Wysocki bindex.indd V2 - 09/07/2011
729
Index
AA Team members, 228–229AC (actual cost), 295–298, 638–639accept, risk response, 84acceptably leveled schedule,
267acceptance test procedures (ATP),
312–314, 375. See also client acceptance
accommodators, 234–236, 238, 242, 244, 246–247
action to be taken, risk log, 85active projects. See MANAGE active
projectsactivities. See also business processes;
tasksbounded, 173business process, 119complex, 7defi ned, 6, 115tasks v., 166unique, 6–7WBS completeness test,
172–175activity duration estimates, 158,
163, 593
activity schedulesdesign-build-test-implement
approach, 179JPPS deliverable, 164launching, 21
actual cost (AC), 295–298, 638–639ACWP (Actual Cost of Work
Performed), 296, 639ad hoc level, 589Adams, Anthony, 279adaptability
APF, 435–437APM, 327–328, 445core project team members, 230
Adaptive Cycle Plan phase, 407–408Adaptive PMLC models, 47, 49,
398–445. See also Adaptive Project Framework
Agile models, 379APF, 379, 391, 406ASD, 379, 391, 406–407
graphical depiction, 407phases, 406–408
business value, 404–405cancellation, 399characteristics, 403
bindex.indd 729bindex.indd 729 9/7/2011 6:06:06 PM9/7/2011 6:06:06 PM
COPYRIG
HTED M
ATERIAL
Wysocki bindex.indd V2 - 09/07/2011
730 Index n A–A
choosing, 408client involvement, 405, 443–445closing phase, 402–403co-located teams, 383defi ned, 398–400DSDM, 57, 379, 391, 399–400,
406, 438–440client involvement, 400, 405graphical depiction, 439–440software development projects,
48, 406graphical depiction, 49, 399Iterative models v., 378–379, 400launching phase, 401non-value-added work, 403–404, 409planning phase, 400–401PMLC models comparison, 55–56process group-level diagram, 399scope change requests, 404scoping phase, 400Scrum, 379, 391, 406, 439–443
best-fi t choice, 131client involvement, 439graphical depiction, 441–442process fl ow, 440–441Product Owner, 131, 405, 439–440,
441–443rugby v., 439Sprint, 441–443
software development projects, 46solution clarity, 408strengths, 403–405types, 406weaknesses, 405–406when to use, 129, 443–445
Adaptive Project Framework: Managing Complexity in the Face of Uncertainty (Wysocki), 408
Adaptive Project Framework (APF), 408–437. See also swim lanes
adapting, 435–437Adaptive PMLC model, 379, 391, 406
APFists, 425, 427–428, 436APM approach v., 49budget, 418change, 411–412Client Checkpoint, 429–433
graphical depiction, 429PDQ case study, 433updated Scope Bank, 430–431
client involvement, 410–411core values, 410–412Cycle Build, 426–428
functionality, 427graphical depiction, 427monitor/adjust, 428
Cycle Plan, 420–426graphical depiction, 421micro-level schedule, 423–426micro-level WBS, 421–426work packages, 426
defi ned, 409–410graphical depiction, 413implementing, 437non-value-added work, 412, 423–424observations on, 409–410PDQ case study, 433, 464phases, 412PMLC models integration, 436–437Post-Version Review, 433–435
graphical depiction, 434questions, 433–435Version Scope v., 433
software development projects, 379–380, 408, 450
TPM v., 410value, 437Version Scope, 412–420, 433
COS, 413–414cycle timeboxes, 418–420cycles, 419–420deliverables, 413–414graphical depiction, 414POS, 414, 418–419
bindex.indd 730bindex.indd 730 9/7/2011 6:06:07 PM9/7/2011 6:06:07 PM
Wysocki bindex.indd V2 - 09/07/2011
Index n A–A 731
Post-Version Review v., 433prioritized scope triangle, 415–417RBS, 414, 419StageGates, 412–413, 419WBS, 414, 419
Adaptive Software Development. See ASD
Adaptive Software Development: A Collaborative Approach to Managing Complex Systems (Highsmith), 406
adversarial relationship, 88Agile Manifesto (Fowler &
Highsmith), 35n1, 323, 379, 379n1, 380
Agile Project Management: Creating Innovative Products (Highsmith), 324
Agile Project Management (APM), 44–49, 377–451. See also Adaptive PMLC models; Iterative PMLC models
adaptability, 327–328, 445Agile Manifesto, 35n1, 323, 379,
379n1, 380APF v., 49business value, 337change, 336client involvement, 331, 392client ownership, 332–333client’s comfort zone, 332closing next iteration/cycle, 447closing project, 448co-located teams, 46–48, 59, 329,
382–384, 388core team members, 228cycle timeboxes, 58discussion questions, 449–451Extreme PMLC models v., 459–460fl exibility, 327graphical depiction, 55history, 379–380implementing, 380–381INSPIRE v., 457–458
launching next iteration/cycle, 446–447
models, 379non-value-added work, 384Q3/Q4 projects, 379
monitoring/controlling next iteration/cycle, 447
non-value-added work, 326, 400, 655planning next iteration/cycle, 446projects
characteristics, 45–48client involvement, 46implementation, 380–381major issues, 380percentage of, 47, 154, 322, 377, 378risk level, 45untapped business opportunity, 45without known solution, 45
risk, 328–329scoping next iteration/cycle, 445–446software development projects,
323, 380team cohesiveness, 329teams, 388tools/templates/processes, 445TPM with, 47WBS, 48xPM v., 52–53, 457
agile project portfoliosclosing projects, 580–581defi ned, 572HRMS, 383life cycle
ESTABLISH portfolio strategy, 573, 575
EVALUATE project alignment, 573, 575
graphical depiction, 573–574MANAGE active projects, 573, 575,
580–581phases, 573, 575PRIORITIZE phase, 573, 575
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732 Index n A–B
SELECT balanced portfolio, 573, 575, 577–580
project types, 581risk, 576
Agile Project Portfolio Management (APPM), 572–581
challenges, 576–577PMLC model integration, 574–576
Agile Software Development with Scrum (Schwaber & Beedle), 439
agreement, COS process, 108aligned projects, 531American Red Cross, 689analyze current situation, distressed
projects, 640–645, 654–655Annotation fl owchart symbol, 120–121APF. See Adaptive Project FrameworkAPFists, 425, 427, 428, 436APM. See Agile Project Managementappendices, project proposal, 220APPM. See Agile Project Portfolio
Managementapproval process, POS, 144–147, 221architectural-design tool, WBS, 167As Is business process, 119, 604,
610, 623ASD (Adaptive Software
Development)Adaptive PMLC model, 379, 391, 406graphical depiction, 407phases, 406–408
ashtrays, 132Assessment and Analysis phase,
CPIM, 600–602assignable, S.M.A.R.T. characteristic,
137assigning resources. See resource
assignmentsassignment sheets, work package,
275, 277assimilators, 234, 242–243, 246–247associate manager
multi-team projects, 665PM/BA, 693, 698–699
assumptions, risks, obstacles section, POS, 140–141
ATP (acceptance test procedures), 312–314, 375. See also client acceptance
attachments, POS, 141–143Aubry, Monique, 485, 485n1autonomy, job design, 73available slack, 268, 306avoid, risk response, 84avoidant, confl ict resolution style, 248
BB Team members, 228–229BA (business analysis), 707–708, 710background, project proposal, 219balancing project teams, 233–235. See
also confl ict resolution; learning styles
BA/PM. See PM/BABarton, Clara, 689BCG. See Boston Consulting GroupBCWP (Budgeted Cost of Work
Performed), 296, 639BCWS (Budgeted Cost of Work
Scheduled), 296, 639Beedle, Mike, 439Bell Telephone Laboratories, 453best-fi t PMLC model
choosing, 57–60complexity, 502factors, 35project characteristics, 36solution clarity, 38
four-quadrant project landscape, 35, 324, 502
meaningful client involvement, 642RBS, 31, 171requirements completeness, 30, 130requirements gathering, 634
best-fi t project structure
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Wysocki bindex.indd V2 - 09/07/2011
Index n B–B 733
multiple team projects, 686–687RUP, 131Scrum, 131
best-practices constraints, 206–207Better Online Solutions, 372bidder questions, 89big-picture improvement, 609Blanchard, Kenneth H., 225, 657Boeing 777, 208Bohr, Neils, 103Boston Consulting Group (BCG)
Products/Services Matrix, 533, 535–536
bottom-up approachAPF implementation, 437learning model, 1PSO implementation, 520
Boundaries fl owchart symbol, 120–121bounded activity, 173BP4SO, 521–524. See also PSOsBPM (business process management),
689, 707–708, 710BPMN (Business Process Management
Notation), 125brainstorming
Assessment and Analysis Phase, CPIM, 601
convention v., 250divergers, 234Extreme PMLC model, 456INitiate, 459–460INSPIRE, 464, 469launching Process Group, 374problem-solving process, 243risk identifi cation list, 79Root Cause Analysis results, 649SPeculate, 463team operating rules, 249–250
Breakdown Structure. See RBS; Resource Breakdown Structure; WBS
breakeven analysis, POS, 143
briefi ng tool, 133Bruno, Giordano, 149budget, APF, 418budget estimate, 197–198Budgeted Cost of Work Performed
(BCWP), 296, 639Budgeted Cost of Work Scheduled
(BCWS), 296, 639buffers, 368–372
defi ned, 368–369management reserve v., 258, 370managing, 370–372penetration, 370–372types, 369
Building Effective Project Teams (Wysocki), 235, 247
bureaucracy elimination, 607burn charts, 290Burns, Robert, 627business analysis (BA), 707, 710Business Analysis Body of Knowledge
Guide (IIBA), 28Business Analyst/Project Manager.
See PM/BAbusiness climate, 58, 327, 336, 418,
583, 647business outcomes, COS, 109business processes. See also processes
BP4SO, 522building WBS, 180characteristics, 605–609CPIM, 119, 604–612, 623
To Be, 119, 604, 610, 623characteristics, 605–609improvement opportunities, 609improvement project, 611–612indicators of needed improvement,
609streamlining tools, 607–609
defi ned, 119–120effectiveness, 606effi ciency, 606
bindex.indd 733bindex.indd 733 9/7/2011 6:06:07 PM9/7/2011 6:06:07 PM
Wysocki bindex.indd V2 - 09/07/2011
734 Index n B–C
graphical depiction, 119integrated into business processes
(level 4), 590non-value-added work, 609process level, RBS, 115streamlining tools, 607–609
business process diagramming, 117context diagrams, 122–123creating, 120–121fl owcharts, 120–121, 124formats, 121–122
business process improvement project, 611–612
business process management (BPM), 689, 707–708, 710
Business Process Management Notation (BPMN), 125
business valueAdaptive PMLC models,
404–405APF, 437complexity/uncertainty domain v.,
336–337Extreme PMLC models, 457incremental, 26–27, 29Incremental PMLC models, 356–357,
359–360IRACIS, 26Linear PMLC models, 351MPx models, 53project classifi cation, 19project management defi nition,
27project’s purpose, 8–9requirements and, 28–31
butcher paper, 162, 169by-business-unit approach, installed
deliverables, 315
CCampbell Soup Co., 279cancellation
Adaptive PMLC models, 399
projects, Project Portfolio Management life cycle, 532
candidate risk driver template and assessment worksheet, 78, 80–81
Capability Maturity Model (CMM), 94, 508, 525, 589
Capability Maturity Model Integrated (CMMI), 508, 589. See also maturity
capacity constrained buffers, 369capital budget projects, 529career planning, PM/BA landscape,
706–707CareerAgent model, 694, 706Carlyle, Thomas, 689cash cows, 535–536cats, herd of, 215–216, 320cause-and-effect diagrams. See
fi shbone diagramsCCPM. See critical chain project
managementcelebrating success, 319–320central limit theorem, 364centralized EPSOs, 499–500ceremonial acceptance, 313certain events, 79. See also risksCFs (critical factors), 591–594, 596–597,
599–600, 603CHAOS report, 591, 596graphical depiction, 593project failure, 591
chair example, 185–186challenge, 72change
Adaptive PMLC models, 403APF, 411–412APM, 336“Change or die,” 35changing requirements and
specifi cation, 330, 501, 503, 707complexity/uncertainty domain v.,
335–336every change is signifi cant, 254Extreme PMLC models, 455–456
bindex.indd 734bindex.indd 734 9/7/2011 6:06:07 PM9/7/2011 6:06:07 PM
Wysocki bindex.indd V2 - 09/07/2011
Index n C–C 735
intolerance, 43, 152, 333, 390Linear PMLC models, 43, 348–349radical, milestone trend chart,
291–292change control process, 256–257CHAOS Report, 591, 596, 707chart of accounts (CoA), 178Check Results phase, CPIM, 603chefs/cooks analogy, 28, 33, 445, 449,
475, 494, 502, 588, 684, 689choice process, PMLC models, 56–60
departments affected, 58–59organizational environment, 59team skills/competencies, 59–60total cost, 57
Churchill, Winston, 149clarifi cation, COS process, 108clarity of purpose, 108–109clients
comfort zone, 332JPPS attendance, 161ownership, 332–333POS approval process, 146project notebook, 443Scoping Meeting, 111sign-off, 333
client acceptance, 313–314ATP, 312–314, 375ceremonial, 313formal, 313
Client Checkpoint, 429–433graphical depiction, 429PDQ case study, 433updated Scope Bank, 430–431
client expectationsbusiness process effectiveness, 605managing, 105–106wants v. needs, 37, 86, 106
client involvementAdaptive PMLC models, 405,
443–445APF, 410–411APM, 46, 392
complexity/uncertainty domain v., 331–333
Incremental PMLC models, 358, 360Iterative PMLC models, 386, 390–391,
397lack of user input, 330, 502, 593, 707Scrum, 439
client teams, 227Agile projects, 378closing projects, 311development teams v., 46, 50, 52,
237, 449qualifi ed co-project manager,
444–445selection criteria, 231xPM projects, 460
client-based escalation strategies, 307client-facing, 116, 122, 351, 358closing (Process Group), 311–320
APM PMLC models, 447–448approval for, 308celebrating success, 319–320client acceptance, 313–314defi ned, 67deliverables installed, 314–315discussion questions, 320fi nal project report, 319phase
Adaptive PMLC models, 402–403Extreme PMLC models, 475Iterative PMLC models, 388–389
post-implementation audit, 317–319processes, 67project documentation, 315–317steps, 312–313tools/templates/processes, 312TPM projects, 3, 311–320
closing projects, in agile portfolios, 580–581
closing vendor contracts, 98–99CMM. See Capability Maturity ModelCMMI. See Capability Maturity Model
Integrated
bindex.indd 735bindex.indd 735 9/7/2011 6:06:08 PM9/7/2011 6:06:08 PM
Wysocki bindex.indd V2 - 09/07/2011
736 Index n C–C
CoA (chart of accounts), 178Coad, Peter, 352code reuse, 396Collaborate phase, ASD, 406–407collaboration
Adaptive PMLC model, 405Agile manifesto, 379APF, 410APM approaches, 49, 331ASD, 406BA/PM professional, 709client and development team, 46co-located xPM team, 468confl ict resolution style, 248–249DSDM, 438INSPIRE, 468–469JPPS, 164multiple team project, 658project kick-off meeting, 238prototyping PMLC model, 392PSO, 492, 495–496requirements management, 97scoping efforts, 105SPeculate stage, 467
co-located teamsAdaptive PMLC models, 383APM, 46–48, 59, 329, 382–384, 388different time zones, 278INSPIRE, 469Iterative PMLC model, 383, 390–391Linear PMLC model, 347–348MPx, 329team war room, 253TPM, 59, 329, 388xPM, 329, 468
color-coded sticky notes, 155combative, confl ict resolution style,
248comfort zone, client, 332common cause variation, 363–364common sense, organized, 27, 65, 327,
436, 689
communications management (Knowledge Area)
complexity/uncertainty domain v., 330–331
defi ned, 74–75listening skills, 107, 189, 236multiple team projects, 661project failures, 74, 105, 108, 259, 330questions, 74–75stakeholders, 74–75, 264team communications, 258–264
effective channels, 260–262information content, 259–260information timing, 259with sponsor, 262–263
upward communications fi ltering, 263–264
completiondate, 7–8projects, Project Portfolio
Management life cycle, 532WBS, 172–176
complex activities, 7complex projects, 707–709. See also
professional development programdisciplines needed
BA, 707–708, 710BPM, 689, 707–708, 710IT, 689, 707–708, 710PM, 707–710
complexity/uncertainty domain, 323–338. See also project management landscape
adaptability, 328business value v., 336–337change v., 335–336client involvement v., 331–333communications v., 330–331discussion questions, 338Extreme PMLC models, 456fl exibility, 327–328multiple team projects, 679–680, 686
bindex.indd 736bindex.indd 736 9/7/2011 6:06:08 PM9/7/2011 6:06:08 PM
Wysocki bindex.indd V2 - 09/07/2011
Index n C–C 737
RBS, 326–327risk v., 328–329specifi cation v., 333–335team cohesiveness v., 329TPM approach, 40
compressing schedules. See schedule compression
concurrent component engineering, 408
concurrent swim lanes, 353, 387, 401, 408, 431, 602
Conditions of Satisfaction. See COS“Confl ict and Confl ict Management”
(Thomas), 249confl ict resolution, 235–236, 241,
374, 675avoidant, 248collaborative, 248–249combative, 248Core Team, 675resources, 249team operating rules, 248–249
connected activities, 7Connector fl owchart symbol,
120, 121consensus building, 249constraints, 205–209
best-practices, 206–207date, 209dependencies v., 205–209design, 128discretionary, 206interproject, 208logical, 207management, 207–208product, 128project, 11, 128technical, 206–207TOC, 362–363, 382unique requirements, 207
construction phase, RUP, 395consultants, JPPS, 160
consultative decision-making model, 245
Consulting and Mentoring service area, 485, 491–492
context diagrams, 122–123contingency, CCPM, 364–365contingency planning, risk response,
84continuous improvement
defi ned, 611–612level 5 maturity, 590–591outsourcing v., 119
Continuous Process Improvement Model. See CPIM
contract management, 92–96adversarial relationship, 88fi nal contract negotiation, 95–96
contract team members, 231–233, 266contractors, project kick-off meeting,
238contracts, 94–95control charts, 615controlling. See monitoring/
controllingconvention, 250convergers, 234–235, 242–243, 246–247Cooke, Ernest F., 279cooks. See chefs/cooks analogycoordinator, team meetings, 251co-project managers, 27, 46, 131, 411,
429, 444–445, 449core project teams, 227–230
JPPS attendance, 160–161members, 227–230
characteristics, 229–230selection criteria, 228–230
POS approval process, 145Project Scoping Meeting, 110Scoping Meeting, 111
Core Team (CT), 673–680. See also multiple team projects
characteristics, 673–676
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738 Index n C–C
defi ned, 673roles/responsibilities, 674–676strengths, 676–678structure, 674weaknesses, 678–679when to use, 679–680
core values, APF, 410–412COS (Conditions of Satisfaction),
107–110business outcomes, 109clarity of purpose, 108–109defi ned, 107graphical depiction, 108INSPIRE, 464milestone reviews, 109–110Root Cause Analysis, 336steps, 108–109Version Scope, 413–414
cost. See also earned value analysis; scope triangle
AC, 295–298, 638–639Cost Plus contracts, 94–95earned value analysis, 98estimating, 196–199Linear PMLC models, 349negative variances, 287–288PMLC model choice process, 57positive variances, 286–287prioritizing, 15reduced, success criteria, 139resource leveling, 271scope triangle variable, 12time and cost summary page, 220variance, 284
cost and benefi t analyses, POS, 143cost budgeting, 198cost buffers, 369cost control issues, 198–199cost management (Knowledge Area),
68cost performance index (CPI), 298–299,
557–562, 638–639
Couger, Daniel, 71, 71n1, 242–243, 246CPI. See cost performance indexCPIM (Continuous Process
Improvement Model), 584, 591, 598–623
Assessment and Analysis phase, 600–602
benefi ts, 604business processes, 119, 604–612, 623
To Be, 119, 604, 610, 623characteristics, 605–609improvement opportunities, 609improvement project, 611–612indicators of needed improvement,
609streamlining tools, 607–609
Check Results phase, 603discussion questions, 623fl owcharts, 615–617Foundation phase, 599–600graphical depiction, 598Improvement Initiatives phase,
602–603Iterative PMLC models, 397overview, 480PSO roles/responsibilities, 603tools/templates/processes, 612–622
CPS (Creative Problem Solving) model, 242–244
crashing the task, 185crashpoint, 186Crawford, J. Kent, 519Crawford-Mason, Clare, 583Creative Problem Solving and
Opportunity Finding (Couger), 242Creative Problem Solving (CPS)
model, 242–244creeps, 16–17. See also scope creep
effort, 17feature, 17–18hope, 17, 653
critical chain, 363
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Wysocki bindex.indd V2 - 09/07/2011
Index n C–D 739
Critical Chain (Goldratt), 372Critical Chain Project Management,
Second Edition (Leach), 362–363, 368–369, 372, 375, 556, 580
critical chain project management (CCPM), 362–373
buffers, 368–372defi ned, 368–369management reserve v., 258, 370managing, 370–372types, 369
critical path v., 363–367defi ned, 363planning steps, 366–368project network diagram, 366–367resource confl icts, 367–368scarce resources, 556, 580statistical validation, 364–366TOC, 362–363, 372TPM v., 364, 366track record, 372–373
critical factors. See CFscritical mission projects, 403, 445critical path, 212–214
APF, 423calculating, 213CCPM v., 363–368defi ned, 210near-critical path, 214, 277negative time variances, 287non–critical path tasks, 229, 271, 287,
306, 307, 308tasks, 210, 212, 214–216, 229, 271, 274,
277cross-project dependencies, 382CT. See Core Teamcumulative reports, 282Curly, 496–497current period reports, 281cut-over approach, installed
deliverables, 314Cycle Build, 426–428
functionality, 427graphical depiction, 427monitor/adjust, 428
Cycle Plan, 420–426graphical depiction, 421micro-level schedule, 423–426micro-level WBS, 421–426work packages, 426
cycle schedule, resource-loaded, 424–425
cycle timeboxesAdaptive Cycle Plan, 407APM projects, 58, 401Version Scope, 418, 419–420
cyclesAdaptive PMLC models, 55cycle-time reduction, 607Version Scope
functions assigned, 420number of, 419–420objective statements for, 420
Ddaily status meeting, 251–252, 302,
305, 425D’Angelo, Anthony J., 583date constraints, 209decentralized EPSOs, 499–500decision action plan phase, 246–247decision evaluation phase, 246–247Decision fl owchart symbol, 120–121decision making. See also problem
solvinggo/no-go, 12, 466, 469–470LSI, 233, 245–246model selection, 245phases, 246–247team operating rules, 244–247
defi ning part, Version Scope, 412defi nitive cost estimate, 198Delay fl owchart symbol, 120–121deliverables
bindex.indd 739bindex.indd 739 9/7/2011 6:06:08 PM9/7/2011 6:06:08 PM
Wysocki bindex.indd V2 - 09/07/2011
740 Index n D–D
completed activity, 173installed, closing project, 314–315JPPS, 163–164Linear PMLC models, 349Scoping Meeting, 112Version Scope, 413–415
Delphi technique, 189–191DeLuca, Jeff, 352departmental approach, 180departments affected, PMLC model
choice process, 58–60dependencies. See also constraints
constraints v., 205–209cross-project, 382defi ned, 204FF, 204–206, 268FS, 204–208, 215–217, 223, 268, 270,
290, 307relationships, 204SF, 204–205, 216SS, 204–209, 215–217, 223,
268, 307types, 204–205
description reports, work package, 275–276
design constraints, 128design-build-test-implement
approach, 177, 179detailed plans, Linear PMLC models,
349–350detailed statement of work, 11, 94–95,
220, 277development, PSO, 495–497development teams
Adaptive PMLC models, 405Agile approaches, 378APF, 383, 410client teams v., 46, 50, 52, 237, 449closing projects, 311distributed across several time
zones, 348Get Client Feedback, 393
Incremental PMLC models, 360Iterative PMLC model, 49launching phase, 643Scrum, 439well-understood technology
infrastructure, 41xPM projects, 460
deviations, standard, 290–293diagramming conventions, project
network, 204Direction of Flow fl owchart symbol,
120–121directive decision-making model, 244Director, PM/BA, 693, 700–401discretionary constraints, 206discussion questions. See also PDQ
case studyAPM, 449–451closing Process Group, 320complexity/uncertainty domain, 338CPIM, 623distressed projects, 656launching Process Group, 278monitoring/controlling Process
Group, 309multiple team projects, 658, 663, 687planning Process Group, 222–224Process Groups, 101professional development plan, 710project management, 60–61project portfolio management
process, 581–582PSOs, 525scoping Process Group, 147TPM, 376xPM, 475–477
distressed projects, 627–656characteristics, 628defi ned, 628discussion questions, 656dynamic risk management process,
635
bindex.indd 740bindex.indd 740 9/7/2011 6:06:08 PM9/7/2011 6:06:08 PM
Wysocki bindex.indd V2 - 09/07/2011
Index n D–E 741
EVA, 638–639ignored in literature, 625intervention management strategies,
639–651analyze current situation,
640–645, 654–655evaluate options, 640, 649–650, 655generate revised plan, 640,
650–651, 655revise desired goal, 640, 645–648,
655intervention process template,
651–653managing, 632–651milestone trend charts, 637–638overview, 626prevention management strategies,
632–639PSO roles/responsibilities, 653–655reasons for failure, 629–632requirements gathering, 633–634scope change management process,
635–636tools/templates/processes for
prevention, 633–639WBS construction, 634–635
divergers, 234–235, 242–243, 246–247Dobens, Lloyd, 583Document fl owchart symbol, 120–121documentation
change control process, 256–257Incremental PMLC models, 358–359project, 315–317requirements, 18, 112, 125, 130, 340,
342, 629, 633documented processes levels (levels
2-3), 589–590Doran, George T., 137, 137n1downsizing, 228drum buffers, 369DSDM: Dynamic Systems Development
Method (Stapleton), 438
DSDM (Dynamic Systems Development Method), 438–440
Adaptive PMLC model, 57, 379, 391, 399, 400, 406, 440
client involvement, 400, 405graphical depiction, 439–440software development projects,
48, 406duplication elimination, 607DuPont, 149dynamic planning, 152dynamic RBS, 113dynamic risk assessment, 82–84dynamic risk management process,
distressed projects, 635Dynamic Systems Development
Method. See DSDMDynamics of Confl ict Resolution: A
Practitioner’s Guide (Mayer), 249
Eearliest start–latest fi nish (ES–LF)
window, 266, 268–270, 306early schedule, 210–213,
366–367earned value (EV), 295–298,
638–639earned value analysis (EVA), 293–301
AC, 295–298, 638–639ACWP, 296, 639BCWP, 296, 639BCWS, 296, 639cost, 98defi ned, 293distressed projects, 638–639drawback, 293EV, 295–298, 638–639milestone trend charts integration
with, 298–301, 639monitoring/controlling (Process
Group), 68PV, 295–298, 638–639
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742 Index n E–E
S curve, 294schedule, 98simple metric, 173, 274sponsors, 263terminology, 296variances, 287, 294–295
Effective Software Project Management (Wysocki), 118, 298
effectiveness, business process, 606effort creep, 17EII. See Enterprise Information
Insights, Inc.eiicorp.com, 513–514, 516, 709elaboration phase, RUP, 395Emertxe Project Management. See
MPxEnglund, Randall L., 383n1. See also
Graham-Englund Selection ModelEnterprise Information Insights, Inc.
(EII), 23, 63, 279, 323, 339, 377, 514, 583
Enterprise PSOs (EPSOs), 499–500, 516entrepreneurial risk, 76EPSOs (Enterprise PSOs), 499–500, 516equipment
JPPS, 162project kick-off meeting, 238as resource, 193
error proofi ng, 607–608escalation strategy. See problem
escalation strategyES-LF (earliest start–latest fi nish)
window, 266, 268–270, 306ESTABLISH portfolio strategy
Agile Project Portfolio life cycle, 573, 575
BCG Products/Services Matrix, 533, 535–536
Growth versus Survival Model, 533, 538
Project Distribution Matrix, 533, 536–538
Project Investment Categories Model, 533, 538–539
Project Portfolio Management life cycle, 531, 532–539
Strategic Alignment Model, 533–535estimating, 183–199. See also task
durationbudget, 197–198cost, 196–199cost budgeting v., 198order of magnitude, 142, 197, 198, 223resource requirements, 192–195task duration, 184–185, 188–191
estimation life-cycles, 191–192EV. See earned valueEVA. See earned value analysisevaluate options, distressed projects,
640, 649–650, 655EVALUATE project alignment
Agile Project Portfolio life cycle, 573, 575
Project Portfolio Management life cycle, 531, 539–540
evaluation of outcome/process, decision-making process, 246–247
every change is signifi cant, 254Evolutionary Development Waterfall,
48, 57, 131exception reports, 282executing process group, 64–65. See
also launchingexecutive summary, project proposal,
219Executive’s Guide to Project Management:
Organizational Process and Practices for Supporting Complex Projects (Wysocki), 521n2, 709
expectations gap, 105. See also client expectations
experience acquisition, 691, 702–703, 710. See also professional development program
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Index n E–F 743
expert advice, task duration estimation method, 189
external risks, 78Extreme PMLC models, 38, 454–470,
502. See also MPx; xPMAgile projects v., 459–460brainstorming, 456business value, 457change, 455–456characteristics, 455–456closing phase, 475closing project, 475defi ned, 454–455discussion questions, 475–477graphical depiction, 52, 55, 454INSPIRE, 457–470
APM models v., 457–458graphical depiction, 458Incubate, 467–469INitiate, 459–463REview, 469–470SPeculate, 463–467
launching next phase, 474monitoring/controlling next phase,
474planning next phase, 473–474PMLC models comparison, 55–56scoping next phase, 472–473strengths, 456uncertainty, 456weaknesses, 457when to use, 129
Extreme Project Management. See xPM
Ffacilitated group sessions, 117–118facilitators
JPPS attendance, 160RBS, 117, 131Scoping Meeting, 111
facilities
JPPS, 162project kick-off meeting, 238as resources, 193
failures. See project failuresFDD (feature-driven development)
Linear PMLC models, 351, 352–355
feasibility studies, POS, 142–143feature creep, 17–18feature level, RBS, 115feature-driven development (FDD)
Linear PMLC models, 351–355feedback, job design, 74feedback loop, Linear PMLC model,
342feeding buffers, 369Felsing, John M., 352FF (fi nish-to-fi nish) dependencies, 204,
205, 206, 268FFP (Firm Fixed Price) contracts, 94fi ercely independent team cultures,
660The Fifty Discipline (Senge), 362fi nal contract negotiation, 95–96fi nal project report, 319fi nancial analyses, POS, 142–143fi nish-to-fi nish. See FFfi nish-to-start. See FSFirm Fixed Price (FFP) contracts, 94fi shbone diagrams, 612–6155-Phase Project Management: A Practical
Planning and Implementation Guide (Weiss & Wysocki), 172
fi xed price contracts, 94fi xed resources, 8fl exibility, complexity/uncertainty
domain, 327–328fl ip charts, 155, 162, 169–170, 201,
238, 645fl oat (slack time), 209–210, 213–214, 287.
See also slackfl owcharts
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744 Index n F–G
business process diagrams, 120–121, 124
CPIM, 615–617symbols, 120–121
force fi eld analysis, 620–622, 652Forced Ranking model
PRIORITIZE projects, 541–542Project Distribution Matrix and, 547,
550–552scope triangle prioritization, 416SELECT balanced portfolio, 550–552SPeculate stage, 465vendor selection, 90–91
formal acceptance, 313format, project proposals, 221Foundation phase, CPIM, 599–600four quadrants, 34, 100, 321–322. See
also Adaptive Project Framework; MPx; project management landscape; TPM; xPM
Fowler, Martin, 35n2, 323, 379, 379n1, 380
framing PSO objectives, 489–490free slack, 150, 213–214, 268, 367FS (fi nish-to-start) dependencies,
204–208, 215–217, 223, 268, 270, 290, 307
FTE (full-time equivalent), 579, 681full-time equivalent (FTE), 579, 681function level, RBS, 114functional decomposition, noun-type
approach, 178functional managers
JPPS attendance, 161POS approval process, 146
functional PSOs, 499functional requirements, 128functional specifi cation, 11, 340, 434,
465, 707. See also requirements documentation; scope
future PSOs, 521–524
GGantt charts, 288–289
defi ned, 178detailed statement of work, 220project management, 35, 340project network diagram v., 200–201
gap, maturity, 600generate revised plan, distressed
projects, 640, 650–651, 655geographic approach, 180global requirements, 128goals
POS project goal, 136–137project management landscape,
34–39projects, 7
The Goal (Goldratt), 362Goldratt, Eliyahu M., 362, 372go/no-go decision, 12, 466, 469–470good news syndrome, 263–264Graham, Robert J., 383n1Graham-Englund Selection Model
agile version, 578–580available staff capacity based on
skills, 538balanced portfolio selection, 547, 643defi ned, 383functional-level projects, 539PSO, 505SELECT balanced portfolio,
552–556graphical reporting tools, 288–301. See
also Gantt chartsgrassroots approach. See bottom-up
approachGreen, Estill I., 453, 469“green fi eld” approach, 610Greenwalt, Crawford, 149growth projects, 538Growth versus Survival Model,
533, 538
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Index n G–I 745
Guide to Business Analysis Body of Knowledge (IIBA), 28
Guide to Project Management Body of Knowledge. See PMBOK Guide
HHammerskjöld, Dag, 311happy path, 126Hardaker, Maurice, 584Harris Semiconductor, 372Harvard Business Review, 530, 584herd of cats, 215–216, 320Hersey, Paul, 225, 657Herzberg, Frederick, 71, 71n1high change, xPM, 455–456high speed, xPM, 455Highsmith, Jim, 35n2, 323–324, 379,
379n1, 380, 406histograms, 189–190, 617–619historical data, task duration
estimation method, 188–189Hobbs, Brian, 485, 485n1Honeywell Defense Avionics
Systems, 372hope creep, 17, 653house, WBS for, 181–182“How to Make a Team Work”
(Hardaker & Ward), 584How well did you do?, 25–27, 67, 444,
507, 690, 693How will you do it?, 25–26, 65, 444,
690, 692How will you know you did it?, 25–26,
64, 66, 104–105, 444, 690, 692HRMS (Human Resource
Management System)agile project portfolios, 383MPx, 54PSO staffi ng and development,
495, 497
hub-and-spokeBP4SO, 522–523PSOs, 499
human resource management (Knowledge Area), 69–74
defi ned, 69–71hygiene factors, 70–71motivators, 70–74
Human Resource Management System. See HRMS
hygiene factors. See also motivatorsdefi ned, 70list, 71
IID number, risk log, 85ideal project team, 227ideas to action, decision-making
process, 246–247IIBA (International Institute of
Business Analysis). See also PMBOKBusiness Analysis Body of Knowledge
Guide, 28PM/BA professional, 590requirements defi nition, 28–31,
113, 127imbalanced project teams, 235implementing
APF, 437APM, 380–381PSOs, 483–484, 519–521
improved service, success criteria, 139Improvement Initiatives phase, CPIM,
602–603improvement programs. See CPIMin trouble, project status, 556–557inception phase, RUP, 394incomplete requirements and
specifi cation, 330, 501, 503, 707increased revenue, success criteria, 139incremental business value, 26–27, 29
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746 Index n I–I
Incremental PMLC modelsbusiness value, 356–357, 359–360characteristics, 356defi ned, 356graphical depiction, 44, 355Iterative approach v., 48Linear approach v., 43–44non-value-added work, 359, 404PMLC models comparison, 55–56strengths, 356–358tools/templates/processes, 361–362weaknesses, 358–361when to use, 129, 361
Incubate, 467–469independent team cultures, 660independent work assignments, 172,
174, 269informal level, 589information technology (IT)
BP4SO, 522CareerAgent model, 694, 706complex project managers, 689,
707–708, 710investment plan, 527project failures, 629scarcity of professionals, 484
inherited projects, 133inherited team members, 227INitiate, 459–463initiating, 64, 121, 483. See also scopingInspection fl owchart symbol, 120–121INSPIRE Extreme PMLC model,
457–470APM models v., 457–458COS, 464graphical depiction, 458Incubate, 467–469INitiate, 459–463PDQ case study, 464POS, 460–462REview, 469–470scope triangle, 463SPeculate, 463–467
integrated into business processes (level 4), 590
integrated project plan/schedule, multi-team projects, 662–663
integration management (Knowledge Area)
defi ned, 67Zone Map, 594–595
Integrative Swim Lanesdefi ned, 431Probative Swim Lanes v., 431–432
International Benchmark Council, 151International Institute of Business
Analysis. See IIBAinterproject constraints, 208intervention management strategies,
distressed projects, 639–651analyze current situation, 640–645,
654–655evaluate options, 640, 649–650, 655generate revised plan, 640, 650–651,
655revise desired goal, 640, 645–648, 655
intervention process template, 651–653
interviews, RBS method, 117Inventory Management subsystem, 61,
224, 376, 449, 570, 571IRACIS, 26Iron Triangle, 10–11, 13. See also scope
triangleIshikawa diagrams. See fi shbone
diagramsIsraeli Aircraft Industry, 372Issues Log, 302IT. See information technologyiteration timeboxes, 398iterations, Iterative PMLC models, 55,
384, 385iterative development, of WBS, 171Iterative PMLC models, 46–49,
384–398. See also prototyping PMLC model; RUP
Adaptive PMLC models v., 378–379, 400
characteristics, 389client involvement, 386, 390–391, 397
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Index n I–L 747
closing phase, 388–389co-located teams, 383, 390–391CPIM, 397defi ned, 384–389graphical depiction, 48, 384Incremental approach v., 48launching phase, 388monitoring/controlling phase, 388non-value-added work, 388planning phase, 386–387PMLC models comparison, 55–56process group level view, 384RUP, 379, 391, 396scope change requests, 385–386scoping phase, 386software development projects, 48,
391solution clarity, 389, 391, 397–398strengths, 389–390types, 391–397weaknesses, 390–391when to use, 129, 397–398
JJAD (Joint Applications Design),
158, 707Java Modeling in Color with UML
(Coad, et al), 352job design, 73–74Joint Applications Design (JAD),
158, 707Joint Project Planning Sessions.
See JPPSJoint Requirements Planning (JRP),
158JPPS (Joint Project Planning Sessions)
agenda, 162–163attendees, 159–162conducting, 164consultants, 160core team, 228defi ned, 157–158deliverables, 163–164facilities, 162
PDS, 240planning, 158–164POS, 159purpose, 158RSVPs, 162WBS v., 163, 168
JRP (Joint Requirements Planning), 158
just-in-time planning, 2, 51, 56, 338, 400, 403–404, 409, 412
KKepner, Charles H., 336kick-off meetings. See project kick-off
meetingsKnowledge Areas, 67–99. See also
communications management; cost management; human resource management; integration management; procurement management; quality management; risk management; scope management; time management
PMBOK, 1Process Groups-Knowledge Areas
mapping, 99–101process/practice maturity level plot,
595–596Zone Map, 594–595
known resource, 196Kolb, David, 233. See also Learning
Styles Inventory
Llack of executive support, 330, 501, 503,
707lack of resources, 330, 501, 504, 593,
660, 708lack of user input, 330, 502, 593, 707.
See also client involvementlag variables, 209–210landscape. See PM/BA; project
management landscapeLao-Tzu, 225
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748 Index n L–L
large projects, WBS for, 171Larry/Curly, 496–497late schedules, 210, 212, 214, 367, 368launching (Process Group), 225–278.
See also development teamsAPM PMLC models, 446–447brainstorming, 374defi ned, 65–66development teams, 643discussion questions, 278executing, 64, 65phase
Adaptive PMLC models, 401Extreme PMLC models, 474Iterative PMLC models, 388
processes, 66project team recruitment, 227–236tools/templates/processes, 226TPM projects, 225–278
LCD projector, 162, 169, 238Leach, Lawrence P., 362–363, 368–369,
372, 375, 556, 580. See also critical chain project management
Learn phase, ASD, 406–407learning styles, 233–235, 242–243,
245, 247accommodators, 234–236, 238, 242,
244, 246–247assimilators, 234, 242–243, 246–247convergers, 234–235, 242–243,
246–247divergers, 234–235, 242–243, 246–247
Learning Styles Inventory (LSI), 245–247
decision making v., 245–246Kolb, 233rational decision making model v.,
246–247Lefebvre, Eric, 352left-to-right format, 122lessons learned
Linear PMLC models, 344
MANAGE active projects, 564leveling resources. See resource
levelinglevels. See maturityLinear PMLC models. See also
planningbusiness value, 351change, 43, 348–349characteristics, 342–347co-located teams, 347–348cost, 349defi ned, 341–342detailed plans, 349–350feature-driven development, 351,
352–355graphical depiction, 42, 341Incremental approach v., 43–44non-value-added work, 341, 350, 404planning, 152PMLC models comparison, 55–56rapid, 351–355repetitive activities, 343–346risk history, 345–346scope change requests, 43–44, 342–
343software development projects, 340strengths, 347–351task duration history, 344–345templates, 343–344, 346–347tools/templates/processes, 354–355variations, 351–354weakness, 42–43when to use, 129, 351
listening skills, 107, 189, 236logic diagram, 200. See also project
network diagramlogical constraints, 207Logistics subsystem, 61, 224, 376
complexity, 464INSPIRE, 476management reserve, 636, 656portfolio approach, 571
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Index n L–M 749
Longfellow, Henry Wadsworth, 311LSI. See Learning Styles InventoryLucent Technologies, 372
MMachiavelli, Niccolò, 481“man on moon” statement, 34, 53, 459MANAGE active projects
Agile Project Portfolio life cycle, 573, 580–581
business value, 563CPI, 557–562lessons learned, 564Project Portfolio Management life
cycle, 531, 556–564SPI, 557–563
management. See also Adaptive Project Framework; project management
APF v., 409micro-, 73, 174, 274, 421, 422,
424, 662management constraints, 207–208management reserve
buffers v., 258, 370defi ned, 218, 257leveled resource schedule, 267Linear PLMC model, 44PDQ case study, 636, 656project network schedule,
217–218Scope Bank v., 258scope change requests, 343,
357, 632Managing the Project Team: The Human
Aspects of Project Management, Volume 3 (Verma), 241
market stability, 32, 58marking pens, 155, 162Markowitz, Henry, 531masked behavior, 236Mastering the Requirements Process
(Robertson & Robertson), 116
materialsmaterials and time contracts, 94as resource, 193
maturity. See also PQM; Zone MapCapability Maturity Model, 94, 508,
525, 589Capability Maturity Model
Integrated, 508, 589gap, 600Knowledge Areas process/practice
maturity level plot, 595–596Level 1, 482, 494, 508, 516, 589, 686Level 2, 482, 508, 511, 519, 589, 686Level 3, 94, 450, 483, 508–509, 511,
517–520, 589–590, 592, 612, 685–686Level 4, 483, 490, 508–509, 511, 517,
519–520, 590, 612Level 5, 508–509, 511, 516–517, 519,
590–591, 603–604, 693PMMA, 516, 592, 595, 597project management processes/
practiceslevels, 589–591measuring, 591–598
PSO, 508–509, 518–519Mayer, Bernard S., 249measurable
S.M.A.R.T. characteristic, 137WBS completion, 172–173
Methods and Standards service area, 485, 492–493
micro-level planning, 272–273, 409micro-level schedule, 423–426micro-level WBS, 272–273, 421–426micro-management, 73, 174, 274,
421–422, 424, 662Miglione, R. Henry, 527milestone trend charts, 290–293
CPIM, 619distressed projects, 637–638EVA integration with, 298–301, 639run charts, 619
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750 Index n M–M
milestonesCOS milestone reviews, 109–110defi ned, 290
minutesstatus meeting, 304team meeting, 251
mission statementsCPIM, 599PSO, 489, 516
mitigate, risk response, 85Moe, 496–497money, as resource, 193. See also scarce
resourcesmonitoring/controlling (Process
Group), 279–309APM PMLC models, 447defi ned, 66–67discussion questions, 309earned value analysis, 68phase
Adaptive PMLC models, 401–402Extreme PMLC models, 474Iterative PMLC models, 388
processes, 66progress reporting system,
281–286frequency for reporting, 286what to report, 285–286
project status reports, 281–286cumulative, 282current period reports, 281exception, 282stoplight, 282–283, 290variance, 283–284WBS as project-status-reporting
tool, 168tools/templates/processes, 280–281TPM projects, 3, 279–309
Morris, William C., 246MoSCoW, 417, 465, 543, 648most-likely time, three-point
technique, 191motivators, 70–74
defi ned, 70
hygiene factors v., 70–71list, 72
mountain bike example, 178Movement fl owchart symbol, 120–121MPx (Emertxe Project Management).
See also xPMbusiness value, 53characteristics, 54–55client’s comfort zone, 332co-located teams, 329defi ned, 322, 471graphical depiction, 52, 55, 454nonsense category, 54, 322percent of projects, 47, 154R & D projects, 50–51, 53–54, 129, 322,
329, 453, 455, 471, 536RFID technology, 54, 322risk, 328–329team cohesiveness, 329when to use, 471–472xPM v., 55
Multiple Awards scenario, 93–94multiple team (multi-team) projects,
657–687associate manager, 665best-fi t project structure, 686–687classifying, 665–667complexity/uncertainty, 679–680, 686criticality, 686CT approach, 673–680
characteristics, 673–676defi ned, 673strengths, 676–678structure, 674weaknesses, 678–679when to use, 679–680
defi ned, 657–658discussion questions, 658, 663, 687ignored in literature, 625, 686integrated project plan/schedule,
662–663life cycle, 661–662management challenges, 659–665
communication, 661
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Index n M–N 751
competing priorities, 661different team processes, 661fi ercely independent team cultures,
660teams from different companies, 660
multiple teams situation, 665–667overview, 626PDQ case study, 687POs, 667–673
characteristics, 668–670defi ned, 667PMOs v., 667PSOs v., 488strengths, 670–671structure, 668weaknesses, 671–672when to use, 672–673
project management structure, 661reporting levels, 664requirements gathering
approach, 663resource sharing, 664scope change management process,
663size, 686ST approach, 680–686
characteristics, 681–683defi ned, 680strengths, 684structure, 681weaknesses, 685when to use, 685–686
staffi ng, 665team meeting structure, 663team operating rules, 241two-team situation, 665–666types, 665
Must-do, Should-do, Postpone, 541, 543
Nnaming PSOs, 484–485, 487–488near-critical path, 214, 277needs, wants v., 37, 86, 106
negative variances, 287–288
network diagrams. See project network diagram
network schedule. See project network schedule
new project proposal submission, project portfolio management process, 570–571
new technology, 330, 501, 504–505, 593, 644, 708
The New Rational Manager (Kepner & Tregoe), 336
nine Knowledge Areas. See Knowledge Areas
No Award scenario, 93no earlier than, 209no later than, 209non–critical path tasks, 229, 271, 287,
306–308non-functional requirements, 128nonsense category, 54, 322.
See also MPxnon-value-added work
Adaptive PMLC model, 403–404, 409
Agile projects, 384APF, 412, 423–424APM models, 326, 400, 655business processes, 609defi ned, 325Incremental PMLC model,
359, 404Iterative PMLC model, 388Linear PMLC model, 341, 350, 404organized common sense, 27PSO project support services, 491specifi cation certainty, 334written communications, 331xPM, 655
norming, 277–278notebook. See project notebooknoun-type approaches, to building
WBS, 176–178
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752 Index n O–P
Oobjectives
approach, 179project proposal, 220unclear, 330, 501, 504, 593, 708
observation, RBS method, 117obstacles section, POS, 140–141off plan, project status, 556, 557off-the-job training, 691, 702, 704, 710.
See also professional development program
on plan, project status, 556–557on this date, 209“one size does not fi t all,” 33, 36“one size fi ts all” approach, 18–19, 27,
33, 36, 327, 409one-page POS, 141on-the-job training, 691, 702, 704, 710.
See also professional development program
Operation fl owchart symbol, 120–121
opportunity/problem part, POS, 134–135
optimistic time, three-point technique, 190
Oral Roberts University, 527Order Entry subsystem, 126–127
business process, 120commercial off the shelf product, 570early-warning SPI tracking metric,
656As Is/To Be business processes, 623PDQ, 61, 126–127PMLC model, 61, 376portfolio approach, 571Prototyping PMLC model, 394requirements, 636WBS, 224
order of magnitude estimate, 142, 197, 198, 223
Order Submit, 61, 224, 376, 571
organizational approaches, to building WBS, 177, 179–180
Organizational Behavior in Action: Skill Building Experiences (Morris & Sashkin), 246
organizational environment, PMLC model choice process, 59
organizational placements, PSOs, 499–501
organizational risks, 78organizational structures, PSOs,
497–499organizational velocity, 356, 380organized common sense, 27, 65, 327,
436, 689outcome, risk log, 85outside consultants, 160, 433, 636, 644outside contractors, 231, 233, 264, 644outside the box, 242–243, 250, 451outsourcing, 119, 227, 231, 348, 373, 605over budget/ behind schedule project,
300overview of approach, project
proposal, 220ownership, by client, 332–333
Ppain curves, 151–152, 159, 634Paired Comparisons model, 91, 465
APF, 416–417PRIORITIZE projects, 541, 544–545
Palmer, Stephen R., 352parallel approach, installed
deliverables, 314Pareto analysis, 617–619Parkinson’s Law, 218, 258participative decision-making model,
244–245partitionable tasks, 187, 216Paterno, Joe, 225PDM (precedence diagramming
method), 202–204
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Index n P–P 753
PDP. See professional development program
PDQ (Pizza Delivered Quickly) case study
APF project, 433, 464To Be business process, 623Client Checkpoint problems, 433contract team members, 233daily status meetings, 264INSPIRE, 464Inventory Management, 61, 224, 376,
449, 570, 571As Is business process, 623Logistics, 61, 224, 376
complexity, 464INSPIRE, 476management reserve, 636, 656portfolio approach, 571
management reserve, 636, 656multiple team projects, 687Order Entry, 126–127
commercial off the shelf product, 570
early-warning SPI tracking metric, 656
As Is/To Be business processes, 623PMLC model, 61, 376portfolio approach, 571Prototyping PMLC model, 394requirements, 636WBS, 224
order entry, 61, 126–127Order Submit, 61, 224, 376, 571Pizza Factory Locator, 61, 224, 376,
571PMLC model choices, 61POS, 476project portfolio management
process, 570–571prototyping, 394RBS, 449, 451reporting requirements, 309
Routing, 61, 224, 376, 570–571SPI tracking metric, 656subsystems
Agile model, 449PMLC models, 61, 376WBS build, 224
use case, 126–127PDS (Project Defi nition Statement)
JPPS, 240POS v., 140, 159, 239–240project kick-off meeting working
session agenda, 239–240penetration, buffer, 370–372people, as resources, 193–194. See also
scarce resourcespermanent program offi ces, 9,
484–485. See also PSOsPERT (Project Evaluation and Review
Technique), 154, 422pessimistic time, three-point
technique, 190Phaedrus, 5phased approach, installed
deliverables, 314phases
Agile Project Portfolio life cycle, 573, 575
APF, 412ASD, 406–408CPIM, 598decision-making process,
246–247Extreme models, 555-Phase Project Management:
A Practical Planning and Implementation Guide (Weiss & Wysocki), 172
Project Portfolio Management life cycle, 530–531
RUP, 394–395physical decomposition, noun-type
approach, 178
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754 Index n P–P
Pizza Delivered Quickly. See PDQ case study
Pizza Factory Locator subsystem, 61, 224, 376, 571
plan-driven TPM projects, 42, 325, 327, 330–331, 335
planned value (PV), 295–298, 638–639
planning (Process Group), 149–224. See also JPPS; WBS
APM PMLC models, 446approaches, 2benefi ts, 153defi ned, 65discussion questions, 222–224dynamic, 152importance, 152–153just-in-time, 2, 51, 56, 338, 400, 403,
404, 409, 412phase
Adaptive PMLC models, 400–401
Extreme PMLC models, 473–474Iterative PMLC models, 386–387
processes, 65PSOs, 509–519software packages, 153–154time, 156–157tools/templates/processes, 151–152,
154–156TPM projects, 149–224Version Scope, 412
Planning MeetingProject, 112, 113Sprint, 441
planning tool, WBS, 167–168PM. See project managementPM/BA (Project Manager/Business
Analyst). See also professional development program
landscape, 694, 701–702career planning, 706–707graphical depiction, 694higher level position, 705–706
for professional development, 701–702
short-term professional goal, 703short-term professional goal, higher
level, 705position family, 693–701
Associate Manager, 693, 698–699Director, 693, 700–401graphical depiction, 695IIBA, 590Program Manager, 693, 700Senior Manager, 693, 699Task Manager, 693, 697–698Team Member, 693, 696–697
work in progress, 709PMBOK (Project Management Book of
Knowledge) Guide, 24n1. See also Knowledge Areas; Process Groups
Knowledge Areas, 1Process Groups, 2, 63–64team operating rules, 241
PMCA (Project Management Competency Assessment), 514–516
PMI (Project Management Institute), 2joining, 692project management defi nition,
24–25PMLC (project management life
cycle) models, 33–60. See also Adaptive PMLC models; Adaptive Project Framework; best-fi t PMLC model; Extreme PMLC models; Incremental PMLC models; Iterative PMLC models; Linear PMLC models; prototyping PMLC model
APF integration, 436–437APPM integration, 574–576choice process, 56–60
WBS, 171comparison, 55–56defi ned, 33, 38differences, 56
bindex.indd 754bindex.indd 754 9/7/2011 6:06:11 PM9/7/2011 6:06:11 PM
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Index n P–P 755
Knowledge Areas, 67PDQ case study, 61Process Groups v., 2, 63, 321, 373–375RBS, 129–132recap, 55–56similarities, 56specifi cation certainty, 333–335types, 38, 502
PMMA (Project Management Maturity Assessment), 516, 592, 595, 597
PMOs (Project Management Offi ces). See also project offi ces; PSOs
POs v., 667PSOs v., 479, 483–484, 488
point estimate, 365Polaris Missile Program, 202portfolios. See agile project portfolios;
project portfolios; project portfolio management process
portfolio managers, 533, 564–566portfolio of services
Consulting and Mentoring service area, 485, 491–492
Methods and Standards service area, 485, 492–493
Project Managers service area, 486, 487, 495–496
Project Support service area, 485, 490–491
Software Tools service area, 486, 493–494
Training service area, 486, 494–495POs. See project offi cesPOS (Project Overview Statement),
132–147approval process, 144–147, 221assumptions, risks, obstacles section,
140–141attachments, 141–143briefi ng tool, 133component parts, 133–134defi ned, 107–108fi nancial analyses, 142–143
graphical depiction, 134inherited projects, 133INSPIRE, 460–462JPPS, 159one-page, 141PDQ case study, 476PDS v., 140, 159, 239–240problem/opportunity part, 134–135project goal, 136–137project objectives, 137–138project portfolio management
process, 566–569PSO, 510–512purpose, 132–133revised, 566–569risk analysis, 142Scoping Meeting, 110, 112S.M.A.R.T. characteristics, 137submitting, 144–147success criteria, 138–140Version Scope, 414, 418–419
positive variances, 286–287post-implementation audit, 317–319
agile portfolio, 580closing Process Group, 21, 27, 67improvement, 584, 591Post-Version Review v., 435
Post-It Note product, 51, 54, 123. See also sticky notes
postponed projects, 532Post-Version Review, 433–435
graphical depiction, 434questions, 433–435Version Scope v., 433
PQM (Process Quality Matrix), 591–593, 599–600
completed, 593fi nalize, 597graphical depiction, 592–593initial, 596–597validate, 597Zone Map and, 592
A Practical Guide to Feature-Driven Development (Palmer & Felsing), 352
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756 Index n P–P
precedence diagramming method (PDM), 202–204
predecessor tasks, 203–204, 210–212, 215
prevention management strategies, distressed projects, 632–639
primary actor, 126prioritization approaches, scope
triangle, 14–15, 415–417MoSCoW, 417, 465, 543, 648
PRIORITIZE projectsAgile Project Portfolio life cycle,
573, 575Forced Ranking, 541–542Must-do, Should-do, Postpone,
541, 543Paired Comparisons Model, 541,
544–545Project Portfolio Management life
cycle, 531, 540–546Q-Sort model, 541, 542–543Risk/Benefi t Matrix, 545–546weighted criteria, 541, 543–544
prioritized projects, 532proactive PSOs, 498Probative Swim Lanes
defi ned, 48, 431Integrative Swim Lanes v., 431–432
problem escalation strategy, 306–308hierarchy, 307–308monitoring/controlling Process
Group, 375scope triangle, 15–16
problem management meetings, 305problem resolution
CT member, 674–675meetings, 252scope triangle, 15–16
problem solving. See also decision making
LSI, 233, 245–246team operating rules, 242–244
problem/opportunity part, POS, 134–135
Process Control System, 340processes. See also business processes;
tools/templates/processesclosing Process Group, 67launching Process Group, 66maturity
levels, 589–591measuring, 591–598
monitoring/controlling Process Group, 66
planning Process Group, 65practice, 586–588process, 584–586scoping Process Group, 64six questions, 25, 27, 60, 64, 444, 690
Process Groups, 63–101. See also closing; launching; monitoring/controlling; planning; scoping
discussion questions, 101Knowledge Areas-Process Groups
mapping, 99–101misconceptions, 2, 63PMBOK Guide, 2, 63–64PMLC models v., 2, 63, 321, 373–375project management methodologies
v., 2, 63, 100process managers, POS approval
process, 146process owners, 161–162process quality, 12Process Quality Matrix. See PQMprocess steps. See activitiesprocurement, 86procurement management
(Knowledge Area), 85–99defi ned, 85–86phases, 86vendor contracting, 92–96vendor evaluation, 89–92vendor management, 96–99vendor selection, 92vendor solicitation, 86–89
Product Backlog, 440–441product constraints, 128
bindex.indd 756bindex.indd 756 9/7/2011 6:06:11 PM9/7/2011 6:06:11 PM
Wysocki bindex.indd V2 - 09/07/2011
Index n P–P 757
Product Owner, 131, 405, 439–443
product quality, 11production prototyping, 47–48,
384–385, 391, 397, 409, 435, 634professional activities, 692, 702,
704, 710professional development program
(PDP), 689–710. See also PM/BAcomplex projects, 707–709
disciplines needed, 707–708project failure, 707–708
componentsexperience acquisition, 691,
702–703, 710off-the-job training, 691, 702,
704, 710on-the-job training, 691, 702,
704, 710professional activities, 692, 702,
704, 710discussion questions, 710overview, 625–626six questions, 690writing, 692–693, 710
Program Manager, PM/BA, 693, 700program offi ces. See also project
offi ces; PSOspermanent, 9, 484–485PSOs v., 488temporary, 9, 46, 171, 484, 498
programsdefi ned, 9, 498projects v., 9, 498
progress reporting systemfrequency for reporting, 286project status reports, 281–286
cumulative, 282current period reports, 281exception, 282stoplight, 282–283, 290variance, 283–284WBS as project-status-reporting
tool, 168
what to report, 285–286projects, 5–22. See also multiple team
projects; project portfolios; software development projects; TPM; specifi c projects
aligned, 531business-focused defi nition, 8–9classifi cation, 18–22
by project application, 21–22by project characteristics, 19–21rule, 19
complex, 707–709defi nitions, 1–2, 6–9, 200, 528goals, 7prioritized, 532programs v., 9, 498proposed, 531purpose, 8R & D, 50–51, 53–54, 129, 322, 329,
453, 455, 471, 536stages, Project Portfolio Management
life cycle, 531–532subproject managers, 699subprojects, 7, 111, 171, 487, 500,
680, 684sub-subprojects, 684type A, 19–21type B, 20–21type C, 20–21type D, 20–21
project buffers, 369project champion
JPPS attendance, 159, 161status review meetings, 304
project change request, 254–255project constraints, 11, 128Project Defi nition Statement. See PDSProject Distribution Matrix
ESTABLISH portfolio strategy, 533, 536–538
Forced Ranking model and, 547, 550–552
Project Evaluation and Review Technique (PERT), 154, 422
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758 Index n P–P
project failures. See also distressed projects
CFs, 591changing requirements and
specifi cation, 330, 501, 503, 707executive level support, 59FDD Linear PMLC model, 354incomplete requirements and
specifi cation, 330, 501, 503, 707lack of executive support, 330, 501,
503, 707lack of resources, 330, 501, 504, 593,
660, 708lack of user input, 330, 502, 593, 707mid-1950s, 36–37new technology, 330, 501, 504–505,
593, 644, 708poor communications, 74, 105, 108,
259, 330poorly defi ned requirements, 130Rapid Linear PMLC model, 354risk assessment, 84–85, 221, 328Scoping Process Group, 104shared responsibility, 229Standish Group research, 59, 330,
479, 501–505, 520, 591, 596, 642, 707–708
unclear objectives, 330, 501, 504, 593, 708
unrealistic expectations, 80, 330, 501, 504, 593, 708
unrealistic time frames, 330, 501, 504, 593, 708
xPM, 50–51, 53, 329, 454project fi nish date, shifting, 268–269project goals, POS, 136–137Project Impact Statement, 15–16, 40, 43,
255, 348, 663project initiation, 11, 406–407, 486, 572Project Initiation phase, ASD, 407Project Investment Categories Model,
533, 538–539project kick-off meetings, 407, 412,
630–631, 662. See also Version Scope
attendees, 237–238defi ned, 236project manager-led part, 237purpose, 237sponsor-led part, 236working session agenda, 238–240
project management (PM), 23–61. See also critical chain project management; questions
business value, 27complex projects, 707–710defi nitions
PMI, 24–25working, 27–28
discussion questions, 60–61fundamentals, 24–28Gantt charts, 35, 340infrastructure, 479–480old ways, 36–37“one size does not fi t all,” 33, 36“one size fi ts all” approach, 18–19, 27,
33, 36, 327, 409organized common sense, 27, 65, 327,
436, 689processes/practices
levels, 589–591measuring, 591–598
risks, 77–78signifi cant changes, 2steady state, 24, 36
Project Management Book of Knowledge. See PMBOK
Project Management Competency Assessment (PMCA), 514–516
Project Management Institute. See PMIproject management landscape. See
also Adaptive Project Framework; MPx; TPM; xPM
complexity/uncertainty domain, 323–338
defi nition uniqueness, 60, 321, 337–338
four quadrants, 34, 100, 321–322goals, 34–39, 321
bindex.indd 758bindex.indd 758 9/7/2011 6:06:11 PM9/7/2011 6:06:11 PM
Wysocki bindex.indd V2 - 09/07/2011
Index n P–P 759
solution clarity, 34–39, 131, 156, 324, 389, 502
project management life cycle. See PMLC models
Project Management Maturity Assessment (PMMA), 516, 592, 595, 597
project management methodologies, 2, 63, 100
Project Management Offi ces (PMOs), 479, 483–485, 488. See also PSOs
project manager-based escalation strategies, 306
Project Manager/Business Analyst. See PM/BA
project manager-led part, 237project managers
co-project managers, 27, 46, 131, 411, 429, 444–445, 449
cost control issues, 198–199JPPS attendance, 160POS approval process, 145Scoping Meeting, 111subteams, 9WBS architecture, 168
Project Managers service area, 486, 487, 495–496
The Project Management Offi ce (PMO): A Quest for Understanding (Hobbs & Aubry), 485n1
project network diagram, 199–218CCPM, 366–367constraints, 205–209defi ned, 200dependency relationships, 204–205diagramming conventions, 204envisioning, 200Gantt chart v., 200–201JPPS agenda, 163lag variables, 209–210PDM format, 202–204planning session, 157
project network schedule, 210–217
early schedule, 210–213, 366–367
fi nalizing, 271–273initial
analyzing, 214–215creating, 210–214
JPPS deliverable, 163–164late schedules, 210, 212, 214,
367, 368management reserve, 217–218
project notebookclient experiences, 443closing (Process Group), 21electronic, 304, 317JPPS deliverable, 164outlines, as template, 343PSO and, 486, 490status review meetings, 304study historical data, 188
project objectives, POS, 137–138project offi ces (POs), 667–673. See also
multiple team projects; program offi ces
characteristics, 668–670defi ned, 667PMOs v., 667PSOs v., 488roles/responsibilities, PO manager,
668–670strengths, 670–671structure, 668weaknesses, 671–672when to use, 672–673
Project Overview Statement. See POSproject portfolios. See also agile project
portfoliosdefi ned, 10, 529–530specifi c, 487
Project Portfolio Management life cycle, 530–564
Agile Project Portfolio life cycle v., 573
ESTABLISH portfolio strategy, 531–539
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Wysocki bindex.indd V2 - 09/07/2011
760 Index n P–P
Agile Project Portfolio life cycle, 573, 575
BCG Products/Services Matrix, 533, 535–536
Growth versus Survival Model, 533, 538
Project Distribution Matrix, 533, 536–538
Project Investment Categories Model, 533, 538–539
Project Portfolio Management life cycle, 531, 532–539
Strategic Alignment Model, 533–535
EVALUATE project alignment, 531, 539–540
graphical depiction, 531MANAGE active projects, 531,
556–564business value, 563CPI, 557–562lessons learned, 564Project Portfolio Management life
cycle, 531, 556–564SPI, 557–563
phases, 530–531PRIORITIZE projects, 531, 540–546
Forced Ranking, 541–542Must-do, Should-do, Postpone,
541, 543Paired Comparisons Model, 541,
544–545Project Portfolio Management life
cycle, 531, 540–546Q-Sort model, 541–543Risk/Benefi t Matrix, 545–546weighted criteria, 541, 543–544
project stages, 531–532SELECT balanced portfolio, 531,
546–556Graham-Englund Selection Model,
552–556Project Distribution Matrix/Forced
Ranking Model, 550–552
Project Portfolio Management life cycle, 531, 546–556
Risk/Benefi t Matrix, 552–556Strategic Alignment Model, 548–
550weighted criteria, 548–550
stages, 531–532project portfolio management process,
527–582defi ned, 530discussion questions, 581–582introduction, 528–530overview, 480PDQ case study, 570–571project proposal submission, 566–571
new submission process, 570–571revised POS, 566–569two-step submission process,
569–570PSO roles/responsibilities, 564–566
project proposals, 218–221approval, 221contents, 219–220cost, 12format, 221JPPS deliverable, 218writing, 218–221
project report. See reporting systemproject review meetings, 252project scope. See scopeproject stakeholders
communications management, 74–75, 264
defi ned, 74, 264project status meetings, 302–305
daily status meeting, 251–252, 302, 305, 425
format, 304purpose, 303when held, 303who should attend, 302–303
project status reports, 281–286cumulative, 282current period reports, 281
bindex.indd 760bindex.indd 760 9/7/2011 6:06:12 PM9/7/2011 6:06:12 PM
Wysocki bindex.indd V2 - 09/07/2011
Index n P–P 761
exception, 282stoplight, 282–283, 290variance, 283–284WBS as project-status-reporting
tool, 168project statuses
off plan, 556–557on plan, 556–557in trouble, 556–557
Project Support Offi ces. See PSOsProject Support service area, 485,
490–491project support services, PSO, 490–491project teams. See teamsproposals. See project proposals; RFPsproposed projects, 531prototyping PMLC model, 391–394
graphical depiction, 392–393Iterative PMLC model v., 393production, 47–48, 384–385, 391, 397,
409, 435, 634RBS method, 118, 124
PSOs (Project Support Offi ces), 481–525. See also project offi ces
background, 482–484BP4SO, 521–524CPIM, 603defi ned, 484–487development, 495–497discussion questions, 525distressed projects, 653–655enterprise, 499EPSOs, 499–500, 516establishing, 507–519framing objectives, 489–490functional, 499future, 521–524hub-and-spoke, 499implementing, 483–484, 519–521long-term goal, 517maturity growth stages, 508–509,
518–519mission statements, 489, 516naming, 484–485, 487–488
needdetermining when needed, 501–505spotting symptoms, 505–507
new technology, 504–505non-value-added work, 491organizational placements, 499–501organizational structures, 497–499overview, 479–480permanent program offi ces, 9,
484–485planning, 509–519PMOs v., 479, 483, 484–485, 488portfolio of services, 485–487
Consulting and Mentoring service area, 485, 491–492
Methods and Standards service area, 485, 492–493
Project Managers service area, 486–487, 495–496
Project Support service area, 485, 490–491
Software Tools service area, 486, 493–494
Training service area, 486, 494–495POS, 510–512POs v., 488proactive, 498project portfolio management,
564–566project portfolio management
process, 564–566project support services, 490–491purposes, 486–487questions, 507reactive, 498readiness assessment, 506–507real, 497–498reasons for implementing, 483–484specifi c portfolio of projects, 487staffi ng, 495–497The Strategic Project Offi ce: A Guide
to Improving Organizational Performance (Crawford), 519
task force, 512–513
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Wysocki bindex.indd V2 - 09/07/2011
762 Index n P–R
temporary program offi ces, 9, 46, 171, 484, 498
virtual, 497–498PV (planned value), 295–298,
638–639
QQ3 projects, 379Q4 projects, 379Q-Sort model, 541–543quality. See also process quality;
product qualityprioritizing, 15scope triangle variable, 11–12
quality assurance process, 69quality control process, 69quality management (Knowledge
Area)defi ned, 68–69good investment, 12
quality planning process, 69quality review, ASD, 408questions. See also discussion
questionscommunications management, 74–75distressed projects, intervention
strategies, 639–651How well did you do?, 25–27, 67, 444,
507, 690, 693How will you do it?, 25–26, 65, 444,
690, 692How will you know you did it?, 25–26,
64, 66, 104–105, 444, 690, 692Post-Version Review, 433–435project management practice,
586–588project management process,
584–586PSOs, 507risk management, 76six action areas, team operating
rules, 241–242What business situation is being
addressed?, 25, 64, 444, 690
What do you need to do?, 25–26, 64, 104–105, 444, 690–692
What will you do?, 25–26, 65, 444, 690, 692
RR & D (research and development)
projects, 50–51, 53–54, 129, 322, 329, 453, 455, 471, 536. See also MPx; xPM
race example, 363–364RAD (Rapid Applications
Development), 707radical change, milestone trend chart,
291–292Radio Frequency Identifi cation (RFID)
technology, 54, 322range estimate, 365ranking matrix, scope triangle, 417–
418Rapid Applications Development
(RAD), 707Rapid Development Waterfall, 57, 502rapid Linear PMLC models, 351–355RASCI Matrix, 708rational decision making model,
246–247Rational Unifi ed Process. See RUPRBS (Requirements Breakdown
Structure), 112–129art, 115assessing completeness, 129best-fi t PMLC model, 31business process diagramming, 117
context diagrams, 122–123creating, 120–121fl owcharts, 120–121, 124formats, 121–122
completion, 33complexity issues, 326–327creating, 112–116defi ned, 30–31dynamic nature, 113facilitated group sessions, 117, 118feature level, 115
bindex.indd 762bindex.indd 762 9/7/2011 6:06:12 PM9/7/2011 6:06:12 PM
Wysocki bindex.indd V2 - 09/07/2011
Index n R–R 763
function level, 114graphical depiction, 113–114, 165, 334interviews method, 117levels, 30, 113methods, 116–118observation method, 117PDQ case study, 449, 451Planning Meeting, 112PMLC models, 129–132process level, 115prototyping, 118, 124reasons for using, 116requirements gathering
approach, 131science, 115Scoping Meeting, 110, 112software development projects, 326sub-function level, 115use cases, 118, 125–127Version Scope, 414, 419WBS v., 31, 116, 165–167, 169–171, 177when to use, 112
reactive PSOs, 498readiness assessment, PSO, 506–507real PSOs, 497–498realistic, S.M.A.R.T. characteristic,
137recognition, 72–73reduced costs, success criteria, 139repetitive activities, Linear PMLC
model, 343–346reporting system. See also progress
reporting systemfi nal project report, 319graphical reporting tools, 288–301multiple team projects, 664PDQ, 309
Request for Information (RFI), 86–87, 343, 570
requests, COS process, 108Requests for Proposals. See RFPsrequirements
business value and, 28–31categories, 127–128
changing requirements and specifi cation, 330, 501, 503, 707
defi nitionsauthor’s, 29–31, 113, 127IIBA, 28–31, 113, 127
incomplete requirements and specifi cation, 330, 501, 503, 707
product constraints, 128project constraints, 128project failures, 130reuse, 117unique, 207
Requirements Breakdown Structure. See RBS
requirements change request, 95, 97, 708
requirements decomposition. See RBSrequirements documentation, 18, 112,
125, 130, 340, 342, 629, 633requirements gathering approach, 131.
See also RBSdistressed projects, 633–634multi-team projects, 663
requirements management, 97research and development projects.
See R & D projectsresources. See also HRMS; scarce
resourcesknown, 196lack, 330, 501, 504, 593, 660, 708multiple team projects, 664people, 193–194prioritizing, 15scheduling problem, 265–267scope triangle variable, 13types of, 192–193
resource assignments, 264–267JPPS deliverable, 164launching (Process Group), 21, 226organizational risks, 78substitute, 150, 271
Resource Breakdown Structure, 194–195
resource buffers, 369
bindex.indd 763bindex.indd 763 9/7/2011 6:06:12 PM9/7/2011 6:06:12 PM
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764 Index n R–R
resource confl icts, CCPM, 367–368resource leveling, 265–271
acceptably leveled schedule, 267cost impact, 271resource-scheduling problem,
265–267strategies, 268–271
resource limits, 8resource loading
graphs, smoothing, 269resource-loaded cycle schedule, 424task duration v., 185–187
resource manager-based escalation strategies, 306–307
resource managersJPPS attendance, 161POS approval process, 145–146problem escalation strategy, 15
resource planning, 195–196resource requirements
determining, 195estimating, 192–195JPPS deliverable, 163Linear PMLC models, 347
resource-loaded cycle schedule, 424–425
response, COS process, 108retainer contracts, 94return on investment. See ROIreuse
code, 396requirements, 117
REview, 469–470revise desired goal, distressed
projects, 640, 645–648, 655RFI (Request for Information), 86–87,
343, 570RFID (Radio Frequency Identifi cation)
technology, 54, 322RFPs (Requests for Proposals)
bidder questions, 89BP4SO, 524
contract team member, 233defi ned, 86fi nal contract negotiation, 95–96managing questions/responses, 88participation in, 88PDQ case study, 570preparing/distributing, 87–88recommended components, 88templates library, 343vender evaluation, 89–92vendor contracting, 92–96vendor evaluation, 89–92vendor management, 96–99vendor selection, 92vendor solicitation, 86–89
risksanalysis, POS, 142assessment, 79–84
dynamic, 82–84static, 82worksheets, 78, 80–81, 83
assumptions, risks, obstacles section (POS), 140–141
certain events v., 79complexity/uncertainty domain v.,
328–329defi ned, 75description, risk log, 85entrepreneurial, 76external, 78history, Linear PMLC models,
345–346identifi cation, 77–79level
APM, 45PMLC model choice process, 57TPM, 41, 328–329xPM, 50–51, 328–329
log, 85, 302, 346matrix, 82mitigation, 84–85monitoring, 85
bindex.indd 764bindex.indd 764 9/7/2011 6:06:12 PM9/7/2011 6:06:12 PM
Wysocki bindex.indd V2 - 09/07/2011
Index n R–S 765
organizational, 78owner, risk log, 85project management, 77–78responses, 84–85technical, 77
risk driver template and assessment worksheet, 78, 80–81
risk management (Knowledge Area), 75–85
defi ned, 75–76project failures, 84–85, 221, 328questions, 76skill variety, 73
Risk/Benefi t Matrix, 545–546, [email protected], 513–514, 516, 709Robertson, James C., 116Robertson, Suzanne, 116ROI (return on investment), 143, 396,
492, 501, 555, 604Root Cause Analysis, 106, 336, 445
distressed projects, 640–641fi shbone diagrams, 612–615template, 613
rotations, 492, 524routine activities, Linear PMLC
model, 343–346Routing subsystem, 61, 224, 376,
570–571RSVPs, 162rugby, 439run charts, 619. See also milestone
trend chartsrunner example, 363–364RUP (Rational Unifi ed Process),
394–397best-fi t choice, 131construction phase, 395elaboration, 395graphical depiction, 395–396inception, 394Iterative PMLC model v., 379, 391, 396phases, 394–395
transition, 395
SS curve, 294Sashkin, Marshall, 246scarce resources. See also critical chain
project managementbuffers, 368CCPM, 556, 580Incremental PMLC models, 356JPPS, 159Linear PMLC models, 357non-value added work v., 325requirements, higher order
defi nition, 31Risk/Benefi t Matrix, 555substitute resources, 271unique requirements constraints, 207work packages, 240, 426
scatter diagrams, 619–620schedule compression, 150, 152, 215–
217, 306–307, 354, 363, 373–374, 648schedule performance index. See SPIschedule shift, milestone trend chart,
292–293schedules. See also project network
scheduleearned value analysis, 98tasks, 268–271
Schwaber, Ken, 439scientifi c wild a** guesses, 144scope (project scope). See also scoping
defi ned, 11prioritizing, 15scope triangle variable, 11
Scope BankAdaptive PMLC model, 401–402, 404APM project, 388, 447–448, 632Cycle Build, 426Cycle Plan, 420daily status meeting, 305management reserve v., 258
bindex.indd 765bindex.indd 765 9/7/2011 6:06:12 PM9/7/2011 6:06:12 PM
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766 Index n S–S
managing, 301–302monitoring and control tool, 301–302PMLC model choice process, 58SWOT analysis, 650timebox expires, 428tracking, 402updated contents, 430–431
scope change management process, 254–258
distressed projects, 635–636multiple team projects, 663project change request, 254–255
scope change requestsAdaptive PMLC models, 404Incremental PMLC model, 44Incremental PMLC models, 357Iterative PMLC models, 385–386Linear PMLC model, 43–44, 342–343Super Team, 683TPM, 40–41
scope creep, 16scope management (Knowledge Area)
defi ned, 67–68Zone Map, 595
scope triangle, 10–16. See also cost; quality; resources; time
applying, 15–16graphical depiction, 13, 415INSPIRE, 463Iron Triangle v., 10–11, 13prioritization approaches, 14–15,
415–417problem escalation strategy, 15–16ranking matrix, 417–418risk identifi cation template, 79system in balance, 13–14variables, 13xPM, 53
scoping (Process Group), 103–147. See also COS; POS
APM PMLC models, 445–446defi ned, 64–65, 104diffi culty of, 2discussion questions, 147
graphical depiction, 106–107initiating, 64, 121, 483phase
Adaptive PMLC models, 400Extreme PMLC model, 472–473Iterative PMLC models, 386
processes, 64tools/templates/processes, 104–105TPM projects, 103–147
Scoping Meeting. See also POS; RBSagenda, 111–112attendees, 110–111defi ned, 110deliverables, 112POS, 110, 112purpose, 110RBS, 110, 112
Scrum, 439–443Adaptive PMLC model, 379, 391,
406, 442best-fi t choice, 131client involvement, 439graphical depiction, 441–442process fl ow, 440–441Product Owner, 131, 405,
439–443rugby v., 439Sprint, 441–443
Scrum Master, 405, 442secondary actor, 126SEI (Software Engineering Institute),
94, 409, 507–508, 589SELECT balanced portfolio
Agile Project Portfolio life cycle, 573, 575, 577–580
Graham-Englund Selection Model, 552–556
Project Distribution Matrix/Forced Ranking Model, 550–552
Project Portfolio Management life cycle, 531, 546–556
Risk/Benefi t Matrix, 552–556Strategic Alignment Model, 548–550weighted criteria, 548–550
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Wysocki bindex.indd V2 - 09/07/2011
Index n S–S 767
selected projects, Project Portfolio Management life cycle, 532
selection criteriaclient teams, 231contract teams, 232–233core project team members, 228–230decision-making model, 245
Senge, Peter, 362senior management
PM/BA Senior Manager position, 693, 699
POS approval process, 145–147separated group sessions, 118SF (start-to-fi nish) dependencies, 204,
205, 216shifting project fi nish date, 268–269sidebar meeting, 303sign-off, client, 333similarities to other activities, task
duration estimation method, 188simple language, 608simplifi cation, 607Single Award scenario, 93single group session, 118situation decision generation, 246, 247situation defi nition phase, decision-
making process, 246–247six action areas, team operating rules,
241–242six questions, 25, 27, 60, 64, 444, 690.
See also questionsskill categories, 194skill levels, 194skill matrices, 193–194slack
available, 268, 306computing, 213–214defi ned, 268free, 150, 213–214, 268, 367total, 150, 213–214, 268, 367utilizing, 268, 306zero, 210, 214
slack time (fl oat), 209–210, 213–214, 287slippages, successive, 291
S.M.A.R.T. characteristics, 137, 137n1SMEs. See subject matter expertssmoothing, 269software development projects. See
also ASD; RUPAdaptive PMLC models, 49APF, 379, 380, 408, 450APM, 323, 380distressed, 628interproject constraints, 208Iterative PMLC models, 48, 391Linear PMLC models, 340management constraints, 207RBS, 326
Software Engineering Institute (SEI), 94, 409, 507–508, 589
software packages, planning and, 153–154
Software Tools service area, 486, 493–494
solution clarity, 34–39, 131, 156, 324, 502. See also project management landscape
Adaptive PMLC models, 408Extreme PMLC models, 457Iterative PMLC models, 389, 391,
397–398TPM, 342xPM, 456–457
special cause variation, 364specifi c, S.M.A.R.T. characteristic,
137specifi c portfolio of projects, 487specifi cations
changing requirements and specifi cation, 330, 501, 503, 707
complexity/uncertainty domain v., 333–335
incomplete requirements and specifi cation, 330, 501, 503, 707
non-value added work, 334SPeculate, 463–467Speculate phase, ASD, 406–407Spence Corporation, 103
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Wysocki bindex.indd V2 - 09/07/2011
768 Index n S–S
SPI (schedule performance index), 298–300, 557–563, 638–639, 656
spider charts. See fi shbone diagramssponsor-led part, 236sponsors
change in, 113, 141communication with, 262–263cost budgeting, 198project kick-off meeting, 238PSO portfolio management, 564xPM project completion, 53
Sprint, 441–443SS (start-to-start) dependencies,
204,–209, 215–217, 223, 268, 307
ST. See Super Teamstaffi ng
BP4SO, 523–524multiple team projects, 665PSOs, 495–497
StageGates, 412–413, 419stakeholders
communications management, 74–75, 264
defi ned, 74, 264standard deviations, 290–293standardization, 608Standish Group, 59, 330, 479, 501–505,
520, 591, 596, 642, 707–708. See also project failures
Stapleton, Jennifer, 438start-to-fi nish. See SFstart-to-start. See SSstatement of work, 11, 94, 95, 220, 277static risk assessment, 82statistical validation, CCPM, 365–366status meetings. See project status
meetingssteady state, 24, 36sticky notes
JPPS, 162planning (Process Group), 155Post-It Note product, 51, 54, 123
stoplight reports, 282–283, 290Storage fl owchart symbol, 120–121Strategic Alignment Model, 533–535The Strategic Project Offi ce: A Guide
to Improving Organizational Performance (Crawford), 519
streamlining tools, 607–609stretching tasks, 270sub-function level, RBS, 115subject matter experts (SMEs), 92,
145, 163, 197, 252, 331, 495, 524, 610, 673–679
subproject managers, 699subprojects, 7, 111, 171, 487, 500,
680, 684substitute resources, 150, 271sub-subprojects, 684subsystems (PDQ)
Agile model, 449PMLC models, 61, 376WBS build, 224
subtasks, 272–273, 298subteams
Adaptive Cycle Plan, 407Assistant Project Manager, 682micro-level project planning, 272RBS to WBS conversion, 170swim lanes, 408, 473temporary program offi ce, 9
success criteria, POS, 138–140successive runs, 292successive slippages, 291successor tasks, 203–204, 210, 212–213,
215–216, 268, 372Super Team (ST), 680–686. See also
multiple team projectscharacteristics, 681–683defi ned, 680strengths, 684structure, 681weaknesses, 685when to use, 685–686
supplier partnership, 609support offi ces. See PSOs
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Wysocki bindex.indd V2 - 09/07/2011
Index n S–T 769
SWAGs, 144swim lanes
business process diagrams, 122concurrent, 353, 387, 401, 408, 431, 602defi ned, 431FDD Linear PMLC model, 353–355Integrative, 431–432Probative, 431–432rapid Linear PMLC model, 351–355
SWOT analysis, 649, 650systems design projects, 394, 671
Ttasks. See also work packages
activities v., 166crashing, 185crashpoint, 186critical path, 210, 212, 214–216, 229,
271, 274, 277defi ned, 165non-critical path, 229, 271, 287,
306–308partitionable, 187, 216predecessor, 203–204,
210–212, 215stretching, 270subtasks, 272–273, 298successor, 203–204, 210, 212–213,
215–216, 268, 372work packages, 181
task dependencies. See dependenciestask duration
estimating, 184–185, 188–191Linear PMLC models, 344–345resource loading v., 185–187variation in, 187–188, 363–364work effort v., 184
task force, PSO, 512–513task identity, job design, 73Task Manager, PM/BA, 693,
697–698task scheduling, 268–271task signifi cance, job design, 73task-on-the-arrow (TOA) method, 202
teams (project teams). See also co-located teams; core project teams; multiple team projects; professional development program
APM, 388balancing, 233–235Building Effective Project Teams
(Wysocki), 235, 247client teams, 227
Agile projects, 378closing projects, 311development teams v., 46, 50, 52,
237, 449qualifi ed co-project manager,
444–445selection criteria, 231xPM projects, 460
components, 227contract team members, 231–233, 266from different companies, 660ideal, 227imbalanced, 235norming stage, 277–278POS approval process, 145project kick-off meeting, 237recruiting, 227–236team deployment strategy, 235team development plan, 235–236TPM, 41, 388
team cohesiveness, 329team communications, 258–264
effective channels, 260–262information content, 259–260information timing, 259with sponsor, 262–263upward communications fi ltering,
263–264team meetings
agenda preparation, 251coordinator, 251daily status meeting, 251–252, 302,
305frequency, 250–251minutes, 251
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Wysocki bindex.indd V2 - 09/07/2011
770 Index n T–T
multiple team projects, 663problem resolution meetings, 252project review meetings, 252structure, 250–251
Team Member, PM/BA, 693, 696–697
team operating rules, 241–252. See also brainstorming; confl ict resolution; decision making; problem solving
brainstorming, 249–250confl ict resolution, 248–249consensus building, 249decision making, 244–247multiple team projects, 241PMBOK, 241problem solving, 242–244six action areas, 241–242team meetings, 250–252
team skills/competencies, PMLC model choice process, 59–60
team war room, 252–254contractors, 238daily status meetings, 305, 425operational uses, 253–254physical layout, 253risk monitoring, 85whiteboards, 155–156
technical constraints, 206–207technical risks, 77technographers, 111, 160, 680technology. See also information
technologyincompetence, 330, 501, 503, 708leveraging, 32, 37market changes, 32new, 330, 501, 504–505, 593, 644, 708PMLC model choice process, 58project classifi cation by, 19–20RFID, 54, 322Type A projects, 20well-understood technology
infrastructure, 41tech-temps, 231
templates. See also tools/templates/processes
candidate risk driver template and assessment worksheet, 78, 80–81
Linear PMLC models, 343–344, 346–347
risk identifi cation, 78–79temporary program offi ces, 9, 46, 171,
484, 498. See also PSOstemporary project offi ces.
See project offi cesTexas Instruments, 132Theory of Constraints (TOC),
362–363, 382thinking styles, 235Thomas, Kenneth, 249Thoreau, Henry David, 149thought-process tool, WBS, 1673M Post-It Note product, 51, 54, 123three-point technique, 190–191time. See also scarce resources
planning (Process Group), 156–157prioritizing, 15scope triangle variable, 12–13S.M.A.R.T. characteristic, 137three-point technique, 190–191time and cost summary page, 220time and materials contracts, 94unrealistic time frames, 330, 501, 504,
593, 708time management (Knowledge Area),
68timeboxes. See also cycle timeboxes
iteration, 398Version Scope, 418–420
To Be business process, 119, 604, 610, 623
TOA (task-on-the-arrow) method, 202TOC (Theory of Constraints),
362–363, 382Toledo, Ramon A. Mata, 71n1tools/templates/processes
APM, 445
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Index n T–U 771
closing Process Group, 312CPIM, 612–622distressed projects, 633–639Incremental PMLC models, 361–362launching Process Group, 226Linear PMLC models, 354–355monitoring/controlling Process
Group, 280–281planning Process Group, 151–152,
154–156scoping Process Group, 104–105xPM, 472–475
top-down approach, APF implementation, 437
top-down format, 122total slack, 150, 213–214, 268, 367TPM (traditional project
management), 39–44, 339–376. See also closing; Incremental PMLC models; launching; Linear PMLC models; monitoring/controlling; planning; scoping
APF v., 410APM approaches with, 47buffers, 370business value, 336–337CCPM v., 364, 366change intolerant, 43, 152, 333, 390characteristics, 40–42client involvement, 331co-located teams, 59, 329, 388complexity level, 40defi ned, 340discussion questions, 376fl exibility, 327graphical depiction, 55percent of projects, 39, 42, 47, 322plan-driven, 42, 325, 327, 330–331, 335project teams, 41projects
closing, 3, 311–320launching, 225–278monitoring/controlling, 3, 279–309
planning, 2, 149–224scoping, 103–147
risk level, 41, 328–329scope change requests, 40–41team cohesiveness, 329well-understood technology
infrastructure, 41xPM v., 53
traditional project management. See TPM
Training service area, 486, 494–495transfer, risk response, 85transition phase, RUP, 395Transmission fl owchart symbol,
120–121Tregoe, Benjamin B., 336trigger values, 622, 628, 637,
638, 656trust, 230, 427, 677two team situation, multi-team
projects, 665–666two-step submission process, project
portfolio management, 569–570type A projects, 19–21type B projects, 20–21type C projects, 20–21type D projects, 20–21
UUML (Unifi ed Modeling Language),
125, 352uncertainty. See also complexity/
uncertainty domain; solution clarity
planning and, 153project classifi cation, 18
unclear objectives, 330, 501, 504, 593, 708
under budget/ahead schedule project, 300
under budget/behind schedule project, 299
Unger, Elizabeth A., 71n1
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772 Index n U–W
Unifi ed Modeling Language (UML), 125, 352
unique activities, 6–7unique requirements, 207unrealistic expectations, 80, 330, 501,
504, 593, 708unrealistic time frames, 330, 501, 504,
593, 708upgrading, 608upward communications fi ltering,
263–264use cases
APF, 436diagrams, 126–127INSPIRE, 465PDQ case study, 623, 636RBS method, 118, 125–127RUP, 394, 397
user input. See client involvementutilizing available slack, 268, 306
Vvalues. See also business value
APF, 410–412value-added assessment, 607
Vargo, Ed, 583variance reports, 283–284variances, 286–288
EVA, 287, 294, 295negative, 287–288positive, 286–287
variation, in task duration, 187–188, 363–364
velocity, organizational, 356, 380vendors
contracting, 92–96evaluation, 89–92evaluation criteria, 90management, 96–99monitoring progress/performance,
97–98selection, 92solicitation, 86–89
verb-type approaches, to building WBS, 177, 179
Verma, Vijay K., 241Version Scope, 412–420. See also
Adaptive Project FrameworkCOS, 413–414cycle timeboxes, 418–420cycles
functions assigned, 420number of, 419–420objective statements for, 420
deliverables, 413–414graphical depiction, 414parts, 412POS, 414, 418–419Post-Version Review v., 433prioritized scope triangle, 415–417RBS, 414, 419StageGates, 412–413, 419WBS, 414, 419
virtual PSOs, 497–498vision statements. See mission
statements
WWAGs, 144wall-mounted ashtrays, 132Walmart, 322, 659–660, 673wants, needs v., 37, 86, 106war room. See team war roomWard, Bryan K., 584waterfall approaches
Evolutionary Development Waterfall, 48, 57, 131
Rapid Development Waterfall, 57, 502for WBS, 183
WBS (Work Breakdown Structure), 164–183
APM, 48building, 168–171
approaches, 176–180RBS converted to WBS, 31, 116,
165–167, 169–171
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Index n W–W 773
CoA v., 178color-coded sticky notes, 155completion criteria, 172–176defi ned, 163–164distressed projects, 634–635FDD Linear PMLC models, 352hierarchical visualization, 166for house, 181–182iterative development, 171JPPS deliverable, 163, 168for large projects, 171micro-level, 272–273, 421, 422noun-type approaches to building,
176–178organizational approaches to
building, 177, 179–180plan-driven TPM projects, 42project replication, 22project-status-reporting tool, 168RBS v., 31, 116, 165–167,
169–171, 177representing, 180–183sub-functions v., 115uses for, 167–168vendor contracting, 92, 99verb-type approaches to building,
177, 179Version Scope, 414, 419for waterfall systems development
methodology, 183whiteboard, 156
weighted criteriaPRIORITIZE projects, 541, 543–544SELECT balanced portfolio, 548–550
weight-guessing example, 190Weiss, Joseph, 172What business situation is being
addressed?, 25, 64, 444, 690What do you need to do?, 25–26, 64,
104, 105, 444, 690–692What will you do?, 25–26, 65, 444,
690, 692whiteboards. See also team war room
planning (Process Group), 154, 155–156
wide-band Delphi technique, 191wild a** guesses, 144Williams, John, 103work assignments, independent, 172,
174, 269Work Breakdown Structure. See WBSwork effort, 184. See also task durationwork packages
assignment sheets, 275, 277Cycle Plan, 426defi ned, 166, 181, 273–274description reports, 275–276format, 275–277project kick-off meeting working
session agenda, 240purpose, 274scarce resources, 240, 426writing, 273–277
working session agenda, project kick-off meeting, 238–240
written communications, 331Wysocki, Robert K.
Adaptive Project Framework: Managing Complexity in the Face of Uncertainty, 408
Building Effective Project Teams, 235, 247
Effective Software Project Management, 118, 298
Enterprise Information Insights, Inc., 23, 63, 279, 323, 339, 377, 514, 583
Executive’s Guide to Project Management: Organizational Process and Practices for Supporting Complex Projects, 521n2, 709
5-Phase Project Management: A Practical Planning and Implementation Guide, 172
quotes, 23, 63, 279, 323, 339, 377, [email protected], 513–514, 516, 709
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Wysocki bindex.indd V2 - 09/07/2011
774 Index n X–Y-Z
XxPM (Extreme Project Management),
50–53, 453–477. See also MPxAPM v., 52–53, 457business value, 337change, 336characteristics, 455–456client involvement, 331–332client ownership, 332–333client’s comfort zone, 332co-located teams, 329, 468core team members, 228defi ned, 454–455discussion questions, 475–477fl exibility, 327graphical depiction, 52, 55, 454high change, 455–456high speed, 455INSPIRE, 457–470
COS, 464graphical depiction, 458Incubate, 467–469INitiate, 459–463REview, 469–470SPeculate, 463–467
life cycle, 454–470model, 51–53MPx v., 55non-value-added work, 655percent of projects, 47, 154, 322project failures, 50–51, 53,
329, 454R & D projects, 50–51, 53–54, 129, 322,
329, 453, 455, 471, 536risk level, 50–51, 328–329scope triangle, 53solution clarity, 456–457strengths, 456team cohesiveness, 329tools/templates/processes, 472–475TPM v., 53weaknesses, 457
Y-Zzero slack, 210, 214Zone Map, 591–595, 597–598, 600
completed, 594graphical depiction, 592, 594PQM and, 592zones of interest, 593–594
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