Index
A
B
C
- Calendar of tasks and activities, 143–148
- Cause-to-effect relationships, 418
- Chaos, and people (in action), 374–378
- Cluster analysis, 280, 290, 360–362
- Collaboration, and people (main constructs), 285–287
- Commitment, and people (in action), 322–325
- Comparative tables, and power, 415
- Compliance and resistance, 301–303
- Conflicts, and people (in action)
- Constraints, 22
- Contemporary teams, 264–265
- Contingency strategy (CS), 30
- Coping mechanisms, 331
- Corrugated cat litter box example, 172–176
- CPA. see Critical Path Analysis (CPA)
- Critical Path Analysis (CPA), 419
- CS. see Contingency strategy (CS)
- Culture and work psychodynamics, 303–304
D
- Decision-making, and power
- and cause-to-effect relationships, 418
- and comparative tables, 415
- Critical Path Analysis (CPA), 419
- and decision tree, 417–418
- errors in, 451–456
- overoptimism and overpessimism, 455–456
- Gantt method, 421
- multicriteria analysis, 416–417
- Optimal Path Analysis (OPA), 421
- PERT method, 421
- probability of risks, 419–420
- product tree analysis, 415–416
- risk assessment and radial maps, 414–415
- scenario simulation, 420–421
- sensibility analysis, 418–419
- summary of types of analyses, 421–422
- Decision tree, and power, 417–418
- Defensive position (DP), 331
- Discriminant analysis, 288–289, 349, 351, 439, 440
- Distance, and people (main constructs), 287–293
- Documentation, and projects, 45–47
- Dominant strategy and utility, 207–215
- Dominant strategy (DS), 30
- DP. see Defensive position (DP)
- Dreadful combination, 101
- DS. see Dominant strategy (DS)
E
F
G
H
I
- Impacts, and projects, 47–52
- Innovation, and projects, 61–63
- Instrumental aggression. see Hostile position (IP)
- Intangibles, 52–53
- Interpersonal competencies model, 266–267
- IP. see Hostile position (IP)
- Italian floorlite example, 176–179
K
- Key failure factors (KFF), 100–105
- Key Performance Indicators (KPIs), 412
- Key success factors (KSF), 100–105
- KFF. see Key failure factors (KFF)
- KPIs. see Key Performance Indicators (KPIs)
- KSF. see Key success factors (KSF)
M
- Magic moments
- Maine East Pharmacy case study (MEP), 64–78
- Managerial considerations, and projects, 484–485
- MBTI. see “Myers–Briggs personality test” (MBTI)
- Mervel Farm project, 10–14, 110–111
- MID. see Montréal International District (MID) project, and people (in action)
- Modeling
- Modeling psychological constructs, and observables, 258–262
- Model of interpersonal competencies, 266–267
- Montréal International District (MID)
- Multicriteria analysis, 416–417
- “Myers–Briggs personality test” (MBTI), 328
N
O
P
- Parallelograms, 170–172
- Parametric frame, 92–100
- People (in action)
- brain and hypothalamus, 391–392
- chaos, 374–378
- and commitment, 322–325
- conflicts
- functional and dysfunctional FPnc, 355–362
- hostile and defensive behaviors, 330–337
- hungry tigers and lonely sheep under stress, 337–344
- identifying IP profiles, 344–355
- identifying top performers
- MID project case study
- overview, 321
- understanding of hostility, 392–396
- People (main constructs)
- Africa versus Haiti, 306–310
- and blind trust, 284–285
- and Collaboration, 285–287
- culture and work psychodynamics, 303–304
- and distance, 287–293
- fairness and DS, 293–296
- interdependence, 283–284
- model of interpersonal competencies, 266–267
- observables and modeling psychological constructs, 258–262
- overview, 253–255
- persons
- and pretrust, 273
- |R and |T, 296–298
- resistance and compliance, 301–303
- satisfaction, 298–301
- teams, 262–264
- and trust, 270–273
- values of, 280
- Personalities, 331
- PERT method, 421
- Pessimistic-Realistic-Optimistic (PRO) system, 137–140
- Plans, Processes, People, and Power (four Ps). see also specific types
- POE. see Point of Equilibrium (POE)
- Point of autonomy, 217–224
- Point of Equilibrium (POE), 215
- Point of no return, 217
- Points of vulnerability (POVs)
- Positivity bias, 436–441
- Potentiality frame, 90–91
- POVs. see Points of vulnerability (POVs)
- POW. see Products, organization, and work (POW) system
- Power
- asymmetry of information, 422–435
- and biases
- Boeing and Bombardier’s case study, 466–471
- control and metrics, 411–412
- and decision-making
- and cause-to-effect relationships, 418
- and comparative tables, 415
- critical path analysis (CPA), 419
- and decision tree, 417–418
- errors in, 451–456
- Gantt method, 421
- multicriteria analysis, 416–417
- Optimal Path Analysis (OPA), 421
- PERT method, 421
- probability of risks, 419–420
- product tree analysis, 415–416
- risk assessment and radial maps, 414–415
- scenario simulation, 420–421
- sensibility analysis, 418–419
- summary of types of analyses, 421–422
- and decision to invest in project, 457–464
- definition of, 409
- and greed, 462–464
- and hungry tiger personality, 456
- overview, 403–405
- project manager profile, 406–408
- and simplicity, 413–414
- and tunnel vision, 441–451
- understanding, 405
- and value, 409–411
- Prefeasibility
- car oil filter case study, 87–89
- contextual frame of risks, 84–89
- definition of, 82
- frame of definition, 82–84
- frame of potentiality, 90–91
- key failure factors (KFF), 100–105, 107–110, 117–121
- key success factors (KSF), 100–105, 107–110, 117–121
- and Mervel Farm project, 110–111
- NSTP (Sydney) versus Environ (Europe) megaproject, 105–107
- overview, 82
- parametric frame, 92–100
- Recycl’Art case study, 115–116
- study template, 121–123
- Prefeasibility index, 89
- Pretrust, and people (main constructs), 273
- PRO. see Pessimistic-Realistic-Optimistic (PRO) system
- Probability of risks, and power, 419–420
- Products, organization, and work (POW) system, 140–142
- Profile, 331
- Project capability, 327
- Project feasibility
- AF Thériault and the Hammerhead military target boats case study (AFT), 155–162
- calendar of tasks and activities, 143–148
- characteristics of, 128–130
- components of, 483
- costs, 148–150
- definition of, 130–131
- first law of, 2–6
- floor plan and construction, 66, 245–248
- fourth law of, 257–258
- laws of, 483
- norms of quality, 150–151
- overview, 127–128
- Pessimistic–Realistic–Optimistic (PRO) system, 137–140
- POW system, 140–142
- PRO-POW system, 142–143
- second law of, 148
- sixth law of, 413–414
- summative triangle, 151–153
- template for, 162–163
- triple constraints, 131–137
- Project manager profile, 406–408
- Projects
- cases and brain teasers, 493, 497–507
- classification of, 53–55
- definition of, 39–44, 52
- documentation, 45–47
- errors and risks, 60
- future work, 494–495
- as hurricanes, 479–482
- hypothesized behavioral mathematical functions, 495–497
- impacts, 47–52
- and innovation, 61–63
- intangibles, 52–53
- Maine East Pharmacy case study, 64–78
- and managerial considerations, 484–485
- novel ideas, 482–483
- outputs, 44–45
- theories challenged, 493
- and values, 55–60
- and vulnerabilities, 21–25
- Psychological constructs, 361
Q
- QMA. see Québec Multifunctional Amphitheatre (QMA)
- Quality norms, 150–151
- Québec Multifunctional Amphitheatre (QMA), 8–10
R
S
- Saturation point, 323
- Scenario simulation, 420–421
- Sea Crest Fisheries case study
- SEM. see Structural equation modeling (SEM)
- Sensibility analysis, 418–419
- Stages, of project life cycle, 144
- Straight direct and diagonal flows, 167–170
- Structural equation modeling (SEM), 269, 280–282, 291, 292, 346–349, 360, 373–374, 446–447
- Summative triangle, 151–153
T
- TCI. see Triple constraints of information (TCI)
- Top performers, and people (in action)
- Transformation chain, 143
- Triple constraints, 131
- Triple constraints of information (TCI), 422
- Trust
- Tunnel vision, and power, 441–451
U
V
W
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