Index
A
acquisition standards, U.S. Department of Defense, 8
adaptive management approaches, 258
adaptive project cycles, 76
agile methods, 204–207
agile model, 100–102
agile project management, 9
agile teams, 162
agility, need for, 255–256
ambiguous business problems or opportunities
case study, 183–184
complexities, 195
determining clear business objectives, 184–185
professional business analysis, 186–187
uncertainty, 182
ambiguous solutions
case study, 188
clarifying, 187
complexities, 195
cross-functional enterprise solutions, 192
edge-of-chaos management, 189
emotional intelligence, 192–193
feasibility, 182
feasibility studies, 189–191
fostering creativity, 192–193
innovation team, 188–189
innovative decisions, 189–191
leading your team into the zone, 193–194
metaphors, 193
pattern discovery, 193
root cause analysis, 192
storytelling, 193
B
Bain and Company, 11, 27
bottom-up estimates, 125
BPM. See business process management
business objectives, 184–185
business practices, 12
business process management (BPM), 273, 275–276
C
case studies
ambiguous business problems or opportunities, 183–184
ambiguous solutions, 188
change initiatives, large-scale, 228, 231
large, long-duration projects, 120, 129
project teams, 163
requirements volatility and risk, 199–200
risk, 240–241
strategic projects, 213–214, 221–222
urgent projects, 174
CCPM. See critical chain project management
Certified IT Architect, 264
change, effects of, 1–2
change initiatives, large-scale
case study, 228, 231
change management framework, 229–230
commercial practices, rules and regulations, 234–235
common mistakes, 227–228
complexities, 226, 236
definition, 12–14, 225–226
emotional response to change, 227
groundbreaking commercial practices, 232
internal motivation to change, 232
managing, 229
prototyping to obtain market feedback, 233–234
resistance to change, 226–227
rigorous industry analysis, 233
CHAOS research, 4, 7
chief information officer (CIO), 7–8
Clinger-Cohen Act, 7–8
co-evolution, 23
COBIT. See Control Objectives for Information and Related Technology
collaboration tools, 166–167
collaborative planning, 166
commercial-off-the-shelf (COTS), 199
commercial practices, 232, 234–235
communication layer, outsourced projects, 250
communities of practice, 261–262
comparison estimates, 125
competitive advantage, 256–258
complex adaptive systems, 22–25, 140–141
complex project manager
characteristics of, 60
competencies, 60–61
skills, 60–61
complex systems, 20
complex versus complicated, 20–21
complexity, definition, 19–20
complexity-reducing design techniques, 270
complexity theory
basic concepts, 22
edge of chaos, 22
equilibrium to chaos spectrum, 22
history of, 21
importance of, 20
complexity thinking
applying to projects, 50–52
context, 27–28
project management, 34–38
right-brain versus left-brain activity, 33–34
using to assign project leaders, 72
complicated versus complex, 20–21
connectivity, 23
continuous innovation, 257
contractor teams, 157
Control Objectives for Information
and Related Technology (COBIT), 8–9
core project leadership team, 62–64
COTS. See commercial-off-the-shelf
creativity, 22, 192–193
critical chain project management
(CCPM), 82
cross-functional enterprise solutions, 192
culture of discipline, 155–157
D
Defense Systems Management College, 8
delaying design decisions, 133
delivery schedule, 257
designing for people and building for
change, 271–272
DHS. See U.S. Department of
Homeland Security
discipline, 155–157
discipline and agility, balancing, 267–270
Distinguished Certified IT Architect, 264
distributed leadership, 63
divergent thinking, 193
DoD. See U.S. Department of Defense
E
edge of chaos
importance of, 24, 286
leadership, 160–161
management, 189, 260
emergence, 22, 23
emotional intelligence, 192–193
emotional response to change, 227
empowering customers, 259
enabling solution design tools, 271
enterprise project management (EPM), 167
enterprise requirements planning
(ERP), 199
estimating, 124–127
evolutionary prototyping model, 108
expectations, 222–223
experimentation, 193
experts, 73
extreme project cycles, 76
eXtreme project management model, 109–110
F
feasibility studies, 189–191
Federal Emergency Management
Agency (FEMA), 142
Federal IT Project Manager Initiative, 7
firm basic requirements, 122
five-stage team development model, 150
formal project management
methodology, 164–166
function point estimates, 126
functional managers, 219
G
GAO. See Government Accountability
Office
General Accounting Office. See
Government Accountability Office
governance layer, outsourced projects, 249
Government Accountability Office
(GAO), 7
Guide to the Project Management Body of Knowledge (PMBOK® Guide), 31, 46, 59, 122–123, 242
H
heuristic estimates, 125
highly complex projects
definition, 103–104
evolutionary prototyping model, 108
example, 105
eXtreme project management model, 109–110
formula, 106
models, 107
profile, 104–105
project cycle approaches, 107
hub organizational structure, 154
I
IIBA. See International Institute for
Business Analysis
incremental delivery model, 96–97
incremental project cycles, 76
incremental solution development, 208
independent projects
characteristics, 79
complexity profile, 80
critical chain project management, 82
example, 81
modified waterfall model, 85
project complexity formula, 81
rapid application development model, 86
Vee model, 87–88
waterfall model, 82–84
independent software vendors (ISV), 273
industry analysis, 233
innovation team, 188–189
innovation teams, 175
integrated project management team, 248–249
International Institute for Business Analysis (IIBA), 9
intuition, 193
ISV. See independent software vendors
IT application development projects, failure of, 4–5
IT architects
certification, 264–265
importance of, 263
role, 262–263
IT complexity, projects with
adaptive management approaches, 258
agility, need for, 255–256
business process management, 273, 275–276
communities of practice, 261–262
competitive advantage, 256–258
complexities, 280
complexity-reducing design techniques, 270
designing for people and building for change, 271–272
discipline and agility, balancing, 267–270
edge-of-chaos management, 260
empowering customers, 259
enabling solution design tools, 271
impact on project, 253–254
independent software vendors, 273
IT architects, 262–265
last-responsible-moment decision- making process, 261
limited solution component dependencies, 270
managerial complexities, 255
micro projects, 261–262
partnerships, 265–267
service-oriented architecture, 273–275
skunk works teams, 259–260
system integration teams, 267
technical complexities, 254
technologies, change-enabling, 272–273
IT Governance Institute (ITGI), 8
IT Projects in the United States, 2006
Survey, 5
IT Service Management (ITSM), 9
ITAC. See Open Group IT Architect
Certification
iteration, 24
iterative development, 94
iterative project cycles, 76
ITGI. See IT Governance Institute
ITSM. See IT Service Management
J
just-in-time planning, 122
K
knowledge management system, 203
L
large, long-duration projects
case study, 120, 129
constant change, 118
definition, 117–119
delaying design decisions, 133
developing and delivering solution, 130–134
estimating, 124–127
lean development techniques, 134
managing, 136
minimizing scope, 132–133
planning and structuring, 121
progressive elaboration, 122–123
rapid application development, 133
rigorous risk management, 128–129
selecting appropriate management approach, 121–122
size, 118
stage-gate management, 128
structuring, 130–131
team fatigue and staff turnover, 119
team members, 134–136
time and cost management, 127–128
last-responsible-moment decision-
making process, 261
lean development techniques, 134
leaving a legacy, 285
limited solution component
dependencies, 270
linear project cycles, 75–76
M
management layer, outsourced projects, 249–250
managerial complexities, 255
market feedback, 233–234
Master Certified IT Architect, 264
MBTI®. See Myers-Briggs Type Indicator®
metaphors, 193
micro projects, 261–262
milestone, 123
mind mapping, 193
minimizing scope, 132–133
moderately complex projects
agile model, 100–102
definition, 91
example, 93
incremental delivery model, 96–97
iterative development, 94
management practices, 95
profile, 92
project complexity formula, 93
project cycle approaches, 95
modified waterfall model, 85
Myers-Briggs Type Indicator®, 60
N
National Aeronautics and Space Administration (NASA), 41–42
NCTP. See Novelty, Complexity, Technology, and Pace model
nested systems, 24
nongovernmental organization (NGO), 143
nontraditional project start-up methods, 172
Novelty, Complexity, Technology, and Pace model (NCTP), 41–42
O
Office of Management and Budget (OMB), 5
Open Group IT Architect
Certification (ITAC), 264–265
outsourcing, 239, 247–250
P
parametric estimates, 126
partnerships, 265–267
pattern discovery, 193
planned urgent projects, 174
PMBOK® Guide. See A Guide to the Project Management Body of Knowledge
PMI. See Project Management Institute
political management plan, 217
political management strategy, 216–217
product adaptability, 257
professional business analysis, 186–187
professional service automation (PSA), 167
progressive elaboration, 122–123
project complexity
IT projects, 40
models, 41–42
sources of, 40
visualizing, 48–49
Project Complexity Assessment Tool, 47
project complexity formula, 46, 81, 93
project complexity model formula, 46
importance of, 39–40
management guide, 49–50
overview, 42–43
rationale for, 46–47
using, 43–45
project cycle
definition, 75
models, 75
types, 75–77
project cycle approaches, 107
project leader
certification levels, 69
characteristics, 70–72
competency model, 69
complex career progression, 68–70
traditional career path, 67–68
project leadership capability maturity model, 72
project management
adaptive, 31–33
attitudes towards, 3
complexity theory, 30
complexity thinking, 33–38
conventional, 28–29, 31–33
organizational analysis, 30
purpose, 3
reductionism, 29
reinventing, 53
Project Management Institute (PMI), 9, 30
project performance
past failures, 4
reasons for improvement, 10
success rates, 6–7
project profiles, 139
Project Sizing Grid, 46
project teams
agile teams, 162
approaches for managing, 168–169
building, 151–152
case study, 163
collaboration tools, 166–167
collaborative planning, 166
competent staff, 152–153
complex adaptive systems, 24–25, 140–141
contractors, 157
culture of discipline, 155–157
edge-of-chaos leadership, 160–161
empowering members, 155
experienced managers, 147–151
five-stage team development model, 150
formal project management methodology, 164–166
harnessing wisdom of, 145–146
Hurricane Katrina response, 142– 143
leadership, 141, 147
leveraging power of, 144
potential, 144
project profiles, 139
structuring, 153–155
virtual teams, 157–160
prototyping, 108, 233–234
PSA. See professional service automation
R
rapid application development (RAD), 86, 133
Recipe for Project Success: The CHAOS Ten, 10–11, 46–47
reductionism, 29
reliable results, 258
requirements definition techniques, 207
requirements integration teams, 202
requirements volatility and risk
agile methods, 204–207
case study, 199–200
complexities, 198, 210
customer involvement, 203
deficient requirements practices, 198–199
incremental solution development, 208
insufficient stakeholder involvement, 199
interdependencies, 199
knowledge management system, 203
overview, 197
professional business analysts, 202–203
requirements definition techniques, 207
requirements integration teams, 202
rigorous enterprise analysis, 201–202
visualization techniques, 207
requisite variety, 23
resistance to change, 226–227
resource assignment, 175
resource sharing, 135
right-brain versus left-brain activity, 33–34
rigorous enterprise analysis, 201–202
rigorous risk management, 128–129
risk
case study, 240–241
change, 245–247
complexities, 238, 251
constraints, 240
dependencies, 240, 244–245
governance layer, 249
importance of, 237
integrated project management team, 248–249
integration issues, 240–241
interventions, 239
managing, 242–244
outsourcing, 239, 247–250
reaction to change, 238–239
supplier partnerships, 247–248
uncertainties, 242–244
risk management, 128–129
rolling wave planning, 122
root-cause analysis, 192
S
scope, 132–133
self-organization extensions, 154
self-organizing, 24
senior project leaders, 57–59, 60–62
service-oriented architecture (SOA), 273–275
shared leadership, 63
simple remedies, estimating, 127
simple rules, 23
skunk works teams, 259–260
SOA. See service-oriented architecture
social software, 167
software crisis, 7
Software Productivity Consortium. See Systems and Software Consortium, Inc.
Software Technology for Adaptable, Reliable Systems (STARS), 8
spider chart, 48
spiral model, 98–99
SSCI. See Systems and Software Consortium, Inc.
staff turnover, 119
stage-gate management, 128
stakeholder analysis worksheet, 218
stakeholder involvement, 199
stakeholder management, 219–221
Standish Group Project Resolution History, 10
Standish Group Recipe for Success, 2001, 131
STARS. See Software Technology for Adaptable, Reliable Systems
steering committees, 215–216
storytelling, 193
strategic projects
business benefits, 216
case study, 213–214, 221–222
changing expectations, 212
complexities, 212, 224
customer and user involvement, 221
definition, 211
executive support, 214–216
expectations, 222–223
functional managers, 219
political management plan, 217
political management strategy, 216–217
politics, 212
promotion, 218–219
stakeholder analysis worksheet, 218
stakeholder management, 219–221
steering committees, 215–216
virtual alliances, 222
sub-optimal, 23
system integration teams, 267
Systems and Software Consortium, Inc. (SSCI), 8
T
team development model, 150
team fatigue and staff turnover, 119
team health, 134–135
team members, 134–136
team self-discipline, 154–155
technical layer, outsourced projects, 250
technologies, change-enabling, 272–273
time and cost management, 127–128
time-boxing, 175–176
top-down estimates, 125
traditional project team configuration, 63
transformation, 12–13
U
UC. See unified communications
uncertainty, 182
unclear business objectives, 181–182
unified communications (UC), 273, 277–278
United Kingdom project failure
statistics, 6
urgent projects
adapting to situation, 176–177
case study, 174
complexities, 172, 180
definition, 171
high stakes, 172–173
implementing proven critical practices, 177–179
innovation teams, 175
leading, 173–174
nontraditional project start-up methods, 172
planned urgent projects, 174
resource assignment, 175
time-boxing the effort, 175–176
unexpected, 176
U.S. Department of Defense (DoD)
acquisition standards, 8
Software Engineering Institute, 8
Software Technology for Adaptable, Reliable Systems, 8
U.S. Department of Homeland
Security (DHS), 142
use case point estimates, 126
V
Vee model, 87–88
virtual alliances, 222
virtual teams, 157–160
building trust, 159
communication, 159
definition, 157
discipline, 159–160
managing results, 159
practices of effective leaders, 158–159
rules of responsiveness, 160
visualization, 48–49, 193, 207
W
waste, driving out, 13
waterfall model, 82–84
WBS. See work breakdown structure
Web 2.0 development, 273, 276–277
wicked problems, 2
work breakdown structure (WBS), 125
work distribution estimates, 125