Normal view MARC view

Effective project management: traditional, agile, extreme

Author: Wysocki, Robert K. Publisher: Wiley, 2009.Edition: 5th ed.Language: EnglishDescription: 734 p. : Graphs/Ill. ; 24 cm.ISBN: 9780470423677Type of document: BookBibliography/Index: Includes bibliographical references and index
Tags: No tags from this library for this title. Log in to add tags.
Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD69 .P75 W97 2009
(Browse shelf)
001255591
Available 001255591
Book Middle East Campus
Main Collection
Print HD69 .P75 W97 2009
(Browse shelf)
500000814
Available 500000814
Total holds: 0

Includes bibliographical references and index

Digitized

Effective Project Management Traditional, Argile, Extreme Contents Acknowledgments Preface to the Fifth Edition Introduction Part I Defining and Using Project Management Process Groups Defining a Project Sequence of Activities Unique Activities Complex Activities Connected Activities One Goal Specified Time Within Budget According to Specification What Is a Program? Establishing Temporary Program Offices Establishing Permanent Program Offices Understanding the Scope Triangle Scope Quality Cost Time Resources Envisioning the Scope Triangle as a System in Balance Managing the Creeps Scope Creep Hope Creep Chapter 1 What Is a Project? xi xxxix xli 1 5 6 6 6 7 7 7 7 8 8 8 9 9 9 10 10 10 11 11 12 13 13 14 Effort Creep Feature Creep Applying the Scope Triangle Problem Resolution Scope Change Impact Analysis The Importance of Classifying Projects Establishing a Rule for Classifying Projects Classification by Project Characteristics Classification by Project Type Putting It All Together Discussion Questions Chapter 2 Understanding The Project Management Process Groups Understanding the Fundamentals of Project Management What Business Situation Is Being Addressed? What Do You Need to Do? What Will You Do? How Will You Do It? How Will You Know You Did It? How Well Did You Do? Defining the Five Process Groups The Scoping Process Group The Planning Process Group The Launching Process Group The Monitoring and Controlling Process Group The Closing Process Group Defining the Nine Knowledge Areas Mapping Knowledge Areas to Process Groups What the Mapping Means How to Use the Mapping Definition of a Project Management Life Cycle Using Process Groups to Define PMLCs A Look Ahead: Mapping Process Groups to Form Complex PMLCs Integration Management Scope Management Time Management Cost Management Quality Management Quality Planning Process Quality Assurance Process Quality Control Process Human Resource Management Projects as Motivation and Development Tools 14 14 15 15 16 16 16 17 18 20 20 21 22 23 24 25 25 25 26 27 27 28 28 29 30 30 30 30 31 31 32 32 32 32 33 33 33 34 34 34 34 35 Communications Management Who Are the Project Stakeholders? What Do They Need to Know about the Project? How Should Their Needs Be Met? Risk Management Risk Identification Risk Assessment Risk Mitigation Risk Monitoring Procurement Management Vendor Solicitation Vendor Evaluation Vendor Selection Vendor Contracting Vendor Management Putting It All Together Discussion Questions Chapter 3 How to Scope a Project Using Tools, Templates, and Processes to Scope a Project Managing Client Expectations Wants versus Needs Conducting Conditions of Satisfaction Establishing Clarity of Purpose Specifying Business Outcomes Conducting COS Milestone Reviews Planning and Conducting the Project Scoping Meeting Purpose Attendees Agenda Deliverables Gathering Requirements What Are Requirements? Types of Requirements Functional Requirements Non-Functional Requirements Global Requirements Product and/or Project Constraints Approaches to Gathering Requirements Building the Requirements Breakdown Structure Using the RBS to Choose a Best-Fit PMLC Model Diagramming Business Processes What Is a Business Process? Creating a Business Process Diagram 39 39 39 40 40 41 42 42 43 44 44 44 45 45 46 46 47 49 50 51 52 52 55 56 56 56 56 57 57 58 58 59 60 60 60 60 61 61 63 65 67 68 69 Business Process Diagram Formats Context Diagrams Business Process Work Flow Diagrams Prototyping Your Solution Use Cases Use Case Diagrams Use Case Flow of Events Validating the Business Case Outsourcing to Vendors and Contractors Procurement Management Life Cycle Vendor Solicitation Publishing a Request for Information Advertising Renting a Targeted List Asking Previous Vendors Attending Trade Shows Preparing and Distributing a Request for Proposal Managing RFP Questions and Responses Responding to Bidder Questions Vendor Evaluation Establishing Vendor Evaluation Criteria Evaluating Responses to the RFP Vendor Selection Vendor Contracting No Award Single Award Multiple Awards Contract Management Types of Contracts Discussion Points for Negotiating the Final Contract Final Contract Negotiation Vendor Management Expectation Setting -- Getting Started Monitoring Progress and Performance Transitioning from Vendor to Client Closing Out a Vendor Contract Writing an Effective Project Overview Statement Parts of the POS Stating the Problem or Opportunity Establishing the Project Goal Defining the Project Objectives Identifying Success Criteria Listing Assumptions, Risks, and Obstacles Attachments 70 71 72 73 73 74 75 76 77 77 78 78 78 78 79 79 79 80 80 81 81 83 83 84 84 84 84 85 85 87 87 88 88 89 90 91 91 93 94 95 97 98 100 102 Risk Analysis Financial Analyses Gaining Approval to Plan the Project Participants in the Approval Process Approval Criteria Project Approval Status Putting It All Together Discussion Questions Chapter 4 How to Plan a Project Tools, Templates, and Processes Used to Plan a Project The Importance of Planning Using Application Software Packages to Plan a Project Determining the Need for a Software Package? Project Planning Tools Sticky Notes Marking Pens Whiteboard How Much Time Should Planning Take? Running the Planning Session Planning and Conducting Joint Project Planning Sessions Planning the JPPS Attendees Facilities Equipment The Complete Planning Agenda Deliverables Conducting the JPPS Building the Work Breakdown Structure Uses for the WBS Thought-Process Tool Architectural-Design Tool Planning Tool Project-Status-Reporting Tool Generating the WBS Top-Down Approach Bottom-Up Approach Using the WBS for Large Projects Iterative Development of the WBS Six Criteria to Test for Completeness in the WBS Status and Completion Are Measurable The Activity Is Bounded The Activity Has a Deliverable Time and Cost Are Easily Estimated 102 102 104 105 107 107 107 108 109 111 112 113 113 114 114 115 115 116 116 117 118 119 122 122 122 123 124 124 126 127 127 127 127 128 129 130 131 132 132 133 134 134 134 Activity Duration Is Within Acceptable Limits Work Assignments Are Independent The Seventh Criteria for Judging Completeness Exceptions to the Completion Criteria Rule Approaches to Building the WBS Noun-Type Approaches Verb-Type Approaches Organizational Approaches Selecting the Best Approach Representing the WBS Estimating Estimating Duration Resource Loading versus Task Duration Variation in Task Duration Six Methods for Estimating Task Duration Extrapolating Based on Similarity to Other Activities Studying Historical Data Seeking Expert Advice Applying the Delphi Technique Applying the Three-Point Technique Applying the Wide-Band Delphi Technique Estimation Life Cycles Estimating Resource Requirements People as Resources Resource Breakdown Structure Determining Resource Requirements Resource Planning Estimating Cost Cost Budgeting Cost Control Constructing the Project Network Diagram Envisioning a Complex Project Network Diagram Benefits to Network-Based Scheduling Building the Network Diagram Using the Precedence Diagramming Method Dependencies Constraints Technical Constraints Management Constraints Interproject Constraints Date Constraints Using the Lag Variable Creating an Initial Project Network Schedule Critical Path Near-Critical Path 135 135 136 136 137 138 139 140 141 141 144 145 146 148 149 149 149 150 150 151 152 152 153 154 155 156 157 158 159 160 160 161 161 163 165 167 167 169 169 170 171 171 174 176 Analyzing the Initial Project Network Diagram Compressing the Schedule Management Reserve Planning for Project Risk: The Risk Management Life Cycle Risk Identification Risk Categories Candidate Risk Drivers Risk Assessment Static Risk Assessment Dynamic Risk Assessment Risk Mitigation Risk Monitoring and Control Writing an Effective Project Proposal Contents of the Project Proposal Executive Summary Background Objective Overview of the Approach to Be Taken Detailed Statement of the Work Time and Cost Summary Appendices Format of the Project Proposal Gaining Approval to Launch the Project Putting It All Together Discussion Questions Chapter 5 How to Launch a Project Tools, Templates, and Processes Used to Launch a Project Recruiting the Project Team Core Team Members When to Select the Core Team Members Selection Criteria Client Team When to Select the Client Team Selection Criteria Contract Team Members Implications of Adding Contract Team Members Selection Criteria Balancing a Team Assimilating Diverging Accommodating Converging Developing a Team Deployment Strategy Developing a Team Development Plan 176 177 179 180 181 181 183 183 184 185 187 187 188 189 189 189 189 189 190 190 190 190 190 191 191 195 196 197 197 198 198 201 201 201 201 202 202 203 204 204 204 204 205 205 Conducting the Project Kick-Off Meeting Sponsor-Led Part Project Manager­Led Part Purpose of the Project Kick-Off Meeting Attendees Facilities and Equipment The Working Session Agenda Establishing Team Operating Rules Situations that Require Team Operating Rules Problem Solving Decision Making Conflict Resolution Consensus Building Brainstorming Team Meetings Team War Room Physical Layout Variations Operational Uses Managing Scope Changes The Scope Change Management Process Management Reserve Scope Bank Managing Team Communications Establishing a Communications Model Timing Content Choosing Effective Channels Managing Communication beyond the Team Managing Communications with the Sponsor Upward Communication Filtering and "Good News" Communicating with Other Stakeholders Assigning Resources Leveling Resources Acceptably Leveled Schedule Resource-Leveling Strategies Utilizing Available Slack Shifting the Project Finish Date Smoothing Alternative Methods of Scheduling Tasks Further Decomposition of Tasks Stretching Tasks Assigning Substitute Resources Cost Impact of Resource Leveling 206 206 206 207 207 208 208 211 211 212 214 217 219 220 221 223 223 223 224 224 224 227 229 229 229 230 230 230 233 233 234 235 235 236 238 239 239 239 240 240 240 241 241 242 Finalizing the Project Schedule Writing Work Packages Purpose of a Work Package Format of a Work Package Work Package Assignment Sheet Work Package Description Report Putting It All Together Discussion Questions Chapter 6 How to Monitor and Control a Project Tools, Templates, and Processes Used to Monitor and Control a Project Establishing Your Progress Reporting System Types of Project Status Reports Current Period Reports Cumulative Reports Exception Reports Stoplight Reports Variance Reports How and What Information to Update Frequency of Gathering and Reporting Project Progress Variances Positive Variances Negative Variances Applying Graphical Reporting Tools Gantt Charts Stoplight Reports Burn Charts Milestone Trend Charts Earned Value Analysis Integrating Milestone Trend Charts and Earned Value Analysis Integrating Earned Value Integrating Milestone Trend Data Managing the Scope Bank Building and Maintaining the Issues Log Managing Project Status Meetings Who Should Attend Status Meetings? When Are Status Meetings Held? What Is the Purpose of a Status Meeting? What Is the Status Meeting Format? The 15-Minute Daily Status Meeting Problem Management Meetings Defining a Problem Escalation Strategy 242 244 245 245 246 247 247 249 251 252 253 253 254 254 254 254 255 257 259 259 259 260 260 260 261 261 261 265 270 271 271 273 274 275 275 276 276 276 277 278 278 Project Manager­Based Strategies Resource Manager­Based Strategies Client-Based Strategies The Escalation Strategy Hierarchy Gaining Approval to Close the Project Putting It All Together Discussion Questions Chapter 7 How to Close a Project Tools, Templates, and Processes Used to Close a Project Writing and Maintaining Client Acceptance Procedures Closing a Project Getting Client Acceptance Ceremonial Acceptance Formal Acceptance Installing Project Deliverables Phased Approach Cut-Over Approach Parallel Approach By-Business-Unit Approach Documenting the Project Reference for Future Changes in Deliverables Historical Record for Estimating Duration and Cost on Future Projects, Activities, and Tasks Training Resource for New Project Managers Input for Further Training and Development of the Project Team Input for Performance Evaluation by the Functional Managers of the Project Team Members Conducting the Post-Implementation Audit Writing the Final Report Celebrating Success Putting It All Together Discussion Questions Part II Establishing Project Management Life Cycles and Strategies Assessing Goal and Solution Clarity and Completeness Traditional Project Management (TPM) Approaches Low Complexity Few Scope Change Requests Well-Understood Technology Infrastructure 279 279 279 280 281 281 282 283 284 284 284 285 285 285 286 286 286 286 287 287 287 287 287 288 288 289 291 292 292 292 295 297 299 301 302 302 303 Chapter 8 Project Management Landscape Low Risk Experienced and Skilled Project Teams Plan-driven TPM Projects Agile Project Management (APM) Approaches A Critical Problem Without a Known Solution A Previously Untapped Business Opportunity APM Projects Are Critical to the Organization Meaningful Client Involvement Is Essential APM Projects Use Small Co-located Teams Extreme Project Management (xPM) Approaches The xPM Project Is a Research and Development Project The xPM Project Is Very High Risk Emertxe Project Management (MPx) Approaches A New Technology Without a Known Application A Solution Out Looking for a Problem to Solve Understanding the Complexity/Uncertainty Domain of Projects Requirements Flexibility Adaptability Change Risk vs. the Complexity/Uncertainty Domain Team Cohesiveness vs. the Complexity/Uncertainty Domain Communications vs. the Complexity/Uncertainty Domain Client Involvement vs. the Complexity/Uncertainty Domain The Client's Comfort Zone Ownership by the Client Client Sign-Off Specification vs. the Complexity/Uncertainty Domain Change vs. the Complexity/Uncertainty Domain Business Value vs. the Complexity/Uncertainty Domain Additional Factors Affecting the Choice of Best-Fit PMLC Model Total Cost Duration Market Stability Technology Business Climate Number of Departments Affected Organizational Environment Team Skills and Competencies Introducing Project Management Life Cycles Traditional Project Management Approaches Linear Project Management Life Cycle Model 303 303 303 304 305 306 306 306 306 307 307 308 308 308 309 309 311 312 313 313 314 314 315 316 317 318 318 319 320 321 322 322 322 322 323 323 323 324 324 324 328 328 Incremental Project Management Life Cycle Model Agile Project Management Approaches Iterative Project Management Life Cycle Model Adaptive Project Management Life Cycle Model Extreme Project Management Approach Emertxe Project Management Life Cycle Model Recap of PMLC Models Similarities between the PMLC Models Differences between the PMLC Models Choosing the Best-Fit PMLC Model Putting It All Together Discussion Questions Chapter 9 Traditional Project Management What Is Traditional Project Management? Linear Project Management Life Cycle Definition Characteristics Complete and Clearly Defined Goal, Solution, Requirements, Functions, and Features Few Expected Scope Change Requests Routine and Repetitive Activities Benefits of Using Established Templates Strengths Entire Project Is Scheduled at the Beginning of the Project Resource Requirements Are Known from the Start The Linear PMLC Model Does Not Require the Most Skilled Team Members Team Members Do Not Have to Be Co-Located Weaknesses Does Not Accommodate Change Very Well Costs Too Much Takes Too Long before Any Deliverables Are Produced Requires Complete and Detailed Plans Must Follow a Rigid Sequence of Processes Is Not Focused on Client Value When to Use a Linear PMLC Model Variations to the Linear PMLC Model The Rapid Linear PMLC Model Feature-Driven Development Linear PMLC Model Considerations in Choosing a Variation Adapting and Integrating the Tools, Templates, and Processes for Maximum Effectiveness Incremental Project Management Life Cycle Definition 329 330 331 332 332 334 335 336 336 336 338 338 341 342 343 343 344 344 345 345 348 349 349 349 350 350 350 351 351 351 351 353 353 353 353 354 355 356 357 357 358 Characteristics Strengths Produces Business Value Early in the Project Enables You to Better Schedule Scarce Resources Can Accommodate Minor Scope Change Requests Between Increments Offers a Product Improvement Opportunity More Focused on Client Value Than the Linear PMLC Model Weaknesses The Team May Not Remain Intact Between Increments This Model Requires Handoff Documentation Between Increments The Model Must Follow a Defined Set of Processes You Must Define Increments Based on Function and Feature Dependencies Rather Than Business Value You Must Have More Client Involvement Than Linear PMLC Models An Incremental PMLC Model Takes Longer Than the Linear PMLC Model Partitioning the Functions May Be Problematic When to Use an Incremental PMLC Adapting and Integrating the Tools, Templates, and Processes for Maximum Effectiveness Putting It All Together Discussion Questions Chapter 10 Using Critical Chain Project Management What Is the Critical Chain? Variation in Duration: Common Cause versus Special Cause Statistical Validation of the Critical Chain Approach The Critical Chain Project Management Approach Step 1: Creating the Early Schedule Project Network Diagram Step 2: Converting the Early Schedule to the Late Schedule and Adding Resources Step 3: Resolving Resource Conflicts Establishing Buffers Defining Buffers Types of Buffers Project Buffers Feeding Buffers Resource Buffers Other Buffers Using Buffers Managing Buffers 359 359 359 359 360 360 360 360 361 361 361 362 363 363 363 364 364 365 367 369 370 370 371 373 373 374 374 375 375 376 376 376 376 376 377 377 Penetration into the First Third of the Buffer Penetration into the Middle Third of the Buffer Penetration into the Final Third of the Buffer Track Record of Critical Chain Project Management Putting It All Together Discussion Questions Chapter 11 Agile Project Management What Is Agile Project Management? Implementing APM Projects Fully Supported Production Versions of Partial Solutions Are Released to the End User Quarterly or Semi-Annually Intermediate Versions Are Released to a Focus Group Every 2-4 Weeks Co-Located APM Project Teams Cross-Project Dependencies Project Portfolio Management Iterative Project Management Life Cycle Definition of the Iterative PMLC Model Most of the Solution Is Clearly Known Likely to be Multiple Scope Change Requests Concern about Lack of Client Involvement Scoping Phase of an Iterative PMLC Model Planning Phase of an Iterative PMLC Model The Complete Plan for Building the Known Solution The Partial Plan for the High-Priority Functions Launching Phase of an Iterative PMLC Model Monitoring and Controlling Phase of an Iterative PMLC Model Closing Phase of an Iterative PMLC Model Characteristics The Solution Is Known, But Not to the Expected Depth Often Uses Iconic or Simulated Prototypes to Discover the Complete Solution Strengths Client Reviews Current Partial Solution for Improvement Can Process Scope Changes Between Iterations Adaptable to Changing Business Conditions Weaknesses Requires a More Actively Involved Client Than TPM projects Requires Co-Located Teams Difficult to Implement Intermediate Solutions Final Solution Cannot Be Defined at the Start of the Project 378 378 378 380 381 381 383 385 386 386 387 387 388 388 390 390 391 391 392 392 392 393 393 394 394 395 395 395 395 395 396 396 396 396 396 397 397 397 Types of Iterative PMLC Models Prototyping PMLC Model Rational Unified Process (RUP) When to Use an Iterative PMLC Model Intuitive to the Client Easily Engages the Client Immediate Feedback on the Effect of Solution Change Tolerant of Assessing and Evaluating the Impact of Alternatives No Fixed Deadline for Completion Adaptive Project Management Life Cycle Definition Scoping Phase of an Adaptive PMLC Model Planning Phase of an Adaptive PMLC Model Launching Phase of an Adaptive PMLC Model Monitoring and Controlling Phase of an Adaptive PMLC Model Closing Phase of an Adaptive PMLC Model Characteristics Iterative Structure Just-in-Time Planning Critical Mission Projects Thrives on Change through Learning and Discovery Strengths Does Not Waste Time on Non-Value-Added Work Avoids All Management Issues Processing Scope Change Requests Does Not Waste Time Planning Uncertainty Provides Maximum Business Value Within the Given Time and Cost Constraints Weaknesses of the Adaptive PMLC Model Must Have Meaningful Client Involvement Cannot Identify Exactly What Will Be Delivered at the End of the Project Types of Adaptive PMLC Models Adaptive Software Development (ASD) Adaptive Project Framework Client Situation Goal Objectives Solution Phase I: Needs Analysis Phase II: PMM High-level Design Phase III: PMM Detailed Design and Documentation Phase IV: PMM Implementation 397 398 400 403 403 403 404 404 404 404 404 406 406 407 407 408 408 409 409 409 409 409 410 410 410 410 411 411 411 411 412 414 444 444 444 444 445 445 445 446 Phase V: PMM Training Program Business Value and Selected Success Criteria Roles and Responsibilities Project Schedule Dynamic Systems Development Method (DSDM) Scrum When to Use an Adaptive PMLC Model Has the Client Had Successful Adaptive Project Experience Before? Will this First-Time Adaptive Project Client Be Meaningfully Involved? Has the Client Appointed a Qualified Co-Project Manager? Adapting and Integrating the APM Toolkit Scoping the Next Iteration/Cycle Planning the Next Iteration/Cycle Launching the Next Iteration/Cycle Monitoring and Controlling the Next Iteration/Cycle Closing the Next Iteration/Cycle Deciding to Conduct the Next Iteration/Cycle Closing the Project Putting It All Together Discussion Questions Chapter 12 Extreme Project Management What Is Extreme Project Management? Extreme Project Management Life Cycle Definition Characteristics High Speed High Change High Uncertainty Strengths Keeps Options Open as Late as Possible Offers an Early Look at a Number of Partial Solutions Weaknesses May Be Looking for Solutions in All the Wrong Places No Guarantee That Any Business Value Will Result from the Project Deliverables INSPIRE Extreme PMLC Model INitiate SPeculate Incubate REview What Is Emertxe Project Management? 446 447 447 448 449 450 454 454 455 456 456 456 457 458 458 459 459 459 460 460 463 464 464 464 465 465 465 466 466 466 466 466 467 467 467 469 473 477 479 480 The Emertxe Project Management Life Cycle When to Use an Emertxe PMLC Model Research and Development Projects Problem-Solution Projects Using the Tools, Templates, and Processes for Maximum xPM Effectiveness Scoping the Next Phase Planning the Next Phase Launching the Next Phase Monitoring and Controlling the Next Phase Closing the Phase Deciding to Conduct the Next Phase Closing the Project Putting It All Together Discussion Questions Part III Building an Effective Project Management Infrastructure Background of the Project Support Office Defining a Project Support Office Temporary or Permanent Organizational Unit Portfolio of Services Specific Portfolio of Projects Naming the Project Support Office Establishing Your PSO's Mission Framing PSO Objectives Exploring PSO Support Functions Project Support Consulting and Mentoring Methods and Standards Software Tools Training Staffing and Development Project Manager Resources Project Team Members Selecting PSO Organizational Structures Virtual versus Real Proactive versus Reactive Temporary versus Permanent Program versus Projects Enterprise versus Functional Hub-and-Spoke Understanding the Organizational Placement of the PSO 481 481 481 481 482 482 483 484 484 485 485 485 485 485 489 491 492 493 494 494 495 496 497 498 498 499 499 500 501 502 503 504 504 505 505 506 506 506 507 507 507 Chapter 13 Establishing and Maturing a Project Support Office Determining When You Need a Project Support Office The Standish Group Report User Involvement Executive Management Support Clear Business Objectives Agile Optimization Emotional Maturity Project Management Expertise Financial Management Skilled Resources Formal Methodology Tools and Infrastructure Spotting Symptoms That You Need a PSO Establishing a PSO PSO Stages of Maturity Growth Level 1: Initial Level 2: Repeatable Level 3: Defined Level 4: Managed Level 5: Optimized Planning a PSO The POS Planning Steps Facing the Challenges of Implementing a PSO Speed and Patience Leadership from the Bottom Up A Systems Thinking Perspective Enterprise-Wide Systems Knowledge Management Learning and Learned Project Organizations Open Communications Putting It All Together Discussion Questions Chapter 14 Establishing and Managing a Project Portfolio Management Process Introduction to Project Portfolio Management Portfolio Management Concepts What Is a Portfolio Project? What Is a Project Portfolio? What Is Project Portfolio Management? The Project Portfolio Management Life Cycle ESTABLISH a Portfolio Strategy Strategic Alignment Model Boston Consulting Group Products/Services Matrix 509 509 510 511 511 512 512 512 513 513 513 513 514 516 516 517 517 517 518 518 518 518 521 528 529 529 529 529 529 530 530 530 530 533 534 534 534 535 536 536 538 539 541 Project Distribution Matrix Growth versus Survival Model Project Investment Categories Model Choosing Where to Apply These Models EVALUATE Project Alignment to the Portfolio Strategy PRIORITIZE Projects and Hold Pending Funding Authorization Forced Ranking Q-Sort Must-Do, Should-Do, Postpone Criteria Weighting Paired Comparisons Model Risk/Benefit SELECT a Balanced Portfolio Using the Prioritized List Balancing the Portfolio Strategic Alignment Model and Weighted Criteria Project Distribution Matrix and Forced Ranking Model Graham-Englund Selection Model and the Risk/Benefit Matrix Balancing Using Partial Funding or Staffing of Projects MANAGE the Active Projects Project Status The Role of the Project Manager Reporting Portfolio Performance Schedule Performance Index and Cost Performance Index SPI and CPI Trend Charts Spotting Out-of-Control Situations Closing Projects in the Portfolio Attainment of Explicit Business Value Lessons Learned Roles and Responsibilities of the PSO in Portfolio Management Project Sponsor Portfolio Manager Proposal Intake and Evaluation Project Prioritization Selection Support to the Portfolio Manager Monitoring and Reporting to the Portfolio Manager Facilitate Project Review Sessions Preparing Your Project for Submission to the Portfolio Management Process A Revised Project Overview Statement Parts of the POS POS Attachments A Two-Step Submission Process 542 544 544 545 546 546 547 548 548 549 550 551 553 553 554 556 558 562 562 563 564 564 565 565 565 569 569 570 570 570 571 571 571 571 571 571 572 572 573 575 576 A New Submission Process Agile Project Portfolio Management Putting It All Together Discussion Questions Chapter 15 Establishing and Managing a Continuous Process Improvement Program Understanding Project Management Processes and Practices The Project Management Process How Was It Developed? How Complete Is It? How Is It Documented? How Is It Supported? How Is It Updated? The Practice of the Project Management Process Are All Project Managers Required to Use the Process? Can Project Managers Substitute Other Tools, Templates, and Processes as They Deem Appropriate? Is There a Way to Incorporate Best Practices into the Practice of the Project Management Process? How Are Project Managers Monitored for Compliance? How Are Corrective Action Steps Taken to Correct for Noncompliance? How Are Project Manager Practices Monitored for Best Practices? Defining Process and Practice Maturity Level 1: Ad hoc or Informal Level 2: Documented Processes Level 3: Documented Processes That Everyone Uses Level 4: Integrated into Business Processes Level 5: Continuous Improvement Measuring Project Management Process and Practice Maturity The Process Quality Matrix and Zone Map What Process Has Been Defined So Far? Step 1: Define the Process Step 2: Validate and Finalize the PQM Step 3: Establish Correlations Step 4: Establish Metrics Step 5: Assess Project Managers against the PMMA Step 6: Assess Maturity Levels Step 7: Plot Results on the PQM Zone Map Using the Continuous Process Improvement Model Phase 1: Foundation Develop Mission/Vision Statement 576 578 580 580 583 584 585 585 585 585 586 586 586 586 587 587 587 587 587 588 589 589 589 590 590 591 591 595 596 596 596 596 597 597 597 597 597 598 Identify CSFs Identify Business Processes Relate CSFs to Business Processes Phase 2: Assessment and Analysis Conduct Gap Analysis Select Knowledge Area or PM Process Identify Improvement Opportunities Analyze Improvement Opportunities Phase 3: Improvement Initiatives Define the Project Scope Plan Project Activities Schedule Project Work Monitor Project Progress Phase 4: Check Results Defining Roles and Responsibilities of the PSO Realizing the Benefits of Implementing a CPIM Applying CPIM to Business Processes Characteristics of Business Processes Process Effectiveness Process Efficiency Streamlining Tools Watching Indicators of Needed Improvement Documenting the "As Is" Business Process Envisioning the "To Be" State Defining the Gap between "As Is" and "To Be" Defining a Business Process Improvement Project Using Process Improvement Tools, Templates, and Processes Fishbone Diagrams and Root Cause Analysis Control Charts Flowcharting Histograms Pareto Analysis Run Charts Scatter Diagrams Force Field Analysis Trigger Values Putting It All Together Discussion Questions Basic Flow of Placing an Order Part IV Managing the Realities of Projects What Is a Distressed Project? 599 599 599 599 600 600 600 601 601 602 602 602 602 602 603 603 604 605 605 606 606 609 609 610 610 610 611 612 615 615 616 617 618 619 620 622 622 623 623 625 627 628 Chapter 16 Managing Distressed Projects Why Projects Become Distressed or Fail Poor, Inadequate, or No Requirements Documentation Inappropriate or Insufficient Sponsorship Complexity of Requirements Not Recognized Unwillingness to Make Tough Decisions Lag Time between Project Approval and Kick-Off No Plan Revision after Significant Cuts in Resources or Time Estimates Done with Little Planning or Thought Overcommitment of Staff Resources Inconsistent Client Sign-Off No Credibility in the Baseline Plan Unmanageable Project Scope Managing Distressed Projects Prevention Management Strategies Using Tools, Templates, and Processes to Prevent Distressed Projects Requirements Gathering WBS Construction Dynamic Risk Management Process Scope Change Management Process Milestone Trend Charts Earned Value Analysis Intervention Management Strategies Analyze Current Situation: Where Are We? Revise Desired Goal: Where Can We Go? Evaluate Options: How Can We Get There? Generate Revised Plan: How Will We Get There? Roles and Responsibilities of the PSO with Respect to Distressed Projects Analyzing the Current Situation Revising the Desired Goal Evaluating the Options Generating the Revised Plan Putting It All Together Discussion Questions Chapter 17 Managing Multiple Team Projects What Is a Multiple Team Project? Challenges to Managing a Multiple Team Project Working with Fiercely Independent Team Cultures Working with Different Team Processes Accommodating Competing Priorities Communicating within the Team Structure Establishing a Project Management Structure 629 629 629 629 630 630 630 631 631 631 631 631 632 632 632 633 634 634 635 636 637 639 639 644 647 649 650 652 652 652 653 653 653 655 655 657 658 658 659 659 659 Establishing One Project Management Life Cycle Building an Integrated Project Plan and Schedule Defining a Requirements Gathering Approach Establishing a Scope Change Management Process Defining the Team Meeting Structure Establishing Manageable Reporting Levels Sharing Resources across Teams Searching Out Your Second Classifying Multiple Team Projects Two Teams Update or Enhance and Global New and Global Multiple Teams Update or Enhance Update or Enhance and Global New New and Global Project Office Structure Project Office Characteristics Organize and Manage the Entire Project Develop the High-Level Project Plan in Collaboration with Team Managers Integrate and Coordinate the Project Plans of Each Team Maintain the Overall Project Schedule Monitor and Manage Resource Use Prepare and Distribute Project Status Reports Plan and Conduct Team Meetings Process Scope Change Requests Solve Problems Escalated from the Individual Project Teams Negotiate and Resolve Problems between Teams Project Office Strengths Coordinates the Work of Several Independent Teams Scales to Large Projects Managed from a Single Integrated Plan Integrated Resource Management Control Allows Teams to Maintain Their Practices Project Office Weaknesses Requires Management Across Disparate Practices Requires Team Members to Manage Competing Priorities May Involve a Cumbersome Scope Change Management Process When to Use a PO Core Team Structure Core Team Characteristics 659 660 660 661 661 661 662 662 662 662 663 663 663 663 664 664 664 664 665 666 666 666 666 666 666 667 667 667 667 667 667 668 668 668 668 669 669 669 669 670 670 670 Advise Each Team on Technical Matters Provide Subject Matter Expertise on Enterprise Systems and Processes Support Each Team as Requested and as Needed Collaborate with and Advise the CT Manager as Requested Negotiate and Help Resolve Inter-Team Problems Core Team Strengths Enables the CT Manager to Select CT Members Provides the Best Available Advice to the CT Manager Coordinates the Work of Several Teams Lends Support and Credibility to the Decisions of the CT Manager Assigns Core Team Members 100 Percent to This Project Takes Advantage of the Most Experienced SMEs Allows Teams to Retain Their Business Unit Practices Core Team Weaknesses May Not Scale to the Larger Projects Does Not Necessarily Integrate Individual Team Plans Must Manage across Disparate Practices How to Deal with Divided Loyalties Repeatedly Uses the Same SMEs When to Use a CT Super Team Structure Super Team Characteristics Organize and Manage the Project Develop the Project Plan Maintain the Overall Project Schedule Monitor and Manage Resource Utilization Prepare and Distribute Project Status Reports Plan and Conduct Team Meetings Process Scope Change Requests Super Team Strengths Manages from a Single Integrated Source Scales to Large Projects Integrates Resource Management Control Standardizes on a Set of Tools, Templates, and Processes Super Team Weaknesses The Difficulty in Establishing Standardization Team Members Have to Decide among Competing Priorities When to Use an ST Putting It All Together Discussion Questions 671 673 673 673 673 673 674 674 674 674 674 675 675 675 675 676 676 676 676 676 677 678 679 680 680 680 680 680 680 681 681 681 681 681 682 682 682 682 683 684 Epilogue: Putting It All Together Finally What Business Situation Is Being Addressed? What Do You Need To Do? Experience Acquisition On-the-job Training Off-the-job Training Professional Activities What Will You Do? How Will You Do It? How Will You Know You Did It? How Well Did You Do? Where Do You Go from Here? -- A New Idea to Consider The PM/BA Position Family Team Member Task Manager Associate Manager Senior Manager Program Manager Director Using the PM/BA Landscape for Professional Development What Might a Professional Development Program Look Like? Experience Acquisition On-the-Job Training Off-the-Job Training Professional Activities Using the POP Career Planning Using the BA/PM Landscape Putting It All Together Appendix A What's on the Web Site? Appendix B Bibliography Index 685 686 686 686 687 687 687 688 688 688 688 688 689 692 692 693 694 695 696 697 697 698 699 699 699 700 701 703 705 707 719

There are no comments for this item.

Log in to your account to post a comment.
Koha 18.11 - INSEAD Catalogue
Home | Contact Us | What's Koha?