Index
accountability 29, 39, 79, 179–80, 481; chains of 202; for change decisions 403, 403–4; delegating 154; project roles 210; RACI tables 182, 182–3, 183; versus responsibility 180; for reviews 435–6; single-point accountability 180
activities (project) 285–6, 288; activity list 299, 300; critical chains 321–2; critical paths 290–1, 334–5; delayed 311, 311, 318–20; float 290–1, 334–5; naming 492; network diagram 301, 334, 341, 343; precedence network 301; and preparation of project plan 224; versus procedures 495; safety 318–19, 319; slippage reports 311, 311; splitting 335; supporting activities 495, 496; tracking progress 292–3; update forms 305, 306
administration (project) 234
agile projects 147, 147–50, 152–3
agility (corporate) xxiii
APM Body of Knowledge 530
approval: versus authorization 353; of documents 454; review and approval record (documents) 450, 452, 453; review/approval requests 201; standard records 201
assertiveness (leadership style) 178
Association for Project Management (APM) 190–1, 530
attachments (to project plans) 230–1
attraction (leadership style) 178
audience (stakeholders) 423, 427
authorization: versus approval 353; and change requests 492–3; financial 28, 347, 350, 352–3; and governance 190; points 190
authors (document) 456
base estimates 350
baselines: changing 231; document 446; in governance 196; monitoring and control 247, 399; project setup 205
Belbin’s team roles 181
benchmark ing 30
benefits (of projects) 259–65; and business objectives 262–3, 266, 278; efficiencies 262; estimates 270; financial benefits 264; net benefits 267; non-financial benefits 264; tangible and intangible benefits 264–5; timing 271–2
blueprints 109
boards: and corporate governance 188; project 197
bonus systems 30
brainstorming 541
breakdown structure see deliverable/ product breakdown structure report
bridging (leadership style) 178
British Standard on project management (BS6079 Part 1) 69, 521
BS6079 Part 1 Project management – Part 1 521
BT Olympic 2012 project 42
budgets 349
business cases 42–3, 44, 272–3, 275, 279; and business objectives 273; definition 207, 208, 213, 235; document 109, 110–11, 117, 352–3; initial business case 103; lenses 273; project interdependency 161–2; and project scope 154; for project setup 206–7; sections 207; trial stage 123 see also change logs
business objectives 477; and business cases 273; and project benefits 262–3, 266, 278, 433; in project closure report 466; and project sponsors 263
business plans 24, 25, 45, 275
business portfolios 7, 45, 46, 47
business projects 39–41, 42, 55, 148
cash flow calculations 271, 272
Capability Maturity Model Integrated (CMMI) 533
change (managing) 6, 12, 53, 79
change control 231, 399–405, 400, 409; accountability 403, 403–4; approvers 407; impact levels 403, 403; and IT capabilities 409; process 404, 405; project managers 407; and risk management 369
change history (documents) 447, 448 see also version management (documents)
change logs 235, 399, 405, 406, 407
change proposals 404
change requests 390, 405, 407, 408
changes 230, 399, 401 see also change control
charitable sector 187
check lists 233
closed/traditional projects see “painting by numbers”
closing projects 25, 69, 130, 132, 465
closure reports 25, 129, 466–7, 468
coaching 91
commercial lens (business case) 273
commitments (costs) 354
communication: audience 423; company media 426–7, 429; events 425; plans 423, 424, 428, 429; project teams 177, 181; questions 425, 425; versus reporting 422; with stakeholders 422, 422–9
complex projects 163
concurrent engineering 150, 150–1
conditions of satisfaction 266, 270
constraints: in chains 321–2; organizational 191; on project governance 191–2; resource constraints 327–9; time constraints 327–9
contact lists 235
contingency (in cost estimates) 350, 351
contract baselines 196
contracting organizations 37, 39–41, 42
control cycles 246, 249; financial 248; project 18, 19, 57, 170, 349
controller (document) 457
control systems 30
conventions: date 459; numbering/naming 458
corporate agility xxiii
corporate governance 187–8, 199
cost performance index (CPI) 360–1
costs: actual 354; committed 354; estimating 270, 350–1; planning 13; project 349, 362; tracking (see financial management)
critical paths 290–1, 311, 318–19, 334–5
Critical Success Factors (CSFs) 267
cross-functional projects 11–12
cross-functional teams 20–2, 21, 28, 29–31
customer intimacy 72
customer projects 37, 38, 38–9
date conventions 459
decision-making: cross-functional 20–2, 21; and project sponsors 80
decision points see gates
decisions: decision rights 197–8; and governance 194–5, 195; versus reviews 434 see also gates
delayed projects 146, 162, 318–20
delegation (of tasks) 154, 197–8
deliverable/product breakdown structure report 298, 298
deliverables 215, 494; agreement on 199–200; deliverable reports 315, 316; and inter-project dependencies 296; and preparation of project plan 224, 287–9; project files 236, 236; review/approval records 201; review/approval requests 201; shared 161 see also reports
detailed schedule plans 285
develop and test stage 117–19, 118, 119
development processes 60
Dimension Four® method 261, 265
Dimension Four Recognition Events® 270
distribution (of documents) 455
document control: document control page 447, 448, 454; environment 455
document controller 457
document management 445–50, 450, 462; key activities 451–6; procedure 458; roles 456–7; solution 457–61
document managers 457
document register 459
document repositories 458, 459–60, 461
documents 445; approvers 456; authors 456; baselines 446; blueprint 109; business case 109, 110–11, 117, 352–3; distribution 454–5; document IDs 461; drafts 451; feasibility reports 109; features 447, 448; meta data 447; numbering and naming conventions 458; owners 457; permissions management 455, 459;
process 490; project management 488; project setup 205–7, 208; proposals 97, 97; receipt 455; review and approval 201, 450, 452, 453–4; reviewers 456; standard records 201; storage 455–6; templates 447, 451–3, 458, 488; types 487; version management 446, 448, 449, 459; withdrawal 455
earned schedule method 362–4, 363
earned value management 359–62, 361
economic lens (business case) 273
efficiencies (as benefit) 262
engineering processes 151
estimates (cost) 270
exception management 143
exhaustible resources 329
extended project life cycles 156–7, 157
facilitators see project coach
failure (of projects) 6, 7, 13
FAST (functional analysis systems technique) 269, 278
“fast-track” processes 15–16, 24, 149
feasibility reports 109
financial drivers 260
financial lens (business case) 273
financial management controls 348
financial progress reports 229, 229
financial reporting 235, 355–8, 356, 358
forecasts: of benefits and costs 270–1; cost performance index (CPI) 360–1; and financial reporting 355–7, 356, 358; of profits and contributions 271; and progress reporting 227; from reports 251; “S-curves” 360
forecast update forms see schedule update forms
frameworks see project frameworks
functional analysis systems technique (FAST) 269, 278
functional organizations 22–3, 30
funds: allocation 352–3 see also authorization
Gantt charts see bar chart
GAPPS, Global Alliance for Project Performance Standards 535
gates 58–60, 62, 63, 64–5, 199; and decision-making 59, 64, 71, 80; detailed investigation 110, 111, 144, 352, 437; development 118, 141–3; and funds allocation 352; initial investigation 104, 105, 352; names for 66–9, 68; proposal 97; release for service (RFS) 130; and review points 231–2; reviews 438 see also stages
Goldratt, Eli: Critical Chain 318, 322; Theory of Constraints 262
governance 187–99, 189; aspects 192–3, 193; and authorization 190; baselines 196; corporate governance 187–8, 199; and decisions 194–5, 195; effective 188, 192; policies 191; project governance 189–91; of project management 189–90, 190; and project plans 194–5; and project roles 196–7; and risk 188; work breakdown structure (WBS) 193–4, 194
Hodeidah Port project 41
impact assessment 408
information management 234
information systems (for documents) 445
initiatives: failing 6, 7, 13; problem-solving initiatives 5–6
interdependencies: network diagram 301, 302; plan bar charts 304; and preparation of project plan 224; between projects 296
interdependency (of projects) 161–3
internal projects 37, 38, 38–9
investigation stages 61, 64, 69; blueprint 109, 110; business case 109, 110–11, 352–3; detailed investigation 109–13, 111, 144, 352, 437; feasibility report 109, 110; initial business case 103; initial investigation 103–6, 270, 352;
key deliverables plan 110; process steps 104, 105, 110; project plan 109
investment analyses 273
investment appraisals 353
ISO 21500 Guidance on project management 520, 535
ISO 31000:2009 Risk management 525
ISO 9000 family on quality management 525
ISO/IEC/IEEE 15288:2015 Systems and software engineering – System life cycle processes 525
issues 369, 369–70, 390, 438; and change control 400, 400–1; identifying 390–1; key issues (in project plans) 230; management of 389; problems versus opportunities 389; recording 391; resolving 390–1, 394, 395–6; versus risks 389
IT: for change control 409; development processes 60; projects 39–40, 43, 147–8, 156; shared software development 162
iterative processes 151
key issues (in project plans) 230
key risks (in project plans) 230
legal frameworks 191
legitimate projects 259
lenses (for business cases) 273
loose cannon projects see “just do it” projects
“making movies” 140
management approaches 7
management lens (business case) 273
managers (document) 457
manpower planning 340
matrix organizations 22–3, 27–8
methods versus processes 491
milestones 229, 230, 230; burn charts 313, 314; and chain planning 322; and critical paths 291; milestone reports 312, 312; milestone slippage charts 317, 317; and preparation of project plan 224, 287–9
milestone slippage charts 317, 317
minutes (to meetings) 236
monitoring: monitoring systems 13; project plans 245–9; projects 17, 18–20
Monte Carlo analysis 385
multi-project management 43
naming conventions 458
negative float 335
net benefits 267
network diagram 301, 302, 334, 341, 343
notifications 254
numbering conventions 458
Obeng, Eddie: All Change! The Project Leader’s Secret Handbook 139
objectives (organisational) 5
OECD (Principles of Corporate Governance) 187
Olympic 2012 project (BT) 42
open projects see “walking in the fog”
operational drivers 260
operational efficiencies 72, 192
organizational contexts (for project management) 12–13, 13
organizational structures 27, 27, 33, 164
organizations 47; consultancy-oriented 17–18; contracting 37, 39–41, 42; failing 6, 13; functional 22–3, 27; matrix 22–3, 27–8; and politics 79; project 27, 27, 77, 77–8, 209, 227, 233; promoting 37, 42
originators 78
outcomes (of a project) 266
outputs 267
“over the wall” approach 150, 150–1
owners (document) 457
“painting by numbers” 139, 141, 142
people (as stakeholders) 152
permissions management (documents) 455, 459
persuasion (leadership style) 177
phases 65
plan bar charts 303, 304 see also management summaries
plans (project) see project planning
PMBOK® (A Guide to the Project Management Body of Knowledge) 531, 535
policies (for governance) 191
politics (and organizations) 79
post-implementation review (PIR) 64, 69, 132, 135–6, 439, 468
power-influence maps see stakeholder maps
power-support map see stakeholder maps
precedence network 301
PRINCE2 526
procedures: versus activities 495; management 491–4; project management 488, 489
process-driven rules 143
processes 492–4; “fast-track” 15–16, 24, 149; financial 28–9; iterative 151; versus methods 491; naming 492; process-driven rules 143; project management 12–13, 27; versus stages 151
product leadership 71
programme management 7, 43, 45–7, 46; versus project management 164, 164–5
programme managers 43, 65, 161, 164
programmes 37, 43, 45–6, 65, 165, 167; phased 163, 163; simple 161, 161, 164
progress checks: versus reviews 434
progress reporting 224, 227–9, 229
progress reports 235
progress tracking 292; earned schedule method 362–4, 363; earned value management 359–62, 361; milestone reports 311; “percentage complete” 292–3; “S-curves” 360; update forms 305, 306
project administration see administration
project approach 217
project balance 17
project champions 83
project closure 69, 129, 465, 470; checklist 471; meeting 468–9; reports 25, 129, 466–7, 468; review 439; statement 466–7
project control: cycle 18, 19, 57, 170, 349; environment 170, 171
project costs 349
project definition 153–4, 207–8, 213–20
project frameworks 15, 60–1, 62, 63, 73, 73, 495; depicting 70, 70–1; designing 69, 72; project management 491–5
project life cycles 71, 179–80, 495; and cost estimates 350–1; development of 142; versus engineering processes 151; extended 156–7, 157; and iterative processes 151; and phased programmes 163; and project management 494; tailoring 139
project logs/diaries 235
project management xxiv–xxv, 7, 37, 53–4; activities 492, 492–4; defining 487; document-based 490; documents 488, 490; enterprise-wide 207, 234; governance of 189–90, 190; versus line management 175–6; methods 487, 526; multi-project management 43; organizational context 12–13, 13; principles of 474; problems 33; procedures 488, 489; processes 12–13; versus programme management 164, 164–5; project frameworks 491–5; and project life cycles 494; skills 18, 53; software packages 289, 290–1, 334; standards 519; tailored 207; web-based 490
Project Management Institute 359, 531
project managers 6, 19, 27–8, 31, 92, 482–3; accountability 179–82, 482; attributes of 86, 86–7; competences
85; and cost estimates 350; and culture 29; as document manager 457; and governance 196–7; and progress reporting 227–9; and project closure 466; and project monitoring 247–9; and project sponsors 81–2; and project teams 176–7; report from team manager 231; role of 55, 77, 85–6; selecting 87 see also leadership styles
project monitoring see monitoring
project organization chart 227
project organizations: defining 227; structures 27, 27, 77–8, 209
project planning 18, 19, 104, 109, 117, 286, 287–90, 318–22, 336; baselines 196; chains 318–23; critical paths 290–1, 318–19, 334; detailed 285; float 290–1, 334–5; format 224; and governance 194–5; key deliverables plan 104; and monitoring 247–9; preparing 221–33, 222; project buffers 320, 322–3; and resource planning 330; safety 318–19, 319; schedule plans 225, 226, 283–6, 286, 290, 341, 342–4, 347; software packages 289, 290–1, 334; stages 223; tracking progress 292–3; trial stage 123 see also reports
project processes see processes
projects 496; assessing viability of 16–17, 54, 54, 59, 59; business 39–41, 42, 55, 148; and business strategy 14–15; closed/ traditional 139; closing 25, 69, 130, 132, 465; complex 163; cross-functional 11–12, 21; customer 37, 38, 38–9; delayed 146, 162, 318–20; directing 493; enabling 43, 154; failing 6, 7, 13, 82–3; interdependency 161–3; internal 37, 38, 38–9; IT 39–40, 43, 147–8, 156, 162; “just do it” projects 145–6; legitimate 259; monitoring 17, 18–20; ownership 39–42; scope 154, 248, 296; screening strategies 14–15; simple 144, 144, 145; staged approach 12, 15–17, 23–4, 31, 56–61, 57, 58, 60–70; stand-alone 47; terminating 17, 436, 465; transfiguration 276; viability 402
project schedule plans 225, 226, 283–6, 286, 341, 342–4, 347
project sponsors 28, 33, 37, 39, 43, 45–6, 93; attributes of 80, 80–1; and business objectives 263; closure meeting 468–9; and cost estimates 350; and decision making 80; and governance 196; and monitoring 247–9; post-implementation review (PIR) 135; project assurance 89–90; and project failure 82–3; and project managers 81–2; role of 55, 77, 78–82, 164
project strategies 14–15, 71–2
project structures 45–7, 46, 154–5, 209
project summaries 235
project teams 175–81; communication 177, 181; meetings 211–12; preparation of project plans 221–3; and project managers 176–7; setting up 209–10; structure 209; successful 176; team profiling 181
project types 139–43, 140, 141, 142
promoting organizations 37, 40, 41, 42
proposals 61, 97–100; overview 97; process steps 98, 99; proposal document 97, 97, 100; and reviews 437
Pudar, Nick (General Motors) 197
RAG reporting method 253
rapid projects see agile projects
ready for service (RFS) review 123, 291, 293
ready for trial review report 117
regulatory frameworks 191
release for service (RFS) gate 130
release stage 64, 125, 129–31; key deliverables plan 129, 129–30; overview 129; process steps 130, 131; release for service (RFS) gate 130
reorganization (of organizational structures) 33
replenishable resources 329
reporting 30, 245–6, 247, 249–52, 255–6; analysing and forecasting 251; versus communication 422; financial 355–8, 356, 358; frequency 249, 250; level of formality 251; RAG status 253–4; templates 253
reports: activity list 299, 300; buffer reports 321; burn charts 313, 314; deliverable/ product breakdown structure 298, 298; deliverable reports 315, 316; management summaries 307, 308; milestone reports 312, 312; milestone slippage charts 317, 317; network diagrams 301, 302, 341; plan bar charts 303, 304; progress bar charts 309, 310; review report 436; rolling forecast reports 337, 338, 340; schedule 294, 295, 297, 297–311; schedule update forms 305, 306; slippage reports 311, 311; usage and capacity reports 339
resistance (of stakeholders) 421, 421
resource levelling 332–4, 333, 335
resource loading 331, 331–2, 332
resource planning 13, 330–1, 334–6, 341–4; manpower 340; with project and schedule planning 330; reports 337–40, 338
resources: allocating 22–3, 23, 30, 59; as constraint 327–9; efficiency 335; exhaustible 329; managing 30; replenishable 329; reusable 329; ring fencing 22; types 329
responsibility versus accountability 180
reusable resources 329
review and approval record (documents) 450, 452
review points (and gates) 231–2
review reports 436
reviews 236, 433–5; accountability 435–6; business objectives 433; and detailed investigation gate 437; documents 453–4; at gates 437, 438; post-implementation review 439; and preparation of project plan 224; during the project 438; project closure review 439; project health checks 440–2; and proposals 437; review/ approval record (documents) 450, 452, 453; review/approval requests 201; review comments 453; standard records 201
ring fencing (resources) 22
risk events 380
risk management 13, 18, 56, 369, 369–82, 386
risks 369, 369, 370, 390, 438; assessing 371–3, 381–3; business versus delivery 371; and change control 400, 400; corporate attitude to 29; versus issues 389; key risks (in project plans) 230; monitoring 380; reducing 152; threats 371, 375–6
risk simulation 384
roles: definition of 28; descriptions 209–10; document management 456–7; project 30, 196–7, 209–10
rolling forecast reports 337, 338, 340
rules (process-driven) 143
safety (in project planning) 318–19, 319
scenario analysis 353, 383, 383–4
schedule planning 330
schedule reports 294, 295, 297, 297–311
schedules 235, 283–6, 364; critical paths 290–1; float 290–1, 334–5; schedule control cycle 292; software packages 290–1; tracking progress 292–3; updating 293 see also project planning
schedule update forms 305, 306
scope reserves 350
“S-curves” 360
“self-service” management 153
semi-closed projects see “ quests”
semi-open projects see “making movies”
sensitivity analyses 353, 382–3, 383
simple programmes 161, 161, 164, 164
simulations see risk simulation
simultaneous engineering see concurrent engineering
single-point accountability 180
solution baselines 196
sponsors see project sponsors
stages 12, 15–17, 31, 56–7, 57, 58, 60–1, 62, 63, 64–6; early stages 23–4; and financial management 348; and phased
programmes 163, 163; and preparation of project plan 223; versus processes 151; and risk management 18; simple versus normal projects 144, 144, 145; “stage-gates” 70–1, 71; stage names 66–7, 67–8
stakeholder landscape 415, 416, 417
stakeholder maps 416, 417–19, 418
stakeholder relationship maps 418, 419
stakeholders 152, 238, 413, 419–20, 480, 482; audience 423, 427; communication 422, 422–9; engagement 420; identification and analysis 413, 414–20; influence mapping 240, 241–2; involvement of 17–18, 238–9; motivations 414; post-implementation review 439; resistance 421, 421; roles 241
stand-alone projects 47
standard solutions 192
storage (of documents) 455
strategic lens (business case) 273
strategic misrepresentation 274
structures see organizational structures; project structures
summary schedule plans 285, 288–9
sustainability drivers 260
tailoring 139–43, 478, 478–80, 479, 494
team managers 494; and governance 197; reporting to project manager 231
team profiling 181
teams: cross-functional 20–2, 21, 28, 29–31; team managers 77, 87–9, 92, 93–4; team members 87–8, 92, 93, 94
templates: document 447, 451–3, 458, 488; reporting 253
termination (of projects) 465
testing 64
test results 117
Theory of Constraints (TOC) 322
threats (risks) 371, 375–6, 382
transfiguration projects 276
trial plans 117
trial results 123
trials 152
trial stage 64, 71–2, 120, 123–5; business case 123; key deliverables plan 124; overview 123; process steps 124–5, 125; project plan 123; ready for service (RFS) review 123, 291, 293; trial results 123
two-stage trials 152
UK government’s project delivery standard (GovS 002) 524
usage and capacity reports 339
validation see trial stage
Value Flashpoints® 270
variance calculations 360
version management (documents) 446, 448, 449, 459
viability (of projects) 402
withdrawal (of documents) 455
work breakdown structure (WBS) 154, 161, 180, 347, 350; and governance 193–4, 194
work packages 154–5, 155; and preparation of project plan 224, 284, 296