Index
Numbers
15% completion rule, 140
“90% done” phenomenon, 151
A
absorption of projects, 323
AC (Actual Costs), 148
acceptance criteria, 54, 63, 161
acceptance of risk, 199
access controls, 175
accuracy levels for work estimation, 99
acquisition of resources, 64
action, 138
active listening, 26
Actual Costs (AC), 148
adaptability, 9
agendas (meeting), 252
Agile Hybrid Project Pro (AHPP), 406
Agile Metrics, 406
agile project management, 17, 382–386
AHPP (Agile Hybrid Project Pro), 406
aligner role, 227
alignment of projects, 35, 294
allocation of resources, 117
Alternative Project Approaches section (Project Definition documents), 50
analogous (top-down) estimating, 97
Ansible, 387
approach and life cycle, 10
Approvals section (change request forms), 164
assigned resources, displaying in Microsoft Project, 348–349
assignments, 284
assumptions
avoidance of, 266
defined, 209
role in expectation management, 267
Assumptions section (Project Definition documents), 49
audio conferencing, 249
Audits section (CM Plans), 181
autolinked tasks (Microsoft Project), 338
avoidance of risk, 199
B
BAC (Budget at Completion), 149
backlogs, 385
backups, repository, 177
baselines
in Microsoft Project, 329, 332, 336
BEPCP (Built Environment Project Communication Pro), 406
best practices
configuration management, 175–180
project communications
communications option, 247–250
email and text-only communication, 250–251
general communications management, 245–247
status reporting, 252
work estimation, 99
big-picture scope, 386
BOM (Bill of Materials), 82
bottom-up estimating, 97
breach of contract, 322
Budget at Completion (BAC), 149
budgets
accuracy level of, 99
BAC (Budget at Completion), 149
initial budget development, 130
project costs, sources of, 126–129
role in expectation management, 267
as source of risk, 205
buffers
efficiency of, 398
including in budgets, 126
project buffers, 397
resource buffers, 398
build/release process, 178
Built Environment Project Communication Pro (BEPCP), 406
bulldog role, 25
business drivers, shifts in, 161
business management skills, 26
business risk factors, 203
buyer organizations, management of, 307–309
Buzan, Tony, 402
C
calendars (Microsoft Project), 328–330
calmness under pressure, 28
CAPM (Certified Associate Project Management Professional), 404
CCB (change control board), 165
CCPM (critical chain project management), 100, 397–399
CD-P (Citizen Developer Practitioner), 406
central information repository
establishing, 175
updating, 319
eligibility for, 414
PMP exam tips
2021 PMP Exam scope and structure, 414–418
“context” differences, 420–421
exam preparation strategies, 427–428
exam topics not covered by PMBOK, 426–427
“experience” differences, 421–422
key resources, 430
new or increased emphasis tasks, 415–418
PMI PMP Examination Content Outline, 427
PMI’s vision of project management, 423–424
question types and formats, 419–420
terminology differences, 422–423
Scaled Agile Framework (SAFe), 406
Scrum Alliance, 406
Certified Associate Project Management Professional (CAPM), 404
challenges of project management
lack of schedule detail, 364–365
project management “lite” cultures, 362–364
change (project)
CCB (change control board), 165
change control management
change control plans, 70
defined, 139
lack of, 37
role in expectation management, 268
change request tracking logs, 165
configuration management, relationship with, 158–159
costs of, 129
management fundamentals for, 159–160
organizational change management, relationship with, 158–159
overview of, 156
planning for, 159
principle statement, 9
project change control systems
advantages of, 159
guidelines for, 163
scope creep and, 156
types of, 157
unplanned scope changes, causes of, 161–162
change agents, 18
change control board (CCB), 165
Change Information section (change request forms), 164
tracking logs, 165
Change Working Time option (Microsoft Project), 338
charters (team), 282
charts
checklists
project definition, 52
Citizen Developer Practitioner (CD-P), 406
clarity, importance of, 36, 152, 243, 278, 307, 309, 366
client acceptance, documenting, 318–319
client interactions, 283
Closing process group, 6
closure, meeting, 253
closure, project
contract termination, 322
key principles, 318
overview of, 317
project end checklist, 318–320
collaboration, 15
collaborative development, 384
fostering on project teams, 281
project/team collaboration tools, 250
tools for, 18
building issue logs with, 190
web-based project management, 399–401
collapse of projects, 322
collocation, 282
color-coding reports, 252
commitment
of project teams, 278
from resource managers, 294
communications management
communications options, 247–250
communications plans, 41, 70, 267
cross-cultural projects, 296–297
cross-functional projects, 293–296
description of, 7
email and text-only communication, 250–251
general communications management, 245–247
importance of, 240
interpersonal skills, 253–254, 255–256
obstacles to, 14
overcommunication, 160
overview of, 237
political implications, 244
poor communication, 36
proactive communication, 244
push/pull, 246
skills, 26
status reporting, 252
team differences, managing, 291–292
virtual projects, 299
compelling communication, 243
competing demands, 14
completion criteria
challenges of, 151
identification of, 377
lack of, 37
role in expectation management, 268
completion of projects, 322
comprehensive budgets, 125
compressing project schedules, 117–118
computer-based training, 408
conceptual understanding questions (PMP exam), 419
conciseness, importance of, 243
conferences, PMI special interest group, 408
confidentiality agreements, 374
configuration management
challenges of, 182
project change, relationship with, 158–159
conflicts
reduction of, 240
resolution of, 283
resource, 36
consensus (team) estimating, 99
consistency
importance of, 243
as leadership skill, 232
constraints
defined, 209
project definition, 49
role in expectation management, 267
Constraints section (Project Definition documents), 49
“context” differences (PMP exam), 420–421
context understanding, 28
contingency buffers, 366
legality of, 311
terminating, 322
types of, 312
Contractual WBS (CWBS), 82
copy feature (Project 2010), 353
Copy Picture function (Microsoft Project), 333–334, 345
corporate governance processes, 18, 392–394
cost management
budgets
initial budget development, 130
sources of project costs, 126–129
description of, 7
time and cost accounting logistics, 150–151
Cost Performance Index (CPI), 149
Cost Reimbursable (CR) contracts, 312–314
Cost Variance (CV), 149
courtesy, importance of, 243
CPI (Cost Performance Index), 149
CR (Cost Reimbursable) contracts, 312–314
critical chain project management (CCPM), 100, 397–399
critical paths, 338
critical success factors, 260–263
Crosby, Philip, 214
cross-cultural projects, 296–297
cross-functional projects, 293–296
cross-functional teams, 18
culture
cross-cultural projects, 296–297
organizational culture, 140
custom fields (Microsoft Project), 330
customer value-driven approaches, 383
customer-service orientation, 28, 216, 219
CV (Cost Variance), 149
CWBS (Contractual WBS), 82
cybersecurity threats, 17
D
DAC (Disciplined Agile Coach), 405
daily standup, 385
DASM (Disciplined Agile Scrum Master), 405
DASSM (Disciplined Agile Senior Scrum Master), 405
databases
Microsoft Project
autolinked tasks, 338
Copy Picture function, 333–334, 345
custom fields, 330
filters, 335
Gantt Bar format, 333
milestones, 339
new project best practices, 336–340
project scheduling with, 348–350
Show Outline feature, 335
task display, 333
timescale, 333
WBS (work breakdown structure), 334
pros and cons of, 190
dates, entering into Microsoft Project, 327, 337
DAVSC (Disciplined Agile Value Stream Consultant), 405
definitive accuracy level, 99
deliverables, managing
challenges of, 182
configuration management plans, 172, 180–182
defined, 172
deliverable summary, 42
focus and outcomes, 11
managing to, 364
pre-verifying, 220
transitioning to owner, 319
Deming, W. Edwards, 214
dependencies
defined, 209
deployments
product/system release deployment process, 178
verifying, 208
deterioration of projects, 323
development versus operations, 178–179
diagrams, network, 119
differences, managing
cross-cultural projects, 296–297
cross-functional projects, 293–296
management principles, 290–293
difficult resources, managing, 368–369
direct audio (telephone) communication, 248
directory structure, 175–176, 180
Directory Structure section (CM Plans), 180
discipline, 187
Disciplined Agile Coach (DAC), 405
Disciplined Agile Scrum Master (DASM), 405
Disciplined Agile Senior Scrum Master (DASSM), 405
Disciplined Agile Value Stream Consultant (DAVSC), 405
displacement of projects, 322
disposal costs, 129
distributed teams, 152
Docker, 387
documents
assumptions, 126
Project Definition documents, 40, 48
validating, 62
project plans
alternate terms for, 422
description of, 80
plan for communications, 69
plan for issues, 69
plan for procurements, 69
plan for quality, 69
plan for team management, 69
review and acceptance process, 71
rolling wave planning, 58
supplemental components, 69–71
domains, performance. See performance domains
“done”366
double reverse logic questions (PMP exam), 419
Drawing Tools (Project 2010), 353
Duran, Joseph, 214
dysfunctional relations, 294
E
EAC (Estimate at Completion), 149
Earned Value (EV), 148
Earned Value Management (EVM), 147–150, 398–399
effective leadership, elements of, 231–233
effort distribution estimating, 97
email (electronic mail), 248, 250–251
end dates, entering into Microsoft Project, 327, 337
ending projects
contract termination, 322
key principles, 318
overview of, 317
project end checklist, 318–320
epic scope, 384
equipment costs, 128
escalation procedures, 144, 188
Estimate at Completion (EAC), 149
Estimate to Complete (ETC), 149
estimating project work
accuracy levels, 99
challenges of, 15
expectation management and, 267
role in overall planning process, 92–94
ETC (Estimate to Complete), 149
EV (Earned Value), 148
evaluation process (vendors), 372–374
EVM (Earned Value Management), 147–150, 398–399
exam tips (PMP)
2021 PMP Exam scope and structure, 414–418
“context” differences, 420–421
exam preparation strategies, 427–428
exam topics not covered by PMBOK, 426–427
“experience” differences, 421–422
key PMI assumptions and themes, 425–426
key resources, 430
new or increased emphasis tasks, 415–418
PMI PMP Examination Content Outline, 427
PMI’s vision of project management, 423–424
question types and formats, 419–420
terminology differences, 422–423
excellence, striving for, 233
exception-based reporting, 252
Executing process group, 6
execution of projects, expectation management and, 262, 265–266
expectation management, 240
control and execution elements, 268
multiple expectations, 13
for project control, 140
for project quality, 216
for project teams, 279
reality/perception balance, 259
requirements management, 270–273
team expectations, 279
value of, 258
expense versus capital, 128
“experience” differences (PMP exam), 421–422
expert judgement, 98
expertise, leveraging, 220, 283
external risk factors, 203
extreme programming (XP), 385
F
face-to-face communication, 248
facilitating meetings, 253
facilitator role, 24, 227, 232
facilities, as source of risk, 202
15% completion rule, 140
File Naming Conventions section (CM Plans), 181
file-naming conventions, 176, 181
filters (Microsoft Project), 335
finalization of budgets, 130–131
Fixed Price (FP) contracts, 312–314
focus
maintaining, 279
in project managers, 28
footers (Microsoft Project), 338
forecasting, 145
formal signoffs, 143, 166, 167, 268
forms, change request, 42, 163–165
FP (Fixed Price) contracts, 312–314
functional leaders, 293
funding, as source of risk, 202
G
Gantt Bar format (Microsoft Project), 333, 344
Gantt charts, 119, 333, 344, 422
gatekeepers, 175
general communications management, 245–247
general options, in project checklist, 52–53
GitHub, 387
GitLab, 387
Goals and Objectives section (Project Definition documents), 49
governance process, 396
Greenleaf, Robert, 234
Group By feature (Microsoft Project), 335–336
H
hammock tasks, 350
headers (Microsoft Project), 338
Health Insurance Portability and Accountability Act (HIPAA), 18, 389–391
healthy paranoia, 196
Help menu (Microsoft Project), 327
heuristic estimating, 97
hidden work, 151
high-maintenance staff, 286
high-performing teams, traits of, 278
HIPAA (Health Insurance Portability and Accountability Act), 18, 389–391
historical information, 98
I
“I need to change careers” questions (PMP exam), 420
identification of risk, 197, 207
identification of work products, 174
Identification section (change request forms), 164
impact assessment, 164, 168, 198, 261–263
Impact Assessment section (change request forms), 164
independent QA auditors, 144, 218
initial budget development, 130
Initiating process group, 6
instant messaging, 249
insurance agent role, 25
integration management, 6
intensity with a smile, 28
interim milestones, 367
Internet of Things (IoT), 17
IoT (Internet of Things), 17
administrators, 188
special situations in, 192
visibility of, 192
issue management
defined, 139
escalation procedures, 188
issue resolution, 152
plan for, 69
risk management, 209
role in expectation management, 268
special situations in, 192
iterative development, 125, 382–383
J
Jenkins, 387
Jira, 387
JUnit, 387
K
Keyword Conventions section (CM Plans), 181
kickoff meetings, 268–270, 282, 294, 297
knowledge areas (PMBOK Guide), 6–7
Kubernetes, 387
L
leadership skills
for cross-cultural projects, 296–297
for cross-functional projects, 293–296
effective leadership, elements of, 231–233
functional leaders, 293
importance of, 26
principle statement, 9
project leadership areas, 228–230
servant leadership approach, 234–235, 291
shared leadership, 285
legality of contracts, 311
Level Only with Available Slack checkbox, 429
leveling resources, 117
librarian role, 25
license costs, 129
listening, active, 26
LoadRunner, 387
logs, project, 42
change request tracking logs, 165
administrators, 188
special situations in, 192
visibility of, 192
risk registers, 200
M
management reserve, 126
management support, lack of, 35
marketability, improving, 280
materials, bill of (BOM), 82
materials costs, 128
Maven, 387
measurement, focus and outcomes, 11
meetings
daily standup, 385
retrospectives, 385
status, 142
time management in, 282
memorization questions (PMP exam), 419
mentoring, 407
metrics, 377
micro-credentials (PMI), 406, 407
Microsoft Project
autolinked tasks, 338
Copy Picture function, 333–334, 345
custom fields, 330
files, 59
filters, 335
Gantt Bar format, 333
milestones, 339
new project best practices, 336–340
project scheduling with, 348–350
Show Outline feature, 335
tables, 327
task display, 333
timescale, 333
WBS (work breakdown structure), 334
milestones
importance of, 143
interim, 367
managing to, 364
in Microsoft Project, 339
role in expectation management, 268
Mindjet MindManager, 115
mini-milestones, 367
minimizing
scope changes, 160
minutes of meetings, 253
missing cost categories, 131
mitigation of risk, 199
mobile applications, 17
modified WBS (work breakdown structure), 119
Monitoring and Controlling process group, 6, 137
Move Project feature (Project 2010), 353
multicultural teams, 18
multiple expectations, 13
must-have functionality, 366
mutual agreement, contract termination by, 322
N
Nagios, 387
NDA (nondisclosure agreements), 374
network diagrams, 119
New Tasks Created Scheduling Option to Auto Schedule setting (Microsoft Project), 338
“90% done” phenomenon, 151
nondisclosure agreements (NDA), 374
notebooks, project, 42
note-taking during meetings, 253
O
OBS (Organizational Breakdown Structure), 82
open-book approach, 374
operational costs, 129
operations
order of magnitude accuracy level, 99
organization
culture of, 140
OBS (Organizational Breakdown Structure), 82
organizational change management, 158–159
organizational impacts, 15
as source of risk, 202
Organizational Breakdown Structure (OBS), 82
Organizational Change Issues section (Project Definition documents), 50
organizational résumé, 320
Organizational Transformation Foundation (OTF), 406
Organizational Transformation Implementation (OTI), 406
Organizational Transformation Orchestration (OTO), 406
organizer role, 24
orientation of team members, 284
OTF (Organizational Transformation Foundation), 406
OTI (Organizational Transformation Implementation), 406
OTO (Organizational Transformation Orchestration), 406
Out-of-Scope Specifications section (Project Definition documents), 49
overcommunication, 160
overhead costs, 129
P
Page Setup (Microsoft Project), 338, 345
parametric estimating, 98
paranoia, 28
Parkinson’s Law, 398
passion, controlled, 28
paste feature (Project 2010), 353
PBS (Project Breakdown Structure), 82
PDA (prevention, detection, and action), 137–138
PDF output (Project 2010), 353
people-focused project management, 28, 384
perception/reality balance, 259
performance of project teams
high-performing teams, traits of, 278
management principles for, 279–282
performance evaluations, 320
problem situations with, 285–287
team differences
cross-cultural projects, 296–297
cross-functional projects, 293–296
management principles for, 290–293
performance reporting, 138, 145–146
Personally Identifiable Information (PII), 390
persuader role, 24
PERT (weighted average), 99
PfMP (Portfolio Management Professional), 404
PgMP (Program Management Professional), 404
phased deployment, 208, 307–308, 367, 383
phased estimating, 98
PHI (Protected Health Information), 390
PII (Personally Identifiable Information), 390
plan-do-review model, 384
Planned Value (PV), 148
Planning process group, 6
plans
configuration management, 180–182
expectation management, 266–267
focus and outcomes, 10
inadequate planning, 37
investment in, 140
Planning process group, 6
project, 42
alternate terms for, 422
description of, 80
plan for communications, 69
plan for issues, 69
plan for procurements, 69
plan for quality, 69
plan for team management, 69
rolling wave planning, 58
supplemental components, 69–71
quality management, 41, 216, 219
relationship with project definition, 47
response, 198
staffing management, 41
team planning, 279
work, 80
PMBOK Guide - Seventh Edition, 5
PMBOK Guide - Sixth Edition, 5
exam topics not covered by PMBOK, 426–427
process groups, 5
updates to, 8
PMI (Project Management Institute)
certifications. See certifications
key assumptions and themes, 425–426
key resources, 430
PMI Disciplined Agile (DA) tool kit, 405
PMI Project Management Ready, 404
project management, definition of, 5
projects, definition of, 3
special interest group conferences, 408
standards documents, 19
vision of project management, 423–424
PMI-ACP (PMI Agile Certified Practitioner), 382, 404
PMI-PBA (PMI Professional in Business Analysis), 404
PMI-RMP (PMI Risk Management Professional), 404
PMI-SP (PMI Scheduling Professional), 405
PMOs (project management offices), 106
successful PMOs, traits of, 392–394
PMP (Project Management Professional) certification, 16, 404
eligibility for, 414
exam tips
2021 PMP Exam scope and structure, 414–418
“context” differences, 420–421
exam preparation strategies, 427–428
exam topics not covered by PMBOK, 426–427
“experience” differences, 421–422
key resources, 430
new or increased emphasis tasks, 415–418
PMI PMP Examination Content Outline, 427
PMI’s vision of project management, 423–424
question types and formats, 419–420
terminology differences, 422–423
police officer role, 25
Policies and Standards section (Project Definition documents), 50–51
political implications of communication, 244
Portfolio Management Professional (PfMP), 404
Portfolio Project Management (PPM), 47, 395–396
preallocated budgets, 131
Preliminary Cost, Schedule, and Resource Estimates section (Project Definition documents), 51
preliminary schedules, building, 115–116
presenting project schedules, 119
prevention, 137
pre-verifying deliverables, 220
price wars, 36
priorities
focus on, 139
risk, 198
proactive communication, 244
proactive project management, 59
probability
determining, 197
probability/impact matrix, 201
Process and Procedures section (CM Plans), 181
process dependencies, 308
process groups (PMBOK Guide), 5–6
procurement management, 139
description of, 7
product backlog, 268
product management, 17
Product Owners
definition of, 30
project managers versus, 30–31
productivity, facilitating, 280
products, 4
product/system release deployment process, 178
Program Management Professional (PgMP), 404
progress
facilitating, 232
tracking, 38
project acceptance criteria, 161
project alignment, 294
project approach, 54
project definition checklist, 54
role in expectation management, 267, 268
Project Breakdown Structure (PBS), 82
project budgets
initial budget development, 130
as source of risk, 205
sources of project costs, 126–129
project buffers, 397
Project calendars (Microsoft Project), 328–329
project cancellation, 147
project change
CCB (change control board), 165
change request tracking logs, 165
configuration management, relationship with, 158–159
management fundamentals for, 159–160
organizational change management, relationship with, 158–159
overview of, 156
project change control systems
advantages of, 159
guidelines for, 163
scope creep and, 156
types of, 157
unplanned scope changes, causes of, 161–162
project change control systems
advantages of, 159
guidelines for, 163
project closure
contract termination, 322
key principles, 318
overview of, 317
project end checklist, 318–320
project communications
communications options, 247–250
description of, 7
email and text-only communication, 250–251
general communications management, 245–247
importance of, 240
overview of, 237
political implications of, 244
proactive communication, 244
push/pull, 246
status reporting, 252
Project Context section (Project Definition documents), 49
project control
action, 138
EVM (Earned Value Management), 147–150
management fundamentals for, 139–141
performance reporting, 145–146
prevention, 137
Project Definition documents, 40, 48
role in expectation management, 267
validating, 62
project definition process
advantages of, 165
project definition checklist, 52
acceptance, 54
other items, 54
project approach, 54
scope, 53
stakeholders, 54
Project Definition documents, 40, 48
recommended additions to, 50–51
role in expectation management, 267
questions to ask, 46
relationship with project planning, 47
as source of risk, 205
project deliverables, managing
challenges of, 182
configuration management plans, 172, 180–182
defined, 172
Project Dependencies section (Project Definition documents), 49
project end checklist, 318–320
project execution, expectation management and, 261–263
Project Information dialog (Microsoft Project), 337
project integration management, 6
project issue management best practices, 191–192
escalation procedures, 188
special situations in, 192
project management
CCPM (critical chain project management), 397–399
lack of schedule detail, 364–365
project management “lite” cultures, 362–364
collaboration, 18
definition of, 2
knowledge areas, table of, 6–7
online resources, 19
portfolio project management, 47
web-based project management, 399–401
project management “lite” cultures, 362–364
Project Management Offices (PMO), 18
Project Management Professional. See PMP (Project Management Professional) certification
project managers
common mistakes of, 29
definition of, 30
inadequate managers, 37
project notebooks, 42
project organization charts, 41, 65, 267
project phases, managing to, 365
project plans
alternate terms for, 422
description of, 80
plan for communications, 69
plan for issues, 69
plan for procurements, 69
plan for quality, 69
plan for team management, 69
review and acceptance process, 71
role in expectation management, 267
rolling wave planning, 58
as source of risk, 205
supplemental components, 69–71
project quality management
definition of quality in, 214–215
description of, 7
tools and techniques for, 217–219
unique aspects of, 215
challenges of
lack of schedule detail, 364–365
compared to WBS (work breakdown structure), 79–82
description of, 80
preliminary schedules, building, 115–116
presenting, 119
reality checks, performing, 116–117
role in expectation management, 267
scheduling software, 115
short-term schedules, 383
task relationships, determining, 113–115
project scope management, 6
project size, as source of risk, 201
project solver role, 24
project teams
high-performing teams, traits of, 278
management principles for, 279–282
problem situations with, 285–287
project/team collaboration tools, 250
as source of risk, 203
team differences
cross-cultural projects, 296–297
cross-functional projects, 293–296
management principles for, 290–293
project work, focus and outcomes, 10
projects
versus products, 4
projects, definition of, 2
Protected Health Information (PHI), 390
protection of work products, 175
pull communications, 246
Purpose section (Project Definition documents), 48–49
push communications, 246
PV (Planned Value), 148
Q
QA auditors, 144, 208, 218, 308
quality management, 139
definition of quality in, 214–215
description of, 7
quality management plans, 41
role in expectation management, 268
tools and techniques for, 217–219
unique aspects of, 215
quartermaster role, 24
R
RACI matrix, 64
RASIC matrix, 64
RBS (Resource Breakdown Structure), 82
readiness checkpoints, 377
reality checks, performing, 116–117
reality/perception balance, 259
Recommended Project Approach section (Project Definition documents), 50
References to Supporting Documents section (Project Definition documents), 51
referrals/references, requesting, 320
Relation to other CM Plans section (CM Plans), 181
relationships
building, 244
between tasks, determining, 113–115
Reporting section (CM Plans), 181
reports
color-coding, 252
Microsoft Project reporting, 342–347
performance reporting, 138, 145–146
backups, 177
central information repository
establishing, 175
updating, 319
Repository section (CM Plans), 180
Requester Information section (change request forms), 164
requirements definition, 38, 161–162
requirements management, 40, 139
guidelines for, 273
principles of, 272
requirements as source of risk, 202
requirements definition, 161–162, 295
requirements traceability matrix, 143
role in expectation management, 268
requirements traceability matrix, 143, 217, 268
Resource Breakdown Structure (RBS), 82
resource buffers, 398
Resource calendars (Microsoft Project), 328–329
resource dependencies, 308, 310
resource leveling, 117, 334, 340–342
resource management
acquisition of resources, 64
description of, 6
in Microsoft Project, 334, 338, 340–342, 348–350
plans, 71
resource buffers, 398
resource conflicts, 36
resource needs, determining, 63
resource schedules, updating, 319
resource managers, commitment from, 294
resource overallocation, detecting in Microsoft Project, 334
responsibility matrix, 41, 64, 70, 267
résumés
organizational, 320
personal, 320
retrospectives, 385
reviews
problems to avoid, 271
of projects, 142
review/revision/approval process, 175
role in expectation management, 268
rewards, 281
risk, definition of, 209
risk management, 139
agile approaches, 384
assumptions, 209
buy-in, 198
constraints, 209
defects, 209
dependencies, 209
description of, 7
identification of risk, 197
impact assessment, 198
issues, 209
monitoring, 198
principle statement, 9
prioritization of risk, 198
probability, determining, 197
response plans, 198
risk assessment, 200
risk factors, 99
risk level, scaling process to, 371–372
risk registers, 200
role in expectation management, 268
assumptions and constraints, 203, 205
business factors, 203
change impact, 202
external factors, 203
facilities, 202
funding, 202
organization, 202
project definition, 205
project schedules, 205
project size/complexity, 201
schedule, 202
sponsorship, 202
stakeholder involvement, 202
team, 203
technology, 203
vendors and suppliers, 203
WBS (work breakdown structure), 205
terminology, 209
unacknowledged risks, 206
undetected risks, 206
risk qualitative analysis, 207
risk registers, 200
risk response plans, 41, 71, 207
Risks section (Project Definition documents), 50
roles
clarification of, 307
of project managers, 24–25, 226–227
updating in project plans, 64–65
Roles and Responsibilities section (CM Plans), 181
rolling wave planning, 58
S
savvy, 28
Scaled Agile Framework (SAFe) certifications, 406
Scaled Agile, Inc.406
challenges of
lack of schedule detail, 364–365
description of, 7
project schedules
description of, 80
preliminary schedules, building, 115–116
presenting, 119
reality checks, performing, 116–117
task relationships, determining, 113–115
resource schedules, updating, 319
scheduling software, 115
short-term schedules, 383
Schedule Performance Index (SPI), 149
Schedule Variance (SV), 149
scheduling software, 115
scope creep, 156
big-picture scope, 386
description of, 6
project definition checklist, 53
scope changes, minimizing, 160
scope creep, 156
scope statement, 267
unplanned scope changes, causes of, 161–162
Scope Specifications section (Project Definition documents), 49
Scrum, 385
Scrum Alliance certifications, 406
Scrum Guide, 30
Scrum Masters
definition of, 30
project managers versus, 30–31
selection process (vendors), 370–375
self-control, 233
seller organizations, management of, 309–310
The Servant as Leader (Greenleaf), 234
servant leadership, 18, 234–235, 291
short duration detail plans, managing to, 365
shortening project schedules, 117–118
short-term schedules, 383
Show Outline feature (Microsoft Project), 335
Show Project Summary Task checkbox (Microsoft Project), 337
signoffs, formal, 143, 166, 167, 268
simulations, 408
situational questions (PMP exam), 419
SMEs (subject matter experts), 385
smoke tests, 222
social media, 17
social networking tools, 250
SPI (Schedule Performance Index), 149
Splunk, 387
sponsorship, project, 202, 293
spreadsheets, 190
staffing management plans, 41
stakeholders
buy-in, 36
definition of, 13
educating, 160
education of, 160
engagement of, 166
expectation management
control and execution elements, 268
project planning elements, 266–267
reality/perception balance, 259
requirements management, 270–273
value of, 258
focus and outcomes, 9
management of, 7
perspective of, 231
principle statement, 8
project definition checklist, 54
as source of risk, 202
Stakeholders section (Project Definition documents), 50
standards
quality standards, 218
standards documents, 19
start dates, entering into Microsoft Project, 327, 337
status checks, frequency of, 152
Status Information section (change request forms), 164
status meetings, 142
stewardship principle statement, 8
stories, 384
story problem questions (PMP exam), 419
strategic and business management, 26
student syndrome, 398
subject matter experts (SMEs), 385
Success Criteria section (Project Definition documents), 49
successful projects
surprises, avoiding, 146
SV (Schedule Variance), 149
synergy of project teams, 278, 281
systems thinking, 8
T
T&M (Time and Materials) contracts, 312–314
Table menu (Microsoft Project), 327
tables (Microsoft Project), 327
Targets section (CM Plans), 180
Task calendars (Microsoft Project), 328–329
Task Display format (Microsoft Project), 333
Task Inspector (Project 2010), 352
tasks
assignments, 284
defined, 385
entering into Microsoft Project, 338
hammock tasks, 350
relationships, determining, 113–115
Tasks Will Always Honor Their Constraint Dates checkbox (Microsoft Project), 338
teacher role, 233
team (consensus) estimating, 99
Team Planner (Project 2010), 352
teams
focus and outcomes, 10
focusing effort of, 366
high-performing teams, traits of, 278
management principles for, 279–282
principle statement, 8
problem situations with, 285–287
project/team collaboration tools, 250
as source of risk, 203
team differences
cross-cultural projects, 296–297
cross-functional projects, 293–296
management principles for, 290–293
vendor, 308
virtual, cross-functional, and multicultural, 18
technical project management, 26
technology
shifts in, 161
as source of risk, 203
technical difficulties, impact of, 38
technical knowledge, 26
telephone communication, 248
templates, 217
terminating
contracts, 322
terminology differences, 422–423
prioritization of, 367
risk management and, 208
smoke tests, 222
text wrap (Project 2010), 353
texting, 249
text-only communication, 250–251
threats, cybersecurity, 17
Time and Materials (T&M) contracts, 312–314
timeboxing, 383
timeline summary, 119
Timeline View (Project 2010), 351
time-phased budgets, 125
timescale (Microsoft Project), 333, 344
time-zone conventions, 299
tools
collaboration
building issue logs with, 190
web-based project management, 399–401
project/team collaboration, 250
requirements management, 401–402
social networking, 250
Tools section (CM Plans), 181
top-down (analogous) estimating, 97
top-down summary tasks (Project 2010), 352
total lifecycle, budgets and, 125
trace requirements, 165
tracking
transference of risk, 200
transition plans, 321
travel costs, 129
triple constraint of project management, 14–15
troubled projects, common reasons for, 35–38
trust
earning, 231
in project teams, 278
U
unacknowledged risks, 206
uncertainty, 11
undetected risks, 206
unique identification numbers, 165
unknown costs, 129
unplanned scope changes, 161–162
unstated expectations, 271
updating resource schedules, 319
“use the pencil” questions (PMP exam), 419–420
user-controlled scheduling (Project 2010), 351–352
V
variance management plans, 71
vendor management, 18
management principles for, 304–307
vendors as source of risk, 203
verification
of deployments, 208
version numbering, 176
videoconferencing, 248
visual indicators (Microsoft Project), 330–331
Visual Scope Summary section (Project Definition documents), 51
visualizing goals, 231
voice mail, 248
W
walkthrough of project schedules, 118–119
WBS (work breakdown structure)
need for, 87
compared to project schedule, 79–82
in Microsoft Project, 334
modified WBS, 119
project plans versus, 58
role in expectation management, 267
as source of risk, 205
terminology used for, 80
weaknesses, compensating for, 233
web-based project management, 399–401
weighted average (PERT), 99
win-win relationships, 306, 368
word processors, 190
work decomposition process, 84
work estimation
accuracy levels, 99
challenges of, 15
role in overall planning process, 92–94
work management tools, 18
work plans, 80
workflow process, 294
X-Y-Z
XP (extreme programming), 385
XPS output (Project 2010), 353