…Exactly? ................................................................. 8What Is a Project Exactly? ................................................................................... 8Managing Projects..............................................................................................10An Academic Look .............................................................................................10
What Is the Value of Project Management? .........................................................13
Why Are Projects Challenging? .............................................................................14
Growing Demand for Effective Project Managers ..............................................16
Trends in Project Management ............................................................................17
Additional Resources ..............................................................................................18
2 The Project Manager .............................................................................................23
One Title, Many Roles ............................................................................................24
Key Skills of Project Managers ...............................................................................25
Qualities of Successful Project Managers .............................................................27
15 Common Mistakes of Project Managers .........................................................28
3 Essential Elements for Any Successful Project .................................................33
What Exactly Is a “Successful” Project? ................................................................34
Learning from Troubled Projects ...........................................................................35
Learning from Successful Projects .........................................................................38
Essential Project Manager Toolkit .........................................................................40
II Project Planning
4 Defining a Project ..................................................................................................47
Setting the Stage for Success ................................................................................48
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How Does Defining a Project Relate to Project Planning? .................................49
Project Definition Document ..................................................................................50Required Elements .............................................................................................50Additional Elements to Consider .....................................................................52
Project Definition Checklist ....................................................................................54General ................................................................................................................54Scope ...................................................................................................................55Stakeholders .......................................................................................................55Project Approach ................................................................................................56Other ....................................................................................................................56Acceptance .........................................................................................................56
5 Planning a Project ..................................................................................................59
Key Project Planning Principles ..............................................................................60
Important Questions Project Planning Should Answer .......................................62
Building a Project Plan ............................................................................................64
Summary of Supplemental Project Plan Components ........................................72
Project Plan Checklist ..............................................................................................74
6 Developing the Work Breakdown Structure ....................................................77
What Exactly Is a WBS? .........................................................................................78Isn’t WBS Just Another Name for the Project Schedule? .............................81Key Differences Between the WBS and the Project Schedule ......................83Different Types of Breakdown Structures ........................................................84
Why Is the WBS Important? ...................................................................................84
The Process of Building a WBS ..............................................................................86Getting Started ...................................................................................................86Guidelines for Effective WBS ............................................................................86Knowing When to Stop .....................................................................................88
7 Estimating the Work..............................................................................................93
Next Step in the Schedule Development Process .............................................94
Managing the Risk, Managing the Estimates ......................................................96
Reasons for Estimating Woes ...............................................................................97
Powerful Estimating Techniques and Methods ..................................................99
Best Practices .........................................................................................................101
8 Developing the Project Schedule .................................................................... 105
The Impact of the Project Schedule ...................................................................106
The Goal of the Schedule Development Process ..............................................109
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Key Inputs for Building a Schedule ....................................................................110
Creating a Schedule ..............................................................................................111Determining Task Relationships (Sequencing the Work) .............................113Building the Preliminary Schedule ..................................................................115Perform “Reality” Check ..................................................................................116Shorten the Schedule ......................................................................................117Walk Through the Schedule ............................................................................118Presenting the Schedule ..................................................................................119
9 Determining the Project Budget...................................................................... 123
The Impact of the Project Budget ......................................................................124
Principles of an Effective Budget .........................................................................125
Creating a Project Budget ....................................................................................126Sources of Project Costs .................................................................................126Develop Initial Budget .....................................................................................129Finalize Budget .................................................................................................130
Common Budget Challenges ...............................................................................131
III Project Control
10 Controlling a Project .......................................................................................... 135
What Is Project Control? ......................................................................................136PDA: The Principles of Project Control .........................................................137Components of Project Control ......................................................................138
Management Fundamentals for Project Control ...............................................139
Powerful Techniques for Project Control ............................................................141
Performance Reporting .........................................................................................144
Variance Responses .............................................................................................146
Leveraging Earned Value Management Concepts ............................................146
Common Project Control Challenges .................................................................150
Lessons from Project Recoveries .........................................................................151
11 Managing Project Changes ............................................................................... 155
What Exactly Is a Project Change and What’s the Big Deal, Anyway? .............................................................................156
Project Change Types—More Than Scope ...................................................157Relation to Configuration Management and Organizational Change Management ......................................................................................158
Fundamentals for Managing Project Change ....................................................159
What Causes Unplanned Scope Changes? .......................................................160
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Essential Elements of a Project Change Control System ..................................162Principles ...........................................................................................................162Guidelines .........................................................................................................163Components .....................................................................................................163
Powerful Techniques for Minimizing Project Changes ......................................165
Common Project Change Control Challenges ...................................................166
12 Managing Project Deliverables ........................................................................ 171
“Managing Project Deliverables” Means What Exactly? .................................172
Why Do This? It’s Too Much Work ......................................................................173
Identify, Protect, and Track: The Principles of Managing Work Products ......174
Best Practices .........................................................................................................175
Configuration Management Plan .........................................................................180
Common Challenges and Pitfalls .........................................................................181
13 Managing Project Issues .................................................................................... 185
The Goals, Objectives, and Principles of Project Issue Management .............186
Key Features of Issue Management Systems .....................................................187
Options for Issue Log ............................................................................................190
Best Practices .........................................................................................................191
Some Special Situations .......................................................................................192
14 Managing Project Risks ...................................................................................... 197
Key Risk Management Principles .........................................................................198
The Essential Process for Managing Project Risks .............................................199Risk Response Options ....................................................................................201Key Risk Management Tools ...........................................................................202
The Common Sources of Project Risk .................................................................203
Typical Problems ...................................................................................................207
Powerful Risk Control Strategies ..........................................................................209
Are You Sure It’s a Risk? .......................................................................................210
15 Managing Project Quality ................................................................................. 213
What Is “Project Quality”? ...................................................................................214
Unique Aspects of Managing Project Quality ....................................................215
Principles of Managing Project Quality ...............................................................215
Powerful Tools and Techniques for Project Quality ..........................................217
Powerful Quality Strategies ..................................................................................220
Typical Quality-Related Challenges ....................................................................221
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IV Project Execution
16 Leading a Project ................................................................................................ 225
More Than Managing ...........................................................................................226
Where Is Leadership Needed on a Project? ......................................................228
Twelve Keys to Better Project Leadership ..........................................................230
Power of Servant Leadership Approach .............................................................233
17 Managing Project Communications ................................................................. 237
What Are Project Communications? ...................................................................238
The Importance of Project Communications ......................................................239
Why Communicating Can Be Tough ...................................................................240
Seven Powerful Principles .....................................................................................242
Best Practices of Effective Project Communicators ...........................................244General Communications Management ........................................................245Communications Options ................................................................................246Tips for Email (and Other Text-Only) Communications ...............................250Status Reporting ...............................................................................................251Meetings ............................................................................................................252Interpersonal Skills ...........................................................................................253
18 Managing Expectations ..................................................................................... 257
Value of Reviewing Stakeholder Expectation Management .............................258
Critical Aspects of Expectations ..........................................................................259Balancing Reality and Perception ...................................................................259Not Just Scope Management .........................................................................260
Seven Master Principles of Expectation Management ......................................264
Essential Elements of Managing Expectations...................................................266Project Planning and Control Elements—A Quick Review ..........................266Leveraging Kickoff Meetings...........................................................................268Requirements Management—The Difference Maker ...................................269
19 Keys to Better Project Team Performance .................................................... 277
High-Performing Teams ........................................................................................278
Ten Key Principles .................................................................................................279
Proven Techniques ................................................................................................282
Special Situations ..................................................................................................285
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20 Managing Differences ........................................................................................ 291
Five Key Principles.................................................................................................292
Proven Techniques for Leading Cross-Functional Projects...............................295
Proven Techniques for Leading Cross-Cultural Projects ...................................298
Proven Techniques for Leading Virtual Projects ................................................298
21 Managing Vendors .............................................................................................. 305
First, Let’s Clarify a Few Terms ............................................................................306
Ten Proven Principles of Vendor Management .................................................306
Twelve Tips for Buyers ..........................................................................................309
Seven Tips for Sellers ............................................................................................311
Twelve Key Project Management Skills for Better Vendor Management .......312
Stuff You Need to Know About Contracts .........................................................313Conditions for a Legal Contract .....................................................................313Key Contract Elements ....................................................................................313Primary Contract Types ...................................................................................314The Impact of Each Contract Type ................................................................315
22 Ending a Project .................................................................................................. 319
Three Key Principles ..............................................................................................320
Project End Checklist—13 Important Steps .......................................................320
Common Project Closing Challenges .................................................................322
Methods for Ending a Contract or a Project ......................................................323Terminating a Contract ....................................................................................324Terminating a Project .......................................................................................324
V Accelerating the Learning Curve…Even More
23 Making Better Use of Microsoft Project ........................................................ 329
Understand This…and It All Becomes Easier .....................................................330
Need-to-Know Features .......................................................................................333
New Project Best Practices ...................................................................................341
Keys to Making Resource Leveling Work ...........................................................345
Powerful Reporting Secrets ..................................................................................347
More Insights to a Better Project Schedule ........................................................353
Project 2010—Get Fired Up! ................................................................................355
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24 When Reality Happens ....................................................................................... 361
What If I’m in a Project Management “Lite” Culture? ......................................362
What If I Can’t Develop a Detailed Schedule? ..................................................364
What If I Must Manage to a Hard Milestone Date? ..........................................365
What If I Have Difficult Resources? .....................................................................368
What Can I Do About Turnover? .........................................................................369
Tips for Managing a Selection Process ...............................................................370
Tips for Managing a Testing Process ..................................................................376
25 Intriguing Project Management Concepts and Topics ................................ 383
Agile Approaches ..................................................................................................384
Project Management Offices ...............................................................................386Traits of Successful PMOs ...............................................................................388
Portfolio Project Management .............................................................................390
Governance Processes ..........................................................................................391
Critical Chain Project Management .....................................................................392
Web-Based Project Management and Collaboration Tools .............................395
Requirements Management Tools ......................................................................396
Mind Mapping Tools .............................................................................................398
Value of Certifications ...........................................................................................399
Project Management Training ..............................................................................400
Index ...................................................................................................................... 405
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About the AuthorGregory M. Horine is a certified (PMP, CCP) business technology and IT project management professional with more than 23 years of successful results across mul-tiple industries using servant leadership principles. Primary areas of expertise and strength include the following:
• Projectmanagementandleadership
• Completeprojectlifecycleexperience
• Regulatoryandprocesscompliance
• Packageimplementationandintegration
• Qualityandriskmanagement
• Enterprisesolutiondevelopment
• Effectiveuseofprojectmanagementtools
• MicrosoftProject
• Projectandportfoliomanagementtools
• Complexapplicationdevelopment
• Dataanalysisandtransformation
• Businessprocessanalysisandimprovement
• Vendorandprocurementmanagement
• Mindmappingtools
In addition, Mr. Horine holds a master’s degree in computer science from Ball State University and a bachelor’s degree in both marketing and computer science from Anderson College (Anderson, Indiana).
Through his “servant leadership” approach, Mr. Horine has established a track record of empowering his teammates, improving project communications, over-coming technical and political obstacles, and successfully completing projects that meet the targeted objectives.
Mr. Horine is grateful for the guidance and the opportunities that he has received from many mentors throughout his career. Their patience and influence has helped form a rewarding career marked by continuous learning and improvement.
When not engaged in professional endeavors, Mr. Horine hones his project management skills at home with his lovely wife, Mayme, and his five incredible children: Michael, Victoria, Alex, Luke, and Elayna.
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DedicationThis book is dedicated to the “students” that I constantly visualized in my mind as I developed this book—the bright and caring family that surround my life, including my wife, parents, siblings, in-laws, aunts, uncles, cousins, and grandparents.
This book is also dedicated to the parents, families, practitioners, and researchers who are diligently fighting to rescue children from autism spectrum and bipolar disorders.
This book is dedicated to my key inspirational sources: my incredible wife, Mayme (I still wake up everyday with a smile in my heart knowing I am married to her), and my “fabulous five” children: Michael, Victoria, Alex, Luke, and Elayna (each one is a hero to me).
AcknowledgmentsI am grateful for the patience, support, and teamwork demonstrated by the follow-ing individuals: my editor, Loretta Yates; the Que Publishing team, my family; and my parents, Carla and Bud.
In addition, I want to acknowledge the talents and professionalism of Mr. Craig Thurmond for his graphical design contributions to this book.
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INTRODUCTION
As organizations continue to move toward “project-based” management
to get more done with fewer resources—and as the demand for effective
project managers continues to grow—more and more individuals find
themselves with the opportunity to manage projects for the first time.
In an ideal world, every new project manager candidate would complete
certified project management training programs and serve as an appren-
tice before starting his first project manager opportunity, but…this is the
real world. In many cases, a quicker, more accessible, and more economi-
cal alternative is needed to guide these candidates in managing projects
successfully the first time.
The Absolute Beginner’s Guide to Project Management, Third Edition, is
intended to provide this alternative in a helpful, fun, and practical style.
2 projEcT mAnAgEmEnT ABSOLUTE BEGINNER’S GUIDE
About This BookThe objectives of this book include the following:
• Tobeapragmaticguidethatpreparesanewprojectmanagerforthe“realworld.”
• Tobeaneasy-to-usetutorialandreferenceforanypersonmanagingherfirstproject(s).
• Toteachthekeyconceptsandfundamentalsbehindprojectmanagementtechniques. When you understand these, you can apply them effectively inde-pendent of toolset, environment, or industry.
• Toreducetheon-the-joblearningcurvebysharingthetraitsofsuccessfulprojects and “lessons learned” from less-than-successful projects.
• Tobalancethebreadthoftopicscoveredwithadequatedepthinspecificareas to best prepare a new project manager.
• Toreviewtheskillsandqualitiesofeffectiveprojectmanagers.
• Toemphasizetheimportanceofproject“leadership”versusjustproject“management.”
consistent with the Absolute Beginner’s Guide series, this book uses a teaching style to review the essential techniques and skills needed to successfully manage a project. By teaching style, I intend the following:
• Amentoring,coachingstylethatisfun,easytoread,andpractical.
• Assumesthatthereaderdoesnothaveprevioushands-onexperiencewithproject management.
• Teachesthematerialasifaninstructorwerephysicallypresent.
• Presentsthematerialintask-oriented,logicallyordered,self-containedlessons(chapters) that can be read and comprehended in a short period of time (15 to 30 minutes).
• Emphasizesunderstandingtheprinciplebehindthetechniqueorpractice.
• Teachesthematerialindependentofspecifictoolsandmethodologies.
• Teachesthematerialwiththeassumptionthatthereaderdoesnothaveaccess to organizational templates or methodologies.
• Providesasummarymapofthemainideascoveredattheendofeachchapter.Researchhasshownthatthistypeof“mind-map”approachcandrivebettermemoryrecollectionwhencomparedtotraditionallinearsummaryapproaches.
INTRODUcTION 3
OUT-Of-ScOpEThe scope of this book is clearly outlined in the table of contents, but as I will cover later, it is always good to review what is out of scope to ensure understanding of the scopeboundaries.Becausethefieldofprojectmanagementisextremelybroad,andwe needed to draw the line somewhere, this book focuses on the proper manage-ment of a single project. As a result, the following advanced project management subjects are not covered in this book:
• Programmanagement
• Enterpriseportfoliomanagement
• Enterpriseresourcemanagement
• Advancedprojectriskmanagementtopics
• Advancedprojectqualitymanagementtopics
• Advancedprojectprocurementmanagementtopics
DIScLAIMERAlthough there are definitely concepts, fundamentals, and techniques covered in this bookthatareofenormousassistancetoanyonetakingthePMPcertificationexam,thisbookisnotintendedtobeanexampreparationguide.
The focus is not on theory, academia, or the pmBoK® (pmI’s A Guide to the Project Management Body of Knowledge, Fourth Edition). The focus is on getting the first-timer ready to manage his first project in the real-world environment.
Although the pmBoK is admirable industry standard, it is updated every four years to better capture the evolving knowledge in the field and to improve the consistency and clarity of the standards. It is not intended to be a “how-to” guide for a first-time practitioner.
4 projEcT mAnAgEmEnT ABSOLUTE BEGINNER’S GUIDE
Who Should Read This Book?The Absolute Beginner’s Guide to Project Management, Third Edition is recom-mended for any person who fits into one or more of the following categories:
• Individualsunsatisfiedwithotherintroductoryprojectmanagementbooks
• Individualsnewtoprojectmanagement,suchas
• Technologists
• Knowledgeworkers
• Students
• Functionalmanagers
• Professionalstakingafirstprojectmanagementassignment,suchas
• Teamleaders
• Projectcoordinators
• Projectadministrators
• Projectsupport
• Functionalmanagers
• Experiencedprojectmanagersneedingarefreshercourse
• Experiencedprojectmanagerswithlimitedformalprojectmanagementeducation
How This Book Is OrganizedThis book has been divided into five parts:
• PartI,“ProjectManagementJumpstart,”setsupthegeneralframeworkforour project management discussion and accelerates your project management learning curve, including an insightful review of successful projects and project managers.
• PartII,“ProjectPlanning,”reviewstheprocessesthatestablishthefoundationfor your project.
• PartIII,“ProjectControl,”reviewstheprocessesthatallowyoutoeffectivelymonitor, track, correct, and protect your project’s performance.
INTRODUcTION 5
• PartIV,“ProjectExecution,”reviewsthekeyleadershipandpeople-focusedskillsthatyouneedtomeettoday’sbusinessdemands.
• PartV,“AcceleratingtheLearningCurve…EvenMore,”providesexperiencedinsightsandtipsonmakingbetteruseofMicrosoftProject,includingthe“game-changing”newfeaturesofMicrosoftProject2010,andmanagingspe-cificreal-lifeprojectsituations.Italsocoversmanyhotprojectmanagementtopicstofurtheracceleratetheknowledgebaseandskilllevelofthenewproj-ectmanager.
Conventions Used in This BookThroughout the book, I use the following conventions and special features:
• Atthebeginningofeachchapter,youfindaquickoverviewofthemajortop-icsthatareexpoundeduponasyoureadthroughthematerialthatfollows.
• Theendofeachchapterprovidesalistofkeypointsalongwithavisualsum-mary map.
• Youalsofindseveralspecialsidebarsusedthroughoutthisbook:
NOTE These highlight specific learning points or provide sup-porting information to the current topic.
TIp These highlight specific techniques or recommendations that could be helpful to most project managers.
CAUTION These highlight specific warnings that a project manager should be aware of.
3
EssEntial ElEmEnts for any succEssful ProjEctin this chapter, we want to continue the accelerated learning approach we
started in the previous chapter. anytime you are learning a new skill set,
especially one that is as broad as project management, one of the most
effective ways to reduce your learning curve and focus your mental ener-
gies is to understand what “successful” people do in the field, and, equally
important, understand what not to do.
With this philosophy in mind, we will take a step up in this chapter and look
at projects as a whole and not just the project manager position. We will
review the leading causes of “troubled” projects and we’ll discuss the com-
mon principles, techniques, and tools underlying most successful projects.
With this foundation in place, you will better understand the purpose and
the value of the fundamentals covered in the rest of this book, and as a
result, be much better positioned for success on your project management
assignments.
I N T H I S C H A P T E R• learn what comprises a “successful” project
• understand the common characteristics of “troubled” projects
• review the common characteristics of successful projects
• find out which tools are indispensable to most project managers
34 ProjEct managEmEnt ABSOLUTE BEGINNER’S GUIDE
What Exactly Is a “Successful” Project?you would think it would be relatively straightforward to describe the attributes of a successful project. Well, let’s just say this endeavor has kept more than a few “spin doctors,” “politicians,” and “history revisionists” employed throughout orga-nizations across our great land. Why is this the case? there are several reasons for this:
• Thereisalackofuniversalharmonyofwhatcomprisesprojectsuccessmetrics.it seems that every project management educational source and organiza-tional process maturity standard has a slightly different definition of project success.
• Formanyprojects,theacceptanceandsuccesscriteriaareneverestablishedor agreed to by all key stakeholders.
• Inmanycases,anorganizationmightdefineaprojectassuccessfulevenwhensome of the textbook criteria for project success (such as schedule, cost, and client expectations) are not completely met. this is often the case if the proj-ect achieved strategic business or organizational objectives.
• Inothercases,a“cancelled”projectmightbea“successful”projectiftherewasaplanforoneormore“go/no-go”decisionpoints.
from a utopian, academic standpoint, the “ultimate” successful project would be defined as a project that:
• Delivers as promised—Project produces all the stated deliverables.
• Completes on-time—Project completes within the approved schedule.
• Completes within budget—Project completes under the approved budget.
• Delivers quality—Project deliverables meet all functional, performance, and quality specifications.
• Achieves original purpose—the project achieves its original goals, objec-tives, and purpose.
• Meets all stakeholder expectations—the complete expectations of each key stakeholder are met, including all client acceptance criteria, and each key stakeholder accepts the project results without reservation.
• Maintains “win-win” relationships—Theneedsoftheprojectaremetwitha“peoplefocus”anddonotrequiresacrificingtheneedsofindividualteammembersorvendors.Participantsonsuccessfulprojectsshouldbeenthusiasticwhentheprojectiscompleteandeagertorepeatasimilarexperience.
chaPtEr 3 ESSENTIAL ELEmENTS fOR ANy SUccESSfUL PROjEcT 35
tIP An excellent technique is to identify, document, review, and approve any criteria that will be used to measure the suc-cess of the project during the project definition and planning processes.
Learning from troubled ProjectsBefore we review the common traits of many successful projects, you can learn a lot from “less-than-successful” projects. from my experience, the reasons for project troubles can be generally classified in two groups: project-level issues and organizational-level issues.
one of the key differences in the two groups is the level of control that the proj-ect manager has over these factors. for project-level issues, the project manager has tremendous influence on these matters. in most cases, the project man-ager can either avoid the issue or take action to resolve it if it does occur. for organizational-level issues, the project manager cannot generally fix the problem, but the project manager can certainly have influence on them by asking the right questions, anticipating the associated risks and issues, focusing extra efforts to compensate for the issue, and developing contingency plans to minimize the impact on the project.
also, please note that these issues are not exclusive. in most cases, there is over-lap, and if you have one of these factors present in a project, you will generally have others. table 3.1 summarizes these issues, gives specific examples of each, and notes what type of issue it is (organizational, project, or both).
TABLE 3.1 Common Reasons for Troubled Projects
Reason Example(s) type Key Learning Point
Project not aligned
Project not aligned with business unit or organizational goals; project not aligned with other projects
org. Verify alignment before project kicks off
lack of management support
insufficient funding; insufficient resources; issues not resolved; senior management performance criteria not aligned with project success criteria
org. understand project impact of organizational structure; ensure proper senior management involvement in project organization; advocate Pmo and steering committee structures
(continues)
36 ProjEct managEmEnt ABSOLUTE BEGINNER’S GUIDE
lack of stakeholder buy-in
Purpose and goals not clear; “trust” relationship not established; inadequate communications; mismatched expectations; all stakeholders not involved
Both gain acceptance of project purpose, goals, and success upfront; ensure all stakeholders are identified and consulted; constantly communicate and validate understanding
inadequate project sponsor
inactive, unengaged sponsor; lack of leadership; ethical issues; not handling organizational issues; not supportive of project management process
org. Educate the sponsor on her roles and responsibilities; gain formal authorization of project and the project management position; understand sponsor’s motives and incentives
too many project sponsors
conflicting project goals; lack of ownership; political battles
org. relates to the need for proper project alignment and clear roles and responsibilities
lack of clarity on roles and responsibilities
inefficient work efforts; missed deadlines; lower team morale; delayed issue resolution
Both use Responsibility Matrix to clarify all roles and responsibilities; review roles and responsibilities with each individual; Validate expectations in advance
Poor communication
inconsistent, incomplete, or nonexistent status information on key project metrics; inadequate tracking and monitoring of project progress; not listening to stakeholder concerns or feedback; not using proper mediums for certain project communications; messages are not clear or occur too frequently
Project Develop a project communications Plan that is acceptable to all stakeholders; establish tracking and monitoring mechanisms during planning; constantly seek questions and feedback; understand each stakeholder’s perspective; clearly set context of each message
Price wars Due to budget reduction measures or market pressures, management agrees to perform project at or below estimated costs
org. Develop complete, detailed project budgets; communicate associated risks; improve negotiating skills
Reason Example(s) type Key Learning Point
TABLE 3.1 (continued)
chaPtEr 3 ESSENTIAL ELEmENTS fOR ANy SUccESSfUL PROjEcT 37
resource conflicts
lack of dedicated team members; key resources not available when scheduled
org. Develop project resource Plan; gain commitments from resource managers; encourage centralized organizational structure for resource planning/deployment
inadequate project manager
lack of leadership; inexperienced or untrained project manager; ineffective project manager
Both organizational commitment to Pm education; use of Pm mentorship programs
underestimate change impact
not understanding the complete effects on both existing processes and people that the “change” introduced by the project will have; not properly preparing or planning for the “change”
org. use project sponsor and business process owners to champion the new process; involve additional stakeholders to understand their needs and to solicit their support; plan for the necessary communications and training (change management plan); plan for the “disruptive” deployment period; utilize pilot approaches to minimize impact
inadequate planning
management does not require or allow time for proper planning; incomplete scope or deliverables list; incomplete “work identification; lack of detailed schedule; inadequate risk identification; assumptions not documented; lack of schedule and budget contingency
Both Educate senior management on the value of proper planning; use standard methodology for project planning; gain format acceptance or Project Plan before proceeding; develop realistic project schedule and budget, as well as tools and processes to keep updated; identify and document project risks and mitigation strategies
lack of change control management
scope of work increases without proper schedule, budget, or resource adjustments; changes occur to deliverables, schedule, or budget without proper notification and approval
Project utilize formal change control procedures to properly assess and communicate any change to the scope, schedule, budget, and targeted project deliverable
Reason Example(s) type Key Learning Point
TABLE 3.1 (continued)
(continues)
38 ProjEct managEmEnt ABSOLUTE BEGINNER’S GUIDE
lack of completion criteria
missed stakeholder expectations; increased costs or missed deadlines due to rework; lack of smooth transition from one phase to another
Both Ensure success criteria is established during planning phase; Define user acceptance criteria for project deliverables; Define exit criteria for project phases
inadequate progress tracking
inability to measure project status and probability for success; inability to review project at key points to make go/no-go decisions
Both Establish and execute periodic status meetings and reporting (weekly in most cases); review project at scheduled intervals against established criteria to determine if project should progress into next phase
unforeseen technical difficulties
Effort spent resolving technical issues drive missed schedules and increased costs; unproven technology does not meet user expectations
Project structure project to deal with high-risk technical challenges early in the project; prove the technology before making additional investment; leverage technical expertise to support team capabilities
Poor requirements definition and/or management
Documented requirements not aligned with actual objective, workflow, or process; updated/changed requirements not implemented; delivered product is not adequate; stakeholders not satisfied
Both utilize requirements gathering techniques that elicit engaged participation and make it easier for stakeholders to visualize final deliverable; evaluate how requirements are reviewed and approved; establish a process to manage and communicate updates to requirements
CAUtION A good project manager can still end up manag-ing a “troubled” project. Sometimes, your best project manage-ment work might be in minimizing the damage from a troubled project.
Learning from Successful Projectsafter reviewing what makes a project successful and the common ills that befall many troubled projects, you likely have a good sense of the qualities and traits shared by most successful projects. although no two projects are ever the same,
Reason Example(s) type Key Learning Point
TABLE 3.1 (continued)
chaPtEr 3 ESSENTIAL ELEmENTS fOR ANy SUccESSfUL PROjEcT 39
and every project has its own unique set of challenges, there is a common core of principles that successful projects share. By understanding these, a new project manager can better prioritize and better focus his project management efforts. these qualities are generally true about successful projects:
• Projectisalignedwithorganizationalgoals.
• Projecthaseffectivemanagementsupport.
• Projecthaseffectiveleadership.
• Allkeystakeholdersareinagreementonthepurpose,goals,andobjectivesofthe project.
• Allkeystakeholdersshareacommonvisionontheprojectresults.
• Allkeystakeholderssharerealisticexpectationsfortheprojectresults.
• Theprojectresultsmeettheexpectationsofthekeystakeholders.
• Stakeholderexpectationsareconstantlymanagedandvalidatedthroughoutthe project.
• Thereisaninvestmentmadeinproperplanning.
• Theprojectscope,approach,anddeliverablesareclearlydefinedandagreedupon during planning.
• Eachstakeholderandteammember’srole(s)andresponsibilitiesareclearlycommunicated and understood.
• Ahighpriorityisplacedonaccurateandcompleteworkeffortestimates.
• Arealisticscheduleisdevelopedandagreedupon.
• Theprojectteamisresultsfocusedandcustomer-oriented.
• Requirementsareeffectivelydefinedandproperlymanaged.
• Projectcommunicationsareconsistent,effective,andfocusedonunderstanding.
• Projectprogressismeasuredconsistentlyfromthecurrentbaseline.
• Projectissuesandsubsequentaction items are aggressively pursued.
• Thereisastrongsenseofcollaborationandteamwork.
• Expectationsandchangessurroundingscope,quality,schedule,andcostareclosely managed.
• Projectresourcesareskilledandavailablewhenneeded.
40 ProjEct managEmEnt ABSOLUTE BEGINNER’S GUIDE
• Projectteamproactivelyidentifiesriskanddeterminesmitigationstrategiestoreduce project exposure.
• Projectteamanticipatesandovercomesobstaclestoensureprojectmeetsobjectives.
Essential Project Manager toolkitalthough there are many facets of project management and many lessons to be learned from both troubled projects and successful projects, there is an essential set of tangible tools that any project manager needs to have to best manage any project. table 3.2 lists these essential tools and why they are important.
the important principles to remember regarding project management tools are as follows:
• Anyplanningdocumentneedstobereviewedandagreedtobyappropriateproject stakeholders and team members.
• Separatedocumentsarenotalwaysneeded.Smallerprojectsmightcombinerelevant information (especially “plan” documents) into a single “grouped” document.
• Theessentialtoolsrepresentthekeyinformationandthoughtprocessesthatareneededtoeffectivelymanagetheproject.
TABLE 3.2 Essential Project Manager Tools
tool Description Value Notes
Project charter authorizes project and the project manager
Provides official notice to the organization
might not always be a formal document; at a minimum, get an email notification
Project Definition Document
Defines project purpose, objectives, success criteria, and scope
Key for managing expectations, controlling scope, and completing other planning efforts
core tool
requirements Defines the specifications for product/output of the project
Key for managing expectations and controlling scope
core tool; document or database
chaPtEr 3 ESSENTIAL ELEmENTS fOR ANy SUccESSfUL PROjEcT 41
Project schedule shows all work efforts, properly estimated, with logical dependencies, assigned to responsible resources scheduled against a calendar
Key for directing all project team work efforts; key for managing expectations; allows for impact and what-if simulations when things change
core tool
status reports Periodic reviews of actual performance versus expected performance
Provides essential information to stakeholders; allows for timely identification of performance variances
see chapter 10, “controlling a Project,” and chapter 17, “maintaining Project communications,” for more details
milestone chart a summary of the detailed project schedule showing progress against key milestones
allows stakeholders to see high-level project progress on one page
Detailed schedule roll-ups can be difficult to read and interpret; incorporate into status report
Project organization chart
shows all project stakeholders and the working relationships among them
allows team members to get a better understanding of the project roles and organizational dynamics
on smaller projects, might be combined with project plan or project definition document
responsibility matrix
Defines all project roles and indicates what responsibilities each role has
Key for managing expectations; establishes accountability
on smaller projects, might be combined with project plan or project definition document
communication Plan
Defines the how, what, when, and who regarding the flow of project information to stakeholders
Key for managing expectations; establishes buy-in
on smaller projects, might be combined with project plan or project definition document
TABLE 3.2 (continued)
tool Description Value Notes
(continues)
42 ProjEct managEmEnt ABSOLUTE BEGINNER’S GUIDE
Quality management Plan
Defines the approaches and methods that will be utilized to manage the quality levels of project processes and results
Key for managing expectations regarding quality, performance, and regulatory compliance matters; impacts work efforts and project schedule; establishes accountability
on smaller projects, might be combined with project plan or project definition document
staffing management Plan
lists how project resources will be acquired, when they are needed, how much they are needed, and how long they will be needed
Key for building schedule; key for properly managing resources
might also include role profiles, rates, training needs; on smaller projects, might be combined with project plan or project schedule
risk response Plan
lists each identified risk and the planned response strategy for each
communicates potential issues in advance; proactive measures help reduce impact to project
on smaller projects, might be combined with project plan or project definition document
Project Plan formal, approved document that is used to manage project execution
includes all other supplemental planning documents; dey output of project planning
on smaller projects, might be combined with project plan or project definition document
Deliverable summary
Defines and lists all deliverables to be produced by the project
Key to managing expectations; ensures proper visibility, tracking, and reporting of targeted deliverables
might be combined with status reports; might be part of a project communications
Project log captures essential information for each project risk, issue, action item, and change request
Ensures proper visibility, tracking, and reporting of items impacting the project
core tool
change request form
captures essential information for any requested change that impacts scope, schedule, or budget
allows change item to be properly assessed and communicated before action is taken
core tool
TABLE 3.2 (continued)
tool Description Value Notes
chaPtEr 3 ESSENTIAL ELEmENTS fOR ANy SUccESSfUL PROjEcT 43
Project repository the location where all pertinent project information is stored
Key part of managing project information; Project team knows where to find current project documents
identified in Project Plan and/or configuration management Plan; most are digital, but might have physical location, too
Project notebook used by project manager to maintain official record of important project documents and deliverables
Part of managing project information
Electronic and/or hardcopy versions; frequently incorporated into Project repository
TABLE 3.2 (continued)
tool Description Value Notes
44 ProjEct managEmEnt ABSOLUTE BEGINNER’S GUIDE
ThE ABSOLUTE mINImUmat this point, you should have a solid understanding of the following:
• Whatdefinesasuccessfulprojectandwhyitisnotalwayseasytomeasure
• Thecommonreasonswhyprojectsgetintroubleandwhatyoucandotoavoid them
• Thekeyprinciplesthatserveasthefoundationformostsuccessfulprojects
• Theessentialprojectmanagementtoolsandwhytheyareimportant
chaPtEr 3 ESSENTIAL ELEmENTS fOR ANy SUccESSfUL PROjEcT 45
the map in figure 3.1 summarizes the main points reviewed in this chapter.
Lack of management support
Inadequate project sponsor
Too many project sponsors
Organizational-level issues
Project-level issues
Multi-level issues
Price wars
Project management fundamentals
Leadership skills
1.1 Aligned with organizational goals
1.2 Effective management support
2.1 Agree on the purpose, goals, and the objectives of the project
2.2 Share a common vision of the project results
2.3 Share realistic expectations of the project results
3.1 The project scope, approach, and deliverables are clearly defined and agreed upon during planning
3.2 There is an investment made in proper planning
3.3 High priority placed on accounts and complete work effort estimates
3.4 A realistic schedule is developed and agreed upon
Business management fundamentals
Lessons from troubled projects
Essential elements for successful
projects
Delivered as promised
Completed on time
Completed within budget
Delivered quality
Achieved original purpose
Met stakeholder expectations
Win-win relationships
Defining a successful project
Project not aligned
Resource conflicts
Poor communications
Lack of change control
Unforeseen technical difficulties
Lack of clear roles and responsibilities
Inadequate project manager
Lack of completion criteria
Lack of buy-in
Inadequate progress tracking
Communication skills
Technical knowledge
Not trivial
4.1 The project results meet stakeholder expectations
4.2 Constantly managed and validated throughout the project
4.3 Role(s) and responsibilities are clearly communicated and understood
4.4 Changes surrounding scope, quality, schedule, and cost are closely managed
6.1 Project has effective leadership
6.2 Progress is measured consistently from the current baseline
6.4 Project communications are consistent, effective, and focused on “understanding”
5.1 Strong results-focus and customer orientation
5.2 Strong sense of collaboration and teamwork
5.3 Proactively identifies risk and determines migration strategies
5.5 Project resources are skilled and available when needed
5.4 Anticipates and overcomes obstacles
Lessons from successful projects
1. Organization
2. Stakeholders
3. Planning
4. Expectations
5. Project team
6. Project management
EssentialPM toolkit
6.3 Project issues and subsequent action items are aggressively pursued
Underestimating change impact
Inadequate planning
fIGURE 3.1
Essential elements for any successful project overview.
Index
Actual Costs (AC), 148administrator issue logs, 188agile approaches, 384
changes, 385characteristics, 384-385collaborative, 386people focused, 385plan-do-review model, 385PMI certification, 384, 399risks, 386solution focused, 385timeboxing, 385websites, 403
Agile Project Leadership Network website, 403
aligner role, 227alignment problems, 35allocating resources. See also
leveling resourcesMicrosoft Project, 339over-allocation, 117, 221successful PMOs, 388-390unrealistic schedules, 116
alternative project approaches, 52
analogous WBS, 99
analysisrisks, 205stakeholders, 245variance, 146-148what-if, 109
approvalschanges, 173deliverables, 175
archive folders, 179assessment risk questionnaire,
202-203assumptions
avoiding, 265budgets, 126Project Definition document,
51risk source, 205stakeholder expectations,
266tracking, 166
audioconferencing, 249direct audio communications,
248web conferencing, 249
Symbols
15% Completion Rule, 14030/60/90 day detail plans, 36550% probability estimates, 39380-20 rule, 28490% done, 150
A
absorption, 325AC (Actual Costs), 148acceptance
criteriachanges, 161planning, 64
definition checklist, 56access controls, 176accomplishments, marketing,
322accountability, increasing, 152accounts, closing, 321accuracy levels (estimating), 101acquiring resources, 65
406 BAC (Budget at Completion)
resource leveling, 116steps, 111-112team-based, 114walking through, 118-119work, sequencing,
113-114WBS, 86
depth, 88details, 87guidelines, 86-88size, 88stopping, 88-89work decomposition
process, starting, 86bulldog role, 25business
driver changes, 161issues, 229management skills, 26
buyers, 306-311certifications, 311deliverable acceptance, 310dependencies, 310goals, aligning, 309go to partners, 311quality, 310risk, reducing, 310vendor
estimates, 311team integration, 310trying out, 311
WBS, 309buyer-seller relationships. See
outsourcing projectsbuy-in
expectations, 264risk analysis, 200
Buzan, Tony, 398
C
calendarsMicrosoft Project
multiple, 332overview, 334part-time resources, 333setting, 343types, 332
risk source, 204, 207schedules, 108spreadsheets, 130stakeholder expectations,
266buffers, 354
budgets, 126CCPM, 393-394contingency, 366resource, 393
buildingbudgets
cost sources, 126-129finalizing, 130-131initial, 129-130principles, 125-126spreadsheets, 130
project plansacceptance criteria, 64approach, 64changes, 70-72checklist, 74communications, 71-72configuration
management, 72control systems, 70costs, 70definition validation, 64issues, 71organization, 69procurements, 71-72project information, 70quality, 71-73resources, 65, 73responsibilities, 67, 73risks, 73roles, 67schedules, 66team management, 71variance, 73work estimations, 66
relationships, 244schedules
calendar verification, 117compressing, 117-118goals, 109-110inputs, 110preliminary, 115-116presenting, 119-120reality checks, 116-117
B
BAC (Budget at Completion), 148
backup procedures, 178baselines
configuration management benefit, 173
control, 141, 150creating, 176dates, saving, 354measuring, 144Microsoft Project, 333,
336-340resetting, 152
best practicescommunications
email, 250-251general, 245-246interpersonal, 253-254meetings, 252-253status reporting, 251-252
estimating, 101-102issue management, 191-192kickoff meetings, 268-269
BOM (Bill of Materials), 84bottom-up estimating, 99breach (contracts), 324breakdown structures, 84budgets. See also costs
challenges, 131-132completion, (BAC), 148cost sources, 126-129
changes, 129disposal, 129equipment, 128fees, 128labor, 126licenses, 128materials, 128operational, 129overhead, 129training, 129travel, 129
finalizing, 130-131importance, 124-125initial, 129-130planning, 70principles, 125-126
407checklists
minimizing, 165-166organizational, 238performance reporting, 145planning, 70requirements definitions, 161risks source, 204scope statements, 161technology, 161types, 157uncontrolled, 156
charge codes, 321charters, 40
expectations impact, 267team, 282
chartsGantt, schedules, presenting,
119milestone, 41, 119organization, 41
checklistsproject definition, 54
acceptance, 56approach, 56general questions, 54scope, 55stakeholders, 55
project end, 320-322accomplishments,
marketing, 322accounts, closing, 321celebrating, 322charge codes, 321client acceptance, 320contracts, closing out, 321financials, 321lessons learned, 321performance evaluations,
322personal resume updates,
322referrals/references, 322repository updates, 321resource schedule
updates, 322transitioning deliverables
to owners, 321project plans, 74quality, 217testing process, 377
hard milestone dates, 365-367
lite environments, 362-364quality schedules, lacking,
364-365selections/evaluations,
370-375turnover, 369-370
requirements, 270-271risks
processes, 208-209terminology, 210unacknowledged risks,
208undetected risks, 207
teams, 286-287uncharted territory, 14
Change Control Board (CCB), 165
changesacceptance criteria, 161agile approaches, 385approvals, 173business driver, 161CCB, 165challenges, 166-168change control/configuration/
organizational management comparison, 158
control, 138-140challenges, 150communication, 160expectations impact, 267guidelines, 163planning, 72, 159principles, 162problems, 37request forms, 42,
163-165scope, minimizing, 160stakeholder education,
160system, 159-160unplanned scope, 160-162watchdogs, 160
costs, 129defined, 156deliverables, tracking, 175identifying, 173leadership needs, 229
misaligned, 116verification, 117
callout features (Microsoft Project), 351
cancelling projects, 325canned reports, 350CAPM (Certified Associate
Project Management Professional), 400
CCB (Change Control Board), 165
CCPM (Critical Chain Project Management), 392
50% probability estimates, 393
buffers, 393-394critical chain, 392estimating, 393overview, 392relay runners, 394resources, 393system, 393Theory of Constraints, 392
celebrating closure, 322central planning, project
oversight mode (PMOs), 387central repository, creating, 175certifications, 399-400Certified Associate Project
Management Professional (CAPM), 400
challenges, 14-16budgets, 131-132change control, 166-168closing, 322-323collaboration, 16communications, 15, 240-241competing demands, 15configuration management,
181-182control, 150-151cutting edge, 15estimating work, 16multiple expectations, 14organizational impacts, 16quality, 221-222real-life scenarios
difficult resources, 368-369
408 checkpoints
voicemail, 248web conferencing, 249
compelling communications, 243competing demands challenges,
15completion, 325
15% Completion Rule, 14090% done, 150criteria, 141
control challenges, 150expectations impact, 267quality, 218testing process, 377
planning problems, 38comprehensive budgets, 125compressing schedules, 117-118computer-based training, 401concise communications, 243conferencing, 248-249configuration management
access controls, 176activities, 181archive folders, 179backups, 178baselines, creating, 176benefits, 173-174best practices, 175-179central repository, creating,
175challenges, 181-182change control/organizational
change management comparison, 158
changes, tracking, 175CYA (Cover Your Assets), 174defined, 172deliverable trackers, 177directory structures, 176document section standards,
176enterprise, 172file-naming conventions, 176gatekeepers, 175identification, 174multiple processes, 178plans, 72, 172
creating, 178overview, 180recommended sections,
180-181
big picture, 265challenges, 15, 240-241change control, 160cross-functional projects, 297direct audio, 248distribution lists, 245email, 248-251face-to-face, 247five Cs, 243follow-through, 243formal, 238, 307general best practices,
245-246importance, 239-240inaccurate work estimates, 97instant messaging, 248interpersonal, 239, 253-254kickoff meetings. See kickoff
meetingsknowledge area, 12leadership needs, 229lite environments, 363manners, 243meetings, 252-253nonverbal, 245organizational change, 238planning, 41, 71-72, 242-243prioritizing, 243proactive, 244problems, 36procurement, 308purpose/vision, 388relationship building, 244responsibilities, 243savviness, 244schedules, presenting,
119-120skills, 26social networking, 250stakeholder expectations,
266status reporting, 251-252team
differences, 293tools, 250
texting, 249-251tools, 246-247vendors, controlling, 374video conferencing, 248virtual projects, 301
checkpointscontrol, 142expectations impact, 267
clarity, ensuring, 152clear communications, 243client interaction preparations,
283closing process group, 11closure
absorption, 325cancellation, 325challenges, 322-323checklist, 320-322
accomplishments, marketing, 322
accounts, closing, 321celebrating, 322charge codes, 321client acceptance, 320contracts, closing out, 321financials, 321lessons learned, 321performance evaluations,
322personal resume updates,
322referrals/references, 322repository updates, 321resource schedule
updates, 322transitioning deliverables
to owners, 321collapse, 325completion, 325contract termination, 324deterioration, 325displacement, 325principles, 320
coach role, 24, 227collaboration
agile approaches, 386challenges, 16environment, 283planning, 62software, 395-396tools, 190
collapse (projects), 325collocating teams, 282communications
audio conferencing, 249
409control
frequency, 145issues, 145risks, 145stakeholders, 144-145summary page, 144surprises, avoiding, 145visual thinking, 144
prevention, 137priorities, focusing, 139processes, 138procurement, 139projects, 70, 139quality, 139recoveries, 151-152responsibilities, assigning,
191risks, 138-198
assessment questionnaire, 202-203
buy-in, 200challenges, 207-209consistency, 198continuity, 199focus, 199healthy paranoia, 198identification, 199impact assessment, 200leadership needs, 230monitoring, 200prioritizing, 200probability, 199quality, 222relentless, 199responses, 200-202sources of risk, 203-206strategies, 209-210systematic, 198terminology, 210
scale, 139stakeholder expectations,
267techniques, 141-143
baselines, 141completion criteria, 141escalation thresholds, 143formal signoffs, 142independent quality
assurance auditor, 143milestones/checkpoints,
142
expectations impact, 267guidelines, 163minimizing changes,
165-166planning, 72, 159principles, 162request forms, 163-165scope, minimizing, 160stakeholder education,
160system, 159-160unplanned scope, 160-162watchdogs, 160
consistency, 140deliverables, 138detection, 137elements, 139EVM, 146-148expectations, 140issues, 138
administrative process, 186
best practices, 191-192buy-ins, 192clear process, 188data points, 192elements, 187-189escalation, 188, 191issue logs. See issue logsobjective, 186overview, 186processes, adapting, 192project manager mindset,
187resolution, facilitating, 191reviewing frequently, 192root causes, 191training, 192unique IDs, 191
natural, 139organizational control, 140overview, 136-137paying attention early, 140performance reporting, 138,
144-145accomplishments,
highlighting, 144baselines, measuring, 144changes, 145forecasts, 145
products with multiple components, 178
protection, 175review/revision/approval
process, defining, 175search keyword conventions,
176tools, 178versioning schemes, 176
conflict resolutionleadership needs, 229teams, 283
consistencycommunications, 243control, 140, 151risk management, 198selection/evaluation
processes, 375constraints
defined, 210Project Definition document,
51context (Project Definition
document), 51contingencies
buffers, 366inaccurate work estimates, 98
contracts, 313awareness, 307closing out, 321elements, 313-314legally binding conditions,
313selection/evaluation
processes, 375summary, 315-316terminating, 324types, 314vendors, 308
Contractual WBS (CWBS), 84control
access, 176action, 138challenges, 150-151changes, 138-140, 157
challenges, 166-168communication, 160configuration/
organizational change management comparison, 158
410 control
definition document, 50-53
planning comparison, 49-50
questions, 48risks, 207stakeholder expectations,
266validation, 64
requirementschanges, minimizing, 165cross-functional projects,
297work, 97
definition checklist (project), 54acceptance, 56approach, 56general questions, 54scope, 55stakeholders, 55
definition documents, 40, 50-53alternative approaches, 52assumptions, 51constraints, 51context, 51dependencies, 51goals and objectives, 51organizational change issues,
52out-of-scope specifications,
51policies/standards, 52preliminary cost, schedule,
resource estimates, 52purpose, 50recommended approach, 52risks, 51scope specifications, 51stakeholders, 52success criteria, 51supporting document
references, 53virtual scope summary, 53
deliverablesacceptance, 310access controls, 176archive folders, 179backups, 178baselines, creating, 176
functional leaders, choosing, 295
group value, 295issues, 294kickoff meetings, 296leadership techniques,
295-297principles, 292-295
communications, 293effort, 295fundamentals, 292leadership, 293understanding, verifying,
294requirements definition, 297resource manager
commitments, 296sponsorship/governance, 295workflow process, focusing,
296culture (organizational), 140customers
focused quality, 216, 220perspective quality, 220
custom fields (Microsoft Project), 334, 344, 348
cutting edge challenges, 15CV (Cost Variance), 148CWBS (Contractual WBS), 84CYA (Cover Your Assets), 174
D
databases, 190data points (issue management),
188, 192default calendars, 332default settings (Microsoft
Project), 342defects
defined, 186, 210tracking, 378
defininggatekeepers, 175projects
changes, minimizing, 165definition checklist, 54-56
requirements, tracking, 142
reviews, 142small work packages, 141status meetings, 141V method, 143
thorough planning, 140variance responses, 146vendor communications, 374WBS, 85
controlling process group, 11copy/paste enhancement
(Microsoft Project), 357Copy Picture function (Microsoft
Project), 338-349corporate governance, 390-392Cost Performance Index (CPI),
148costs. See also budgets
control challenges, 150knowledge area, 12planning, 70price war problems, 36quality, 221reimbursable contracts, 314risk source, 204sources, 126-129tasks versus resources, 130
Cost Variance (CV), 148courteous communications, 243Cover Your Assets (CYA), 174CPI (Cost Performance Index),
148crashing, 118Critical Chain Project
Management. See CCPMcritical path (schedules), 118cross-cultural projects, 298
issues, 294principles, 292-295
communications, 293effort, 295fundamentals, 292leadership, 293understanding, verifying,
294cross-functional projects, 297
alignment, 296communications, 297dysfunction, 297
411effort distribution estimating
directory structures, creating, 176
disaster recovery, 173displacement, 325disposal costs, 129distributed teams, 151
communications, 301control challenges, 151environment, 283face-to-face time, 299productivity, verifying, 301responsiveness, 300software, 395-396team rules/procedures,
establishing, 299time zone designations, 300virtual meeting protocols,
300distribution lists, 245documents
all-encompassing planning, 61
budget assumptions, 126central repository, creating,
175configuration management
plan, 172lessons learned, 321project definition, 50
progressive elaboration, 51
recommended elements, 52-53
required elements, 50-52section standards, 176testing process, 376
done, clarifying, 366drawing tools (Microsoft Project),
357
E
EAC (Estimate at Completion), 148
Earned Value Management (EVM), 146-148
educating stakeholders, 264effort distribution estimating, 99
outsourcing projects, 310Project Definition document,
51resource leveling, 345unrealistic schedules, 112
detail planning, 62deterioration, 325differences (environments)
cross-cultural, 298cross-functional, 297
alignment, 296communications, 297dysfunction, 297functional leaders,
choosing, 295group value, 295kickoff meetings, 296leadership techniques,
295-297requirements definition,
297resource manager
commitments, 296sponsorship/governance,
295workflow process,
focusing, 296issues, 294principles, 292-295
communications, 293effort, 295fundamentals, 292leadership, 293understanding, verifying,
294virtual, 298-301
communications, 301face-to-face time, 299productivity, verifying, 301responsiveness, 300team rules/procedures,
establishing, 299time zone designations,
300virtual meeting protocols,
300difficult resources, 368-369direct audio communications,
248
benefits, 173-174best practices, 175-179central repository, creating,
175challenges, 181-182changes, tracking, 175CM plans
creating, 178overview, 180recommended sections,
180-181configuration management,
172control, 138CYA (Cover Your Assets), 174defined, 172directory structures, 176document section standards,
176file-naming conventions, 176gatekeepers, 175identification, 174lite environments, 363multiple processes, 178pre-verification, 220products with multiple
components, 178protection, 175review/revision/approval
process, defining, 175schedule quality, 364search keyword conventions,
176stakeholder expectations,
261-263summary, 42tools, 178tracking, 173, 177transitioning to owners, 321value-added
lite environments, 363successful PMOs, 388-390
versioning schemes, 176WBS, 78
Delphi tech estimating, 99dependencies
defined, 210external, 344logical, 344
412 elements
risks, 96techniques, 99timeline, 94top-down, 99
evaluation process, 370-375clear processes, 372consistency, 375criteria, 373driving strategies, 371evaluators, tailoring to, 373expertise, leveraging, 375factors, 372fairness, 375gaps, documenting, 375goals, 371negotiation/contract
development times, 375open-book approach, 374partnerships, 375performance, 322procurement partnering, 372quality, 373reasons, 371scaling to risk, 371scoring, 373short list, streamlining, 375timing, 374vendor
communications, controlling, 374
contacts, valuing, 375web-based solutions, 396
EVM (Earned Value Management), 146-148
Executing process group, 11expectations
control, 140lite environments, 363managing, 108quality, 216stakeholders
assumptions, avoiding, 265
beyond scope, 260big picture,
communicating, 265buy-in, 264control/execution, 267critical success factors,
260-263
accounts, closing, 321celebrating, 322charge codes, 321client acceptance, 320contracts, closing out, 321financials, 321lessons learned, 321performance evaluations,
322personal resume updates,
322referrals/references, 322repository updates, 321resource schedule
updates, 322transitioning deliverables
to owners, 321collapse, 325completion, 325contract termination, 324deterioration, 325displacement, 325principles, 320
enterprise configuration management, 172
equipment costs, 128escalation
procedures, 188thresholds, 143
estimating50% probability, 393CCPM, 393challenges, 16at completion (EAC), 148durations (Microsoft Project),
345stakeholder expectations,
266work
accuracy levels, 101best practices, 101-102bottom-up, 99effort distribution, 99heuristic, 99inaccurate, 97-98issues, 94methods, 100parametric, 99phased, 99plans, 66
elementscontracts, 313-314issue management system,
187-189clear process, 188escalation procedures,
188issue logs, 188-190
project control, 139project definition document,
50-53alternative approaches, 52assumptions, 51constraints, 51context, 51dependencies, 51goals and objectives, 51organizational change
issues, 52out-of-scope
specifications, 51policies/standards, 52preliminary cost, schedule,
resource estimates, 52purpose, 50recommended approach,
52risks, 51scope specifications, 51stakeholders, 52success criteria, 51supporting document
references, 53virtual scope summary, 53
schedules, 106stakeholder expectations
critical success factors, 260-263
execution, 261-263kickoff meetings, 262mini-kickoff meetings, 262project impact, 261-263work products, 261-263
email communications, 248-251ending projects
absorption, 325cancellation, 325challenges, 322-323checklist, 320-322
accomplishments, marketing, 322
413high-performing teams
governance, 295, 391-392graphical WBS, 78Greenleaf Center for Servant-
Leadership website, 235Greenleaf, Robert, 233groups, process, 10-11guidelines
change control system, 163requirements, 272WBS, building, 86-88
H
hard milestone dates, 365-367competing demands, 366contingency buffers, 366done, clarifying, 366drivers, clarifying, 365mini-milestones, 367must have functionality, 366phased implementations, 367scope, 366team work efforts, 366testing, prioritizing, 367
headers (Microsoft Project), 343healthy paranoia, 198heuristic estimating, 99high-maintenance staff, 286high-performing teams, 278
principles, 279-282expectations, 279focus, 279management styles,
adapting, 279marketability, improving,
280recognition/rewards, 281synergy, 281team planning, 279
productivity, facilitating, 280proven techniques
client interactions, 283collaboration environment,
283collocating, 282conflict resolution, 283connections, 285expertise, leveraging, 283
finalizing budgets, 130-131financials, finalizing, 321five Cs of communication, 243Flexible Development website,
403focus (teams), 279follow-through (communication),
243footers (Microsoft Project), 343forecasts, 145formal communications, 238,
307formal sign-offs, 142
changes, minimizing, 165expectations impact, 267
frequencyissue reviews, 192performance reporting, 145status checks, 152
G
Gantt Bar, 337Gantt charts, 119gatekeepers, 175general communications,
245-246decision seriousness, 246flowing information, 246natural strengths, leveraging,
245point men, assigning, 245push/pull methods, 245stakeholder analysis, 245technology, 246
general questions (definition checklist), 54
goalskickoff meetings, 268project definition document,
51schedule building, 109-110selection/evaluation
processes, 371SMART, 53visualizing, 230
gold-plating, avoiding, 222Goldratt, Eliyahu M., 392
execution, 261-263kickoff meetings, 262,
268-269leadership needs, 229looking/listening, 265mini-kickoff meetings, 262perspective, 265planning, 266-267priorities, 265project impact, 261-263quantifying, 264reality and perception,
balancing, 259requirements
management, 269-271taking care of business,
265under-promise, over-
deliver, 261value, 258work products, 261-263
teams, 279timeline, 353
expert estimating, 100external dependencies
(Microsoft Project), 344
F
face-to-face communications, 247, 299
facilitator role, 24, 227facilities, 205fast tracking, 118features (Microsoft Project), 333
baselining, 336, 340calendars, 334Copy Picture function, 338custom fields, 334Gantt Bar, 337information sharing, 338resource over-allocation, 339tasks, 337-339Timescale, 338visual indicators, 334WBS, 338
feeder buffers, 393file-naming conventions, 176
414 high-performing teams
K
kickoff meetings, 262, 268-269cross-functional projects, 296expectations impact, 267goals, 268overview, 268recommendations, 268-269teams, 282
knowledge areas (PMBOK), 12
L
labor costs, 126leadership
areas, 228-230cross-cultural, 298cross-functional projects,
293-297alignment, 296communications, 297dysfunction, 297functional leaders,
choosing, 295group value, 295issues, 294kickoff meetings, 296requirements definition,
297resource manager
commitments, 296sponsorship/governance,
295workflow process,
focusing, 296keys, 230
ownership, 232progress, facilitating, 231putting people first, 230resilience, 232respect, earning, 231self-control, 233striving for excellence, 232taking another
perspective, 231teaching, 232trust, 231
issue logs, 188administrators, 188cycling, 192data points, 188tools, 190visibility, 192
issue managementadministrative process, 186assigning issues, 192best practices, 191-192budgets, 131-132business, 229clear process, 188control, 138cross-functional projects, 294data points, 192defined, 186, 210elements, 187-189escalation
avoiding, 191procedures, 188
expectations impact, 267issue logs, 188
administrators, 188data points, 188issues cycling less than
reporting periods, 192tools, 190visibility, 192
objective, 186overview, 186performance reporting, 145planning, 71processes, adapting, 192project manager mindset
process, 187resolution, 152, 191responsibilities, assigning,
191resources, 98reviewing frequently, 192root causes, 191schedules, 105team differences, 294technical, 229training, 192unique IDs, assigning, 191work estimations, 94
kickoffs, 282leadership responsibilities,
sharing, 285orientation, 284productive meetings, 282project repositories, 283rituals, 284standards, 283task assignments, 284team charters, 282
qualities, 278team selection, 279
historical estimating, 100Human Resources knowledge
area, 12
I
identifyingdeliverables, 174-175risks, 199targets, 216
improper work definitions, 97inaccurate work estimates
improper work definitions, 97lack of contingency, 98management decisions, 98poor communication, 97resource issues, 98wrong people estimating, 97wrong techniques, 98
inadequate responsibilities problems, 36
independent audits, 218independent quality assurance
auditors, 143influencing organizations
leadership needs, 229initial budgets, 129-130Initiating process group, 11instant messaging
communications, 248insurance agent role, 25Integration knowledge area, 12interpersonal communications,
239, 253-254
415Microsoft Project
responsibilityplanning, 73stakeholder expectations,
267measuring
baselines, 144performance, 109progress, 151
meetingscommunications, 252-253kickoff, 262, 268-269
cross-functional projects, 296
expectations impact, 267goals, 268overview, 268recommendations,
268-269teams, 282
mini-kickoff, 262productivity, 282status, 141virtual, 300
mentoring, 369, 400metrics, testing, 377Microsoft Project
baseline, 340check example, 336dates, saving, 354
buffers, 354calendars
multiple, 332overview, 334part-time resources, 333setting, 343types, 332
Copy Picture function, 338custom fields, 334database, 331dates, 331default settings, 333features, 333Gantt Bar, 337impacts, displaying, 354information sharing, 338new features, 355
copy/paste enhancement, 357
drawing tools, 357PDF/XPS output, 357
logical dependencies (Microsoft Project), 344
logsissue, 188
administrators, 188cycling, 192data points, 188tools, 190visibility, 192
project, 42
M
management reserves, finalizing, 131
managers (project)common mistakes, 29contract administrator
conflicts, 308demand, 16-17inadequate, 37issue management mindset,
187leadership, 227
qualities, 227-228roles, 227skills integration, 225
PMP certification, 17quality responsibilities, 217roles, 24-25scheduling weaknesses, 105skills, 25-27
business management, 26communication, 26fundamentals, 25leadership, 26technical, 26vendors/procurement, 312
successful qualities, 27-28manners, 243manual resource leveling, 345material costs, 128matrix
requirements traceability, 142control challenges, 151expectations impact, 267quality, 217testing process, 376
visualizing goals, 230weakness compensation,
232lite environments, 363project managers. See
project managersservant, 233-234skills integration, 26, 225virtual projects, 298-301
communications, 301face-to-face time, 299productivity, verifying, 301responsiveness, 300team rules/procedures,
establishing, 299time zone designations,
300virtual meeting protocols,
300lessons learned, documenting,
321leveling resources, 116, 345-347
assigning resources to summary tasks, 345
Level Only with Available Slack option, 347
manual, 345Priority column, 346results, checking, 347task dependencies, 345
Level Only with Available Slack option (Microsoft Project), 347
librarian role, 25license costs, 128lite environments, 362-364
communication, 363core focus, 362expectations, 363leadership, 363monitoring/tracking, 363multiple iterations, 364personal contact/
relationships, 363relationship building, 363schedules, 363value-added deliverables,
363work products, generating
early, 363
416 Microsoft Project
multiple iterations (lite environments), 364
multiple passes (planning), 61must have functionality, 366mutual agreements, 324
N
negotiating power, 174network diagrams, 120new features (Microsoft Project),
355copy/paste enhancement,
357drawing tools, 357PDF/XPS output, 357Task Inspector, 357Team Planner, 357text wrapping, 357Timeline View, 355Top-Down Summary Tasks,
356user-controlled scheduling,
356noncritical tasks, assigning, 370nonverbal communication, 245notebook (projects), 43
O
objectivesproject definition document,
51WBS, 85
objectivityPPM, 390successful PMOs, 388-390
OBS (Organizational BS), 84one time, 8online resources, 19open-book approach, 374operational costs, 129operations compared to
projects, 8-9organization charts, 41Organizational BS (OBS), 84
tasksduration = work effort *
resource units, 332displaying, 339formats, 337
timeline expectations, 353timescale, 338visual indicators, 334WBS, 338
milestonescharts, 41control, 142expectations impact, 267hard dates, 365-367
competing demands, 366contingency buffers, 366done, clarifying, 366drivers, clarifying, 365mini-milestones, 367must have functionality,
366phased implementations,
367scope, 366team work efforts, 366testing, prioritizing, 367
mini, 367schedules
quality, 364presenting, 119
Mindjet MindManager tool, 398mind maps, 398-399mini-kickoff meetings, 262mini-milestones, 367minimizing changes, 165-166
approaches, 166assumptions, tracking, 166clear project definitions, 165formal sign-offs, 165post-implementation
deferment, 166requirements definitions, 165stakeholders, engaging, 165trace requirements, 165WBS, 166
misaligned calendars, 116monitoring risks, 200multiple calendars, 332multiple expectations
challenges, 14
Task Inspector, 357Team Planner, 357text wrapping, 357Timeline View, 355Top-Down Summary
Tasks, 356user-controlled
scheduling, 356new schedule files
calendar, setting, 343custom fields, 344default settings,
reviewing, 342estimated durations, 345external dependencies,
344headers/footers, 343logical dependencies, 344resources, assigning, 345start dates, setting, 341summary tasks, 342tasks, entering, 343
overhead tasks, 355planned versus actual
baseline, 333progress, recording, 354reports, 347-352
audience needs, 350basics, 348callout features, 351canned reports, 350Copy Picture function, 349custom fields, editing, 348fields/columns, displaying,
348formats, 348graphical indicators, 349multiple versions, 352multiple views, 351page setup options, 350tasks, displaying, 348Timeline View, 352timescale, 349visual, 351
resourcesassignments, 353-355leveling, 345-347over-allocation, 339
starting over, 355subtask names, 354
417performance
overheadcosts, 129tasks, 355
overtime, 118ownership, 232
P
parametric estimating, 99Pareto principle, 284Parkinson’s Law, 394part-time resources, 333PBS (Project breakdown
structure), 84PDA (Prevention, Detection, and
Action), 137-138PDF output (Microsoft Project),
357performance
evaluations, 322measuring, 109reporting, 138, 144-145
accomplishments, highlighting, 144
baselines, measuring, 144changes, 145EVM, 149forecasts, 145frequency, 145issues, 145risks, 145stakeholders, 144-145summary page, 144surprises, avoiding, 145visual thinking, 144
successful, 324teams, 278
challenges, 287charters, 282client interactions, 283collaboration environment,
283collocating, 282conflict resolution, 283connections, 285expectations, 279expertise, leveraging, 283focus, 279
roles/responsibilities, 309win-win relationship
building, 308project manager skills
required, 312selections/evaluations,
370-375clear processes, 372consistency, 375driving strategies, 371evaluation criteria/scoring,
373evaluators, tailoring to,
373expertise, leveraging, 375factors, 372fairness, 375gaps, documenting, 375goals, 371negotiation/contract
development times, 375open-book approach, 374partnerships, 375procurement partnering,
372quality, 373reasons, 371scaling to risk, 371short list, streamlining,
375timing, 374vendor communications,
controlling, 374vendor contacts, valuing,
375seller tips, 311-312turnover risk, 370
over-allocated resourcesleveling, 116, 345-347
assigning resources to summary tasks, 345
Level Only with Available Slack option, 347
manual, 345Priority column, 346results, checking, 347task dependencies, 345
Microsoft Project, 339quality, 221responses, 117schedules, 116
organizationschallenges, 16changes
communications, 238issues, 52management, 158
culture, 140influencing, 229problems, 35project management value,
13risk source, 204stakeholder expectations,
266updating, 69
organizer role, 24outline WBS, 78out-of-scope specifications, 51outsourcing projects
buyer tips, 309-311certifications, 311deliverable acceptance,
310dependencies, 310goals, aligning, 309go to partners, 311quality, 310risk, reducing, 310trying out vendors, 311vendors, 310-311WBS, 309
contracts, 313administrator conflicts,
308elements, 313-314legally binding conditions,
313summary, 315-316types, 314
formal communications, 307PMI buyer/seller standards,
306principles, 306-309
clarification, 309commitment, 308contracts, 307-308formality, 308fundamentals importance,
306multifaceted, 307
418 performance
Project Management Professional certification (PMP), 17
quality definition, 214Risk Management
Professional (PMI-RMP), 399Scheduling Professional
(PMI-SP), 399special interest groups, 401standards documents, 18website, 10
PMOs (Project Management Offices), 106, 386
central planning, project oversight mode, 387
organizational scope, 386responsibilities, 387successful traits, 388-390
aligning strategy with delivery, 390
corporate culture alignment, 388
evolving, 388execution, focusing, 389fundamentals,
standardizing, 388objectivity, 389pessimistic scenarios, 389pilot projects, 388project administration
support, 389purpose/vision,
communicating, 388resource allocation, 390senior management
support, 388value-added deliverables,
389support mode, 387
PMP (PMI Project Management Professional) certification, 17, 399
point menassigning, 245role, 24, 227
police officer role, 25pooling buffers, 394poor performers, 286post-implementation deferment,
166
detail, 62issues, 71leadership needs, 229organization, 69principles
all-encompassing document, 61
collaboration, 62multiple passes, 61proactive approach, 61purpose, 60reviewing, 151success factors, 61
problems, 37procurements, 71-72project definitions
comparison, 49-50validating, 64
projects. See projects, planning
quality, 42, 71-73, 216-219questions to answer, 62-64resources, 65, 73responsibilities, 67, 73risks, 42, 73roles, 67rolling wave, 60schedules, 66staffing, 42stakeholder expectations,
266-267teams, 71, 279testing process, 376variance, 73work
defined, 83estimations, 66
Planning process group, 11PMBOK (Project Management
Body of Knowledge), 10PMBOK® Guide–Fourth Edition,
10PMI (Project Management
Institute), 10Agile Certified Practitioner
(PMI-ACP), 384, 399buyer/seller standards, 306certifications, 399-400knowledge areas, 12process groups, 10-11
increasing, 280-282kickoffs, 282leadership responsibilities,
sharing, 285management styles,
adapting, 279orientation, 284principles, 279productive meetings, 282productivity, facilitating,
280project repositories, 283qualities, 278recognition/rewards, 281rituals, 284standards, 283task assignments, 284team planning/selection,
279WBS, 85
personal resume updates, 322persuader role, 24PgMP (Program Management
Professional), 399phases
deployment, 384estimating, 99implementations, 367schedule quality, 365
pilot projects, 388plan-do-review model, 385Planned Value (PV), 148planner role, 24, 227planning
30/60/90 day details, 365acceptance criteria, 64approach, 64change control, 70-72, 159checklist, 74communications, 41, 71-72,
242-243completion, 38configuration management,
72, 172creating, 178overview, 180recommended sections,
180-181control, 70, 140costs, 70
419procurements
fundamentals importance, 306
multifaceted, 307roles/responsibilities, 309win-win relationship
building, 308priorities
communications, 243focusing, 139Microsoft Project, 346risks, 200stakeholder expectations,
265testing, 367
proactive communications, 244proactive project management,
61problems
alignment, 35change control, 37communication, 36completion planning, 38inadequate responsibilities,
36organizational-level, 35planning, 37poor requirements definition,
38price wars, 36progress tracking, 38project-level, 35project managers, 37resource conflicts, 37roles/responsibilities, 36sponsors, 36stakeholder success, 36structure, 35underestimating changes, 37unforeseen technical
challenges, 38problem-solver role, 24, 227processes
control, 138-139groups, 10-11quality, 215risk challenges, 208-209
procurements. See also outsourcing projects
budget resources, 130knowledge areas, 12planning, 71-72
teaching, 232trust, 231visualizing goals, 230weakness compensation,
232ending projects, 320high-performing teams,
279-282expectations, 279focus, 279management styles,
adapting, 279marketability, improving,
280productivity, facilitating,
280recognition/rewards, 281synergy, 281team planning/selection,
279issue management
administrative process, 186
project manager mindset process, 187
Pareto, 284planning
all-encompassing document, 61
collaboration, 62multiple passes, 61proactive approach, 61purpose, 60reviewing, 151success factors, 61
quality, 216-217requirements, 271stakeholder expectations,
264-265team differences, 292-295
communications, 293effort, 295fundamentals, 292leadership, 293understanding, verifying,
294vendor relationships, 306-309
clarification, 309commitment, 308contracts, 307-308formality, 308
PPM (Portfolio Project Management), 390-391
balance, 391corporate governance, 390objectivity, 390overview, 390program management,
compared, 390reporting, 391resource management, 391software, 391
preliminary schedules, building, 115-116
presenting schedules, 119-120Prevention, Detection, and
Action (PDA), 137-138pre-verifying deliverables, 220price wars, 36principles
budgets, 125-126change control, 162
communication, 160planning, 159scope, minimizing, 160stakeholder education,
160system, 159-160watchdogs, 160
communication, 242-244five Cs, 243follow-through, 243manners, 243planning, 242-243prioritizing, 243proactive, 244relationship building, 244responsibilities, 243savviness, 244
configuration management, 174-175
effective leadership, 230-232ownership, 232progress, facilitating, 231putting people first, 230resilience, 232respect, earning, 231self-control, 233striving for excellence, 232taking another
perspective, 231
420 productivity
examples, 8logs, 42management
defined, 8-10institute. See PMIoffices. See PMOsPMI definition, 10-12trends, 17-18value, 13-14
notebook, 43ongoing operations,
compared, 8-9pilot, 388planning, 42
acceptance criteria, 64approach, 64changes, 70-72checklist, 74communications, 71-72configuration
management, 72control systems, 70costs, 70defined, 83detail, 62issues, 71organization, 69principles, 60-62procurements, 71-72project definition
validation, 64project information, 70quality, 71-73questions to answer,
62-64resources, 65, 73responsibilities, 67, 73risks, 73roles, 67rolling wave, 60schedules, 66team management, 71variance, 73work estimations, 66
problems. See problemsrecoveries, 151-152requirements, 40successful
defined, 34qualities, 39-40
change control/configuration/organizational management comparison, 158
change request forms, 163-165
communication, 160control system, 157-163defined, 156minimizing, 165-166planning, 159scope, minimizing, 160stakeholder education,
160types, 157uncontrolled, 156unplanned scope, 160-162watchdogs, 160
charters, 40control. See controldefining, 8
changes, minimizing, 165planning comparison,
49-50definition documents, 53questions, 48risks, 207stakeholder expectations,
266validation, 64
definition checklist, 54acceptance, 56approach, 56general questions, 54scope, 55stakeholders, 55
definition documents. See definition documents
endingabsorption, 325cancellation, 325challenges, 322-323checklist, 320-322collapse, 325completion, 325contract termination, 324deterioration, 325displacement, 325principles, 320
productivitymeetings, 282verifying, 301
Program Management Professional (PgMP), 399
progressfacilitating, 231measuring, 151tracking problems, 38
progressive elaboration, 51project managers
common mistakes, 29contract administrator
conflicts, 308control challenges, 150demand, 16-17inadequate, 37issue management mindset,
187leadership, 227
qualities, 227-228roles, 227skills integration, 225
PMP certification, 17quality responsibility, 217roles, 24-25scheduling weaknesses, 105skills, 25-27
business management, 26communication, 26fundamentals, 25leadership, 26technical, 26vendors/procurement, 312
successful qualities, 27-28projects
acceptance criteria, 161breakdown structure, 84challenges, 14-16
collaboration, 16communication, 15competing demands, 15cutting edge, 15estimating work, 16multiple expectations, 14organizational impacts, 16uncharted territory, 14
changeschallenges, 166-168
421real-life scenarios
leadership, 363monitoring/tracking, 363multiple iterations, 364personal contact/
relationships, 363relationship building, 363schedules, 363value-added deliverables,
363work products, generating
early, 363quality schedules, lacking,
364-365selections/evaluations,
370-375clear processes, 372consistency, 375driving strategies, 371evaluation, 373expertise, leveraging, 375factors, 372fairness, 375gaps, documenting, 375goals, 371negotiation/contract
development times, 375open-book approach, 374partnerships, 375procurement partnering,
372quality, 373reasons, 371scaling to risk, 371short list, streamlining,
375timing, 374vendor communications,
controlling, 374vendor contacts, valuing,
375testing process, 376-378
checklists, 377completion criteria, 377customer experience,
376-378data, 377defects, tracking, 378expertise, leveraging, 376high risk items, identifying,
376
reviews, 218small work packages, 218standards, 218templates, 217V method, 219
vendor activities, 310verification, 215-217
quantitative estimating, 99quartermaster role, 24questions
definition checklistacceptance, 56approach, 56general, 54scope, 55stakeholders, 55
project definitions, 48project planning, 62-64risk assessment, 202-203
R
RBS (Resource BS), 84readiness checkpoints (testing),
377reality
perception, balancing, 259schedules, checking, 116-117
real-life scenariosdifficult resources, 368-369hard milestone dates,
365-367competing demands, 366contingency buffers, 366done, clarifying, 366drivers, clarifying, 365mini-milestones, 367must have functionality,
366phased implementations,
367scope, 366team work efforts, 366testing, prioritizing, 367
lite environments, 362-364communication, 363core focus, 362expectations, 363
promoting from within, 370protecting deliverables, 175purpose
planning, 60project definition document,
50push/pull communications
method, 245PV (Planned Value), 148
Q
qualitieshigh-performing teams, 278successful project managers,
27-28successful projects, 39-40
qualityappropriate levels, 216challenges, 221-222control, 139customer-focused, 216expectations, 216, 267independent quality
assurance auditors, 143knowledge area, 12management plan, 42outsourcing projects, 310planning, 71-73, 216, 219PMI definition, 214processes, 215products, 215project manager
responsibilities, 217requirements, 215schedules
reviewing, 119unable to develop,
364-365selections/evaluations
processes, 373strategies, 220-221target identification, 216tools
checklists, 217completion criteria, 218independent audits, 218requirements traceability
matrix, 217
422 real-life scenarios
Resource BS (RBS), 84resources
acquisition plan, 65allocation, 390
Microsoft Project, 339over-allocation, 117, 221successful PMOs, 388-390unrealistic schedules, 116
assigningdisplaying, 353fixed duration tasks, 355Microsoft Project, 345summary tasks, 353
buffers, 393calendars, 332CCPM, 393conflicts, 37difficult, 368-369inaccurate work estimates, 98leveling, 116, 345-347
assigning resources to summary tasks, 345
Level Only with Available Slack option, 347
manual, 345Priority column, 346results, checking, 347task dependencies, 345
manager commitments, 296needs, planning, 65online, 19over-allocation
Microsoft Project, 339quality, 221responses, 117schedules, 116
part-time, accounting, 333planning, 73PMI standards documents, 18PPM, 391procurement, 130schedules, 108, 322turnover, 369-370
respect, earning, 231responses
difficult resources, 368-369resource over-allocation, 117risks, 42, 73, 200-202turnover, 369-370variance, 146
summary page, 144surprises, avoiding, 145visual thinking, 144
PPM, 391status, 41
effective, 251-252expectations impact, 267
repositories, 43creating, 283updating, 321
requirementschallenges, 270-271control, 139definition documents, 50-52
assumptions, 51constraints, 51context, 51dependencies, 51goals and objectives, 51out-of-scope
specifications, 51purpose, 50recommended approach,
52risks, 51scope specifications, 51stakeholders, 52success criteria, 51
definitionschanges, minimizing, 165cross-functional projects,
297poor, 161problems, 38
expectations impact, 267guidelines, 272management tools, 396-397principles, 271projects, 40quality, 215risk source, 204, 207traceability matrix, 142, 165
control challenges, 151expectations impact, 267quality, 217testing process, 376
resetting baselines, 152resolving
conflicts, 229issues, 152
metrics, 377multiple iterations, 376planning, 376production simulation, 377readiness checkpoints,
377requirements, tracing, 376scripting, 376types, 376
turnover, 369-370recognition (teams), 281recoveries, 151-152, 173reducing
issues. See issue management
risks, 310references, 322referrals, 322relationship building, 244, 363relay runners (CCPM), 394reports
Microsoft Project, 347-352audience needs, 350basics, 348callout features, 351canned reports, 350Copy Picture function, 349custom fields, editing, 348fields/columns, displaying,
348formats, 348graphical indicators, 349multiple versions, 352multiple views, 351page setup options, 350tasks, displaying, 348Timeline View, 352timescale, 349visual, 351
performance, 138, 144-145accomplishments,
highlighting, 144baselines, measuring, 144changes, 145EVM, 149forecasts, 145frequency, 145issues, 145risks, 145stakeholders, 144-145
423schedules
project managers, 24-25updating, 67
rolling wave planning, 60rule-of-thumb estimating, 99
S
salesman role, 25, 227saving baseline dates, 354scale, 139Schedule Performance Index
(SPI), 148schedules, 41
30/60/90 day detail plans, 365
agile approaches, 385budgets, 108building
calendar verification, 117compressing, 117-118goals, 109-110inputs, 110preliminary, 115-116reality checks, 116-117resource leveling, 116steps, 111-112team-based, 114walking through, 118-119work, sequencing,
113-114CCPM, 392
50% probability estimates, 393
buffers, 393critical chain, 392estimating, 393monitoring buffers, 394pooling buffers, 394relay runners, 394resources, 393system, 393Theory of Constraints, 392
critical path, 118defined, 83deliverables, 364developed without teams,
286elements, 106
impact assessment, 200monitoring, 200plans, 73prioritizing, 200probability, 199relentless, 199responses, 200systematic, 198terminology, 210
monitoring, 200performance reporting, 145PMI-RMP certification, 399prioritizing, 200probability, 199profiles, 199project definition document,
51reducing, 310responses, 42, 73, 200-202sources, 203-206
assumptions, 205budgets, 207business factors, 205changes, 204external factors, 205facilities, 205funding, 204organizations, 204project definitions, 207project management,
205-206project size/complexity,
204requirements, 204, 207schedules, 204, 207self-inflicted, 206sponsorships, 204stakeholder involvement,
204teams, 205technology, 205vendors/suppliers, 205WBS, 207
turnover, 369WBS, 85work estimations, 96
rituals (teams), 284roles
outsourcing projects, 309problems, 36
responsibilitiesassigning, 191communications, 243matrix, 41
planning, 73stakeholder expectations,
267outsourcing projects, 309PMOs, 387problems, 36quality, 217teams, 285updating, 67WBS, 85
resume updates, 322reviewing
control, 142deliverables, 175expectations impact, 267issues, 192planning, 151quality, 218schedules, 118-119
revisions, 175rewards (teams), 281risks
agile approaches, 386assessment questionnaire
options, 202-203challenges
processes, 208-209unacknowledged risks,
208undetected risks, 207
control, 138leadership needs, 230quality, 222strategies, 209-210
defined, 186, 210estimating, 100identifying, 199impact assessment, 200knowledge area, 12managing, 198
buy-in, 200consistency, 198continuity, 199focus, 199healthy paranoia, 198identification, 199
424 schedules
driving strategies, 371evaluation, 373evaluators, tailoring to,
373expertise, leveraging, 375factors, 372fairness, 375gaps, documenting, 375goals, 371negotiation/contract
development times, 375open-book approach, 374partnerships, 375procurement partnering,
372quality, 373reasons, 371scaling to risk, 371short list, streamlining,
375timing, 374vendor communications,
controlling, 374vendor contacts, valuing,
375web-based solutions, 396
self-control (leaders), 233self-inflicted risks, 206sellers
defined, 306tips, 311-312
senior management support, 388
sequencing work, 113-114The Servant as Leader
(Greenleaf), 233servant leadership, 233-234sharing (Microsoft Project), 338shortening schedules, 117-118signoffs
formal, 267protecting, 173
simulations, 401skills
interpersonal, 253-254leadership, 230
integration, 225ownership, 232progress, facilitating, 231putting people first, 230
presenting, 119-120quality
challenges, 221unable to develop,
364-365resource leveling, 345-347
assigning resources to summary tasks, 345
Level Only with Available Slack option, 347
manual, 345Priority column, 346results, checking, 347task dependencies, 345
resources, 108, 322risks, 204, 207software, 115stakeholder expectations,
266unrealistic, 105
logical dependencies, 112misaligned calendars, 116over-allocated resources,
116WBS, compared, 81-83what-if analysis, 109
Schedule Variance (SV), 148scope
changes, minimizing, 160creep, 156definition checklist, 55gold-plating, avoiding, 222hard milestone dates, 366knowledge area, 12out-of-scope, 51PMOs, 386specifications, 51statements
poor, 161stakeholder expectations,
266unplanned changes, 160-162
scripting, 376search keyword conventions,
176selecting
teams, 279vendors, 370-375
clear processes, 372consistency, 375
expectations, managing, 108importance, 108-109lite environments, 363Microsoft Project
audience needs, 350baseline dates, saving,
354basics, 348buffers, 354calendar, 332, 343callout features, 351canned reports, 350Copy Picture function, 349custom fields, 344, 348dates, 331default settings,
reviewing, 342estimated durations, 345external dependencies,
344fields/columns, displaying,
348formats, 348graphical indicators,
349-351headers/footers, 343impacts, displaying, 354logical dependencies, 344multiple calendars, 332multiple versions, 352multiple views, 351overhead tasks, 355page setup options, 350progress, recording, 354resource assignments,
345, 353-355start dates, 341starting over, 355subtask names, 354summary tasks, 342tasks, 343, 348timeline, 352-353timescale, 349user-controlled, 356
milestones, 364partial example, 106part-time resources, 333performance, measuring, 109phases, 365planning, 66
425Team Planner (Microsoft Project)
statements (scope)poor, 161stakeholder expectations,
266status
check frequency, 152meetings, 141reporting, 41
effective, 251-252expectations impact, 267
stopping WBS, 88-89structure problems, 35student syndrome, 394subject matter experts (SMEs),
93subtask names (Microsoft
Project), 354success factors, 34
performance, 324planning, 61PMOs, 388-390project definition document,
51project managers, 27-28qualities, 39-40stakeholders
expectations, 260-263problems, 36
summary tasks (Microsoft Project), 342
suppliers, risk source, 205support mode (PMOs), 387SV (Schedule Variance), 148synergy (teams), 281
T
targets, identifying, 216tasks
calendars, 332costs versus resource costs,
130displaying, 339duration = work effort *
resource units, 332Inspector, 357
Team Planner (Microsoft Project), 357
educating, 264expectations
assumptions, avoiding, 265
beyond scope, 260big picture,
communicating, 265buy-in, 264control/execution, 267critical success factors,
260-263execution, 261-263kickoff meetings, 262,
268-269leadership needs, 229looking/listening, 265mini-kickoff meetings, 262perspective, 265planning, 266-267priorities, 265project impact, 261-263quantifying, 264reality and perception,
balancing, 259requirements
management, 269-271taking care of business,
265under-promise, over-
deliver, 261value, 258work products, 261-263
interpersonal communications, 239
involvement, 204needs, 145performance reporting
questions, 144project definition document,
52respect, earning, 231schedule reviews, 119success problems, 36
standardsquality, 218resources (PMI), 18teams, 283
start dates (Microsoft Project), 341
resilience, 232respect, earning, 231self-control, 233servant approach, 233-234striving for excellence, 232taking another
perspective, 231teaching, 232trust, 231visualizing goals, 230weakness compensation,
232project managers, 25-27
business management, 26communication, 26fundamentals, 25leadership, 26technical, 26vendors/procurement, 312
specific focus, 401targeting, 401
small workpackages, 218pages, 141
SMART (Specific, Measurable, Achievable, Rewarding, and Time-based) goals, 53
SMEs (subject matter experts), 93
social networking tools, 250software
collaboration, 395-396mind maps, 398-399PPM, 391scheduling, 115
special team situations, 286-287SPI (Schedule Performance
Index), 148sponsors, 295
problems, 36risk source, 204
staffing management plan, 42stakeholders, 14
analyzing, 245buy-in, 85changes
control, 160minimizing, 165
definition checklist, 55detail planning, 63
426 teams
texting communications, 249-251
text, wrapping (Microsoft Project), 357
Theory of Constraints, 392threats, 210thresholds, 143time
control challenges, 150knowledge area, 12
timeboxing, 385timelines
expectations, 353summary, 119
Timeline View (Microsoft Project), 352, 355
timescale (Microsoft Project), 338, 349
time-zone designations, 300tools
change request forms, 42charters, 40communication, 41, 246
audio conferencing, 249direct audio, 248email, 248face-to-face, 247instant messaging, 248security, 247social networking, 250teams, 250texting, 249-251video conferencing, 248voicemail, 248web conferencing, 249
configuration management, 178
definition documents, 40deliverable summary, 42drawing (Microsoft Project),
357issue logs, 190milestone charts, 41mind maps, 398-399organization charts, 41principles, 40project
logs, 42notebook, 43plan, 42repository, 43
selecting, 279staffing for quality, 220standards, 283synergy, 281task assignments, 284turnover, 369-370virtual/distributed
communications, 301control challenges, 151environment, 283face-to-face time, 299productivity, verifying, 301responsiveness, 300software, 395-396team rules/procedures,
establishing, 299time zone designations,
300virtual meeting protocols,
300work efforts, focusing, 366
technical skills, 26technology
changes, 161communications, 246issues, 229risk source, 205
telephone communications, 248templates, 217testing, 376-378
checklists, 377completion criteria, 377customers
acceptance, 378experience, 376
data, 377defects, tracking, 378expertise, leveraging, 376high risk items, identifying,
376metrics, 377multiple iterations, 376planning, 376prioritizing, 367production simulation, 377quality phases, 222readiness checkpoints, 377requirements, tracing, 376scripting, 376types, 376
teams, 71, 282challenges, 286-287charters, 267, 282client interactions, 283collaboration
environment, 283software, 395-396
collocating, 282communication tools, 250conflict resolution, 283connections, 285differences, 295difficult, 368-369estimating, 100expectations, 279expertise, leveraging, 221,
283focus, 279high-performing, 281
principles, 279-282productivity, facilitating,
280proven techniques,
282-284qualities, 278team selection, 279
individual strengths, leveraging, 280
interpersonal communications, 239
kickoffs, 282leadership
needs, 229responsibilities, sharing,
285management styles,
adapting, 279marketability, improving, 280orientation, 284performance, 85, 278-280planning, 279productive meetings, 282productivity, facilitating, 280project repositories, 283recognition/rewards, 281risk source, 205rituals, 284rules/procedures,
establishing, 299schedules, 114, 118
427vendors
V
validatingproject definitions, 64V method, 143
valuecertification, 399customer satisfaction, 385deliverables
lite environments, 363successful PMOs, 388-390
groups, 295project management, 13-14stakeholder expectations,
258vendor contacts, 375
variancesanalysis, 146-148plans, 73responses, 146
vendorsbuyer tips, 310communications, 374contacts, valuing, 375contracts, 313
administrator conflicts, 308
elements, 313-314legally binding conditions,
313summary, 315-316types, 314
defined, 306formal communications, 307PMI buyer/seller standards,
306principles, 306-309
clarification, 309commitment, 308contracts, 307-308formality, 308fundamentals importance,
306multifaceted, 307roles/responsibilities, 309win-win relationship
building, 308project manager skills
required, 312
simulations, 401specific skills, focusing, 401targeting skills, 401tool-specific, 401
travel costs, 129trends, 17-18triple constraint of project
management, 15trust, 231turnover, 369-370
mentoring, 369outsourcing, 370preparations, 369promoting from within, 370risks, 369-370transition periods, 370visibility, increasing, 370
U
umbrella role, 24, 227unacknowledged risks, 208uncharted territory challenges,
14uncontrolled changes, 156underestimating changes, 37under-promise, over-deliver
principle, 261undetected risks, 207unforeseen technical problems,
38unique IDs, 191unplanned scope changes,
160-162unrealistic schedules
logical dependencies, 112misaligned calendars, 116over-allocated resources, 116
updatingorganizations, 69personal resumes, 322repository, 321resource schedules, 322responsibilities, 67roles, 67
qualitychecklists, 217completion criteria, 218independent audits, 218planning, 42, 219requirements traceability
matrix, 217reviews, 218small work packages, 218standards, 218templates, 217V method, 219
requirements, 40, 396-397responsibility matrix, 41risk
management, 202-203response plan, 42
schedules, 41staffing management plan, 42stakeholder expectations
control/execution, 267kickoff meetings, 268-269planning, 266-267requirements
management, 269-271status reports, 41training, 401
top-down estimating, 99Top-Down Summary Tasks
(Microsoft Project), 356trace requirements, 165tracking
assumptions, 166change requests, 164deliverable changes, 175deliverables, 173, 177lite culture procedures, 363requirements, 142, 165
control challenges, 151expectations impact, 267quality, 217testing process, 376
test defects, 378training
computer-based, 401costs, 129mentoring, 400PMI special interest groups,
401
428 vendors
outsourcing projects, 309PBS, compared, 84RBS, compared, 84risks, 207schedules
compared, 81-83presenting, 120
small work packages, 141stakeholder expectations,
266work
decomposition, 80sequencing, 113-114
weaknesses, compensating, 232web-based solutions, 395-396web conferencing, 249websites
agile approaches, 403Agile Project Leadership
Network, 403Flexible Development, 403Greenleaf Center for Servant
Leadership, 235MindManager tool, 398online resources, 19PMI, 10, 400
weighted average estimating, 100
what-if analysis, 109win-win relationships, building,
308word processors, 190work
breakdown structure. See WBS
decomposition process, starting, 86
defining, 97estimating
accuracy levels, 101best practices, 101-102bottom-up, 99challenges, 16effort distribution, 99heuristic, 99inaccurate, 97-98issues, 94methods, 100parametric, 99phased, 99
understanding, verifying, 294
productivity, verifying, 301responsiveness, 300team rules/procedures,
establishing, 299time zone designations, 300virtual meeting protocols,
300virtual scope summary, 53virtual teams. See distributed
teamsvisibility
increasing, 152issue logs, 192
visual indicators (Microsoft Project), 334
visualizing goals, 230V method, 143, 219voicemail communications, 248
W
walking through schedules, 118-119
WBS (work breakdown structure), 77
analogous, 99BOM, compared, 84building, 86-89
depth, 88details, 87guidelines, 86-88size, 88stopping, 88-89work decomposition
process, starting, 86changes, minimizing, 166CWBS, compared, 84defined, 78deliverables, 78graphical, 78importance, 84Microsoft Project, 338objectives, 85OBS, compared, 84organizing, 85outline, 78
risk source, 205selections/evaluations,
370-375clear processes, 372consistency, 375driving strategies, 371evaluation, 373evaluators, tailoring to,
373expertise, leveraging, 375factors, 372fairness, 375gaps, documenting, 375goals, 371negotiation/contract
development times, 375open-book approach, 374partnerships, 375procurement partnering,
372quality, 373reasons, 371scaling to risk, 371short list, streamlining,
375timing, 374vendor communications,
controlling, 374vendor contacts, valuing,
375tips, 311-312
verificationcalendars, 117deliverables, 220productivity, 301quality, 215-217V method, 143
version control, 175-176video conferencing, 248-249virtual meetings, 300virtual projects, 298-301
communications, 301face-to-face time, 299issues, 294principles, 292-295
communications, 293effort, 295fundamentals, 292leadership, 293