Information Technology Project Management by Kathy Schwalbe

I.2 Index

computer-mediated CPPC. See cost plus percentage of dummy activities, 252
communication, 72 costs (CPPC) contracts duration, 253
Dynamic System Development
computer viruses, 357 crashing, 264
configuration management, 186 critical chain scheduling, 265–267 Method (DSDM), 94
conflict management, 73 critical path, 259
conformance, 356 E
conformance to requirements, 330 analysis, 259
confrontation mode, 410 calculating, 259–260 EAC. See estimate at completion
constructive change orders, 528 important updates, 265 (EAC)
contingency allowances, 472–473 make schedule trade-offs,
contingency plans, 472 early finish date, 262
contingency reserves, 293, 261–263 early start date, 261
project X, 260f earned value (EV), 307
472–473 shorten project schedule, earned value management (EVM),
Continuing Certification Require-
263–264 287
ments (CCR) program, 390 critical path method (CPM), 259, actual cost, 307
contracts budget at completion, 310
268, 491 cost performance index, 309
closure, 528 CRM. See Customer Relationship cost variance, 308
definition, 509 earned value, 307
statement of work, 518 Management (CRM) estimate at completion, 309
types of, 512–516 Crosby, Philip B., 352–353 planned value, 307
control charts, 337–338 Crowe, Andy, 88 schedule performance index,
cost, 287 Crystal, 94
baseline, 305 cultural differences in quality, 359 309
of capital, 162 Customer Relationship schedule variance, 308
management (See project cost to-complete performance
Management (CRM), 62
management) customer testimonials, 273 index, 309
of nonconformance, 356 CV. See cost variance (CV) e-cigarette chargers, 357, 358
of quality, 356–357 effectiveness, 386–389
cost estimates D effort, 253
basis of estimates, 299–304 e-informing, 530
budgetary estimate, 295 daily Scrum, 131, 137 e-invoicing, 531
definitive estimate, 295 Daniels, Scott, 328, 364 e Keirsey Temperament Sorter,
IT, 298–299 Davidson, Ed, 374
rough order of magnitude, 295 decision trees, 485–487 405
tools and techniques, 296–298 decomposition, 213 Eli Lilly, 489
Cost Estimating in an Agile defect, 348 Ellis, Sarah, 374
Development Environment Defense Systems Leaders, 541 e-mail, 445–447
(2015), 304 definitive estimate, 295 e-marketsites, 530
cost management. See project cost Deligiannis, Nick, 510 emotional intelligence, 389–390
management deliverable, 63, 202 Emotional Intelligence
cost performance index (CPI), 309 Dell, 508
cost plus award fee (CPAF) Delphi car, 355 (Goleman), 389
contracts, 514 Delphi technique, 477–478 Emotional Intelligence for
cost plus fixed fee (CPFF) DeMarco, Tom, 357, 358
contracts, 513–514 Demers, Clement, 122 Project Managers: The
cost plus incentive fee (CPIF) Deming, W. Edwards, 351 People Skills You Need to
contracts, 513 Department of Defense (DOD) Achieve Outstanding Results
cost plus percentage of costs (Mersino), 389
(CPPC) contracts, 514, 515 Risk, Issue, and Opportunity empathic listening, 387, 388
cost-reimbursable contracts, 513 Management Guide, 477 employment rates, 2–3
cost variance (CV), 308 dependency, 248 e-MRO, 530
Cotton, Brian, 439 deputy project managers, 392 EMV. See expected monetary
Cottrell, Bill, 94 design of experiments, 331 value (EMV)
Covey, Stephen, 386–389, 429 development team, 130 Enterprise Applications
CPAF contracts. See cost plus DevOps, 4 Consulting, 226
award fee (CPAF) contracts direct costs, 292 enterprise project management
CPFF contracts. See cost plus directives, 161 (EPM), 39, 455
fixed fee (CPFF) contracts discount factor, 164 enterprise resource planning
CPI. See cost performance discount rate, 162 (ERP), 19
index (CPI) DISC profile, 407–408 Epic, 95
CPIF. See cost plus incentive fee discretionary dependencies, 249 e-procurement, 530
(CPIF) contracts diverse technologies, 68–69 e-purchasing functionality, 530
CPM. See critical path method DMADV, 94 e-reverse auctioning, 530
(CPM) DMAIC, 94, 344 ESI International Inc., 362
CPO. See Chief Project DOD guidelines. See Department e-sourcing, 530
Officer (CPO) of Defense (DOD) estimate at completion (EAC),
Doran Jones Inc., 507 308, 309
driverless cars, 355 e-tendering, 530

Index I.3

ethics, project management, FP-EPA. See fixed-price with hierarchy of needs, 380–381
36–37 economic price adjustment Hillson, David, 467, 468
(FP-EPA) contracts Hilton Worldwide, 62
EV. See earned value (EV) histogram, 340
EVM. See earned value FPIF. See fixed-price incentive fee The Hobbit, 90
(FPIF) contracts Holloway, Caswell F., 510
management (EVM) Hollstadt, Rachel, 62
executing process, 87, 90, F-44 radar upgrade project, 374 How Google Tests Software
Frames of Mind: The Theory
117–121, 136–137 (Whittaker), 207
executing processes, 87 of Multiple Intelligences The Huffington Post, 376
Executive Information System (Gardner), 389 human resource management. See
free float, 261
(EIS), 328, 333, 364 free slack, 261 project resource management
executive steering committee, 67 Friang, Luke, 508 human resources (HR) frame, 52
expectations management matrix, Frost & Sullivan, 439 The Human Side of Enterprise,
full-time equivalent (FTE), 296
548, 549t functionality, 333 383
expected monetary value (EMV), functional organizational Humphrey, Watts S., 350
structure, 53 Huntington Bancshares, Inc., 67
485–487 Function Point Analysis (FPA), 304 hybrid life cycle, 64
expert judgment, 517 function points, 301
expert power, 386 I
explicit knowledge, 181 G
external dependencies, 249 Ibbs, William, 465
external failure cost, 357 Game Chaser app, 507 IBM, 94, 95
external project stakeholders, 542 Gantt charts, 31, 255 IEEE. See Institute of Electrical
Extreme Programming (XP), 94
extrinsic motivation, 380 milestones to, 257 and Electronics Engineers
mind map, 222f (IEEE)
F project X, 256f IEEE Standard Glossary of
software development Software Engineering
fallback plans, 472 Terminology, 204
fast tracking, 264 plan, 32f incremental life cycle, 64
FBI. See U.S. Federal Bureau of software launch project, 256f indirect costs, 292
tracking Gantt chart, 258 individual communication,
Investigation (FBI) website project, 217f 428–430
Feature Driven Development Gardner, Howard, 389 influence and power, 384–386
Gartner, Inc., 5–6 informal communication, 430–431
(FDD), 94 Gates, Bill, 328 information technology (IT)
features, 333 General Motors (GM), 328, 489, aligning, business strategy,
feeding buffers, 267 508
Feigenbaum, Armand V., 354 Gilliland, Peter, 543 158–159
Ferguson, Christa, 546 global IT workforce, 374–375 best practices, 158
FFP. See firm-fixed-price (FFP) globalization, 69–70 with business strategy,
Global Positioning System (GPS),
contract 299 158–159
Financial Stability Forum Goleman, Daniel, 389, 390 common programs, 18–19
Goodyear, 353 cost estimates, 298–299
(FSF), 467 Google, 207, 375, 399 project management, 2–3
finish-to-finish dependency, Google Docs, 445, 446, 447 project manager careers, 30
Gottron, Joe, 67 projects, 4–6, 23f
251–252 group communication, 428–430 project selection, 161–162
finish-to-start dependency, 251 groupthink, 410 initial contractor responses, 521
FireChat app, 437 Guide to Business Analysis Body initiating process, 87, 89, 101–106
firm-fixed-price (FFP) contract, 512 of Knowledge (BABOK® instant messaging, 445–447
fishbone diagrams, 336 Guide), 206 Institute for International Finance
fitness for use, 330 Guide to Quality Control (IIF), 467
5 whys, 336 (Ishikawa), 353 Institute of Electrical and
fixed-price contracts, 512 Gumpert, Peter, 426, 434, 435, Electronics Engineers (IEEE),
fixed-price incentive fee (FPIF) 449, 455 176
intangible costs/benefits, 292
contracts, 512 H integrated change control,
fixed-price with economic 184–188
Hayman, Jason, 375 integration management.
price adjustment (FP-EPA) HEART (guest experience), 62 See project integration
contracts, 512 Herzberg, Frederick, 378, 381–382 management
Flatiron-Manson, 514 Hewlett-Packard, 353, 508 integration testing, 350
Fleming, Joe, 86 interactional leadership, 28
float, 259 interactive communication, 437
flowcharts, 341–342 interface management, 154
forcing mode, 410
Ford Motor Company, 351, 353
forecasts, 440
formal communication, 430–431
forward pass, 262
14 points for management,
351–352

I.4 Index

internal dependencies, 249 K matrix organizational structure, 55
internal failure cost, 357 Mattes, Andy, 376
internal logical files (ILFs), 304 kaizen, 334 maturity models, 359–362
internal project stakeholders, 542 Kanban, 75, 334 MBTI. See Myers-Briggs Type
internal rate of return (IRR), 159, Kanban (Anderson), 335
kanban boards, 445–447 Indicator (MBTI)
166 Kanter, Rosabeth Moss, 20–21 McBride, Marie, 506, 532
International Institute for Keirsey, David, 405 McClelland, David, 378, 383
Kennedy, John F., 386 McDonnell Aircraft Company, 219
Learning, Inc., 362 kick-off meeting, 105–106 McGregor, Douglas, 378, 383–384
International Institute of Business Kidder, Tracy, 387 McNealy, Scott, 509
kill points, 66 McPherson, Jim, 355
Analysis (IIBA®), 206 KLCI Research Group, 466 mean, 346
International Organization knowledge areas, 10f, 11–12 measurement and test equipment
known risks, 470
for Standardization (ISO), known unknowns, 293 costs, 357
354–355 KPMG survey, 475 meetings, effective, 443–445
International Requirements Kwak, Young H., 465 megaproject, 18
Engineering Board (IREB), 206 Mehrabian, Albert, 430
interviewing, 478 L merge, 250
intrinsic motivation, 378 Mersino, Anthony C., 389
invitations for bid, 521 Laissez-faire leadership, 28 mesh-networking, 437
invitations for negotiation, 521 Landry, Jeff, 363 metric, 331
IRR. See internal rate of return late finish date, 262 Metzen, Chris, 67
(IRR) late start date, 262 Meyer, Marissa, 376
Ishikawa diagrams, 336 leadership, 390–391 Microsoft Corporation, 328
Ishikawa, Kaoru, 353 Microsoft Excel, 489
ISO 9000, 354 improving project quality, 356 Microsoft Project 2016, 232f, 412
issue log, 548, 549t styles, 62, 72, 390 milestone, 246
iterative life cycle, 64 Leadership: Theory and Practice mind mapping, 157, 221–222
IT governance, 61 (Northouse), 390 Minnesota Department of
IT Governance Institute (ITGI), 61 leaders vs. managers, 28–29
IT human resource management, lean, 334 Transportation (MnDOT), 514
375–377 learning curve theory, 293 mirroring, 388
IT projects legitimate power, 385–386 Money magazine, 443
agile software development, Lencioni, Patrick, 411 monitoring and controlling
lessons-learned report, 449
73–76 life cycle costing, 290 processes, 87, 90, 182–183,
change control on, 185 Lister, Timothy, 358 550–552
diverse technologies, 68–69 Local On-Line Network System Monte Carlo analysis, 487–489
globalization, 69–70 (LONS), 219 Moodle, 446
nature of, 67–68 Lord of the Rings, 90 Morhaime, Mike, 67
offshoring, 70–71 lump-sum contracts, 512 motivation-hygiene theory,
organization’s commitment, 381–382
M motivation theories
61–62 extrinsic motivation, 380
outsourcing, 70–71 maintainability, 333 Herzberg’s motivation-hygiene
planning process, 89, 158f make-or-buy analysis, 516–517
project work management, 179 make-or-buy decision, 512 theory, 381–382
quality affecting factors, Malcolm Baldrige National Quality intrinsic motivation, 378
Maslow’s hierarchy of needs,
332–333 Award, 354
scope management, 228 management commitment, 60–61 380–381
team member characteristics, 68 management reserves, 293, 473 McClelland’s acquired-needs
virtual teams, 71–73 management reviews, 66
managers vs. leaders, 28–29 theory, 383
J managing stakeholder Motorola, 347, 356
Mott, Randy, 508
Jackson, Peter, 90 engagement, 548–550 multitasking, 265
Jehn, Karen, 410 mandatory dependencies, 249 Murphy’s Law, 266
Jira agile reporting, 451, 452f market research, 518 Myers-Briggs Type Indicator
job description, 24–25 Marston, William Moulton, 407
Jobs, Steve, 383 Martin Luther King, Jr., 386 (MBTI), 405–406
Johnson, Jim, 67 Maslow, Abraham, 378, 380 Myers, Isabel B., 405
Joint Application Design (JAD), massive multiplayer online
N
66, 229 (MMO), 67
Joint Application Development master services agreement NASA International Space Station
Program, 19
(JAD), 94 (MSA), 531
joint requirements planning National Programme for Health
IT, 287
(JRP), 66
Judge, Timothy, 57 natural disasters, 437
Juran, Joseph M., 346, 352, 356 net present value (NPV), 159,
JWD Consulting, 86
162–165

Index I.5
PMO. See Project Management
network diagrams, 249–252, 250f symbolic frame, 53
Neuman, Robert, 344 training and certification Office (PMO)
New England Patriots, 60 PMP®. See Project Management
New Line Cinema, 90 programs for business
new product development analysts, 206 Professional (PMP®)
Ouchi, William, 384 PMP®, 89, 122
(NPD), 440 Out of the Crisis (Deming), 351 podcasts, 453
Nguyen, Kim, 202 outsourcing, 70–71, 506–510 Point of Total Assumption (PTA),
Nippon Telegraph and Telephone overallocation, 400, 401
overrun cost, 286 512, 513
(NTT) East, 437 political frame, 52
node, 249 P politics, 52
normal distribution, 346 Porras, Jerry, 345
Northouse, Peter, 390 Pande, Peter, 344 portfolios, 20
Northwest Airlines Resnet parametric estimates, 298
Pareto analysis, 340, 341 management, 19–21
project, 335 Pareto chart, 340, 341f overview of, 22t
NPD. See new product Parkinson’s Law, 267 power, 385
payback period, 166 power/interest grid, 544, 545
development (NPD) PDM. See precedence Practical Communications,
NPV. See net present value (NPV) Inc., 438
diagramming method (PDM) Practice Standard for Work
O Pell, Philip A., 89 Breakdown Structures, 214
penalty, 385 pre-bid conference, 525
OBS. See organizational performance, 333 precedence diagramming method
breakdown structure (OBS) performance reporting, 440–441 (PDM), 251, 252f
Per Scholas, 507 predictive life cycle, 64
OECD. See Organisation for PERT. See Program Evaluation and prevention cost, 356–357
Economic Co-operation and PricewaterhouseCoopers (PwC), 95
Development (OECD) Review Technique (PERT) Primal Leadership
PERT weighted average, 269 (Goleman), 390
offshoring, 70–71, 506 phase exits, 66 probabilistic time estimates, 268
online course management phase gate reviews, 66 probability/impact matrix/chart,
Pink, Daniel, 382 480–483
software, 446 planned value (PV), 307 problems, 161
OpenSource method, 94 planning processes, 87 process, 87
OpenUP, 94 process adjustments, 336
OPM3®. See Organizational case studies, 106–117, process groups. See project
134–136 management process groups
Project Management Maturity Procter & Gamble, 489
Model (OPM3®) communications management, procurement, 506
opportunities, 161 434–436 procurement management.
opportunity cost of capital, 162 See project procurement
oral communication, 431 cost management, 294 management
Organisation for Economic integration management, procure-to-pay suites, capabilities
Co-operation and of, 530–531
Development (OECD), 186 156–159 product backlog, 131, 136t
organizational breakdown procurement management, product life cycle, 63–66
structure (OBS), 394 product owner, 130
organizational charts, 392–394 512–525 professional certification, 35
organizational culture, 57–58 project management process profit margin, 290
organizational influences, profits, 290
on quality, 358 groups, 87 Program Evaluation and Review
organizational process assets, 170 project quality management, Technique (PERT), 268–269
organizational project program manager, 19
management, 21–24 330–334 programs, 18–19, 22t
Organizational Project project schedule management, progress reports, 440
Management Maturity Model project
(OPM3®), 20, 361–362 244–246 archives, 450
organizations risk management, 490–493 attributes of, 6–7
benefits realization rolling wave, 247 buffer, 266
scope management, 203–205 charter development, 169–173
processes, 291 stakeholder, 546–548 constraints, 7–9, 8f
culture, 57–58 strategic, 156–159 defined, 4
human resources (HR) Please Understand Me II: examples of, 4–6
Temperament, Character, life cycle, 63
frame, 52 Intelligence (Keirsey), 405 management reviews, 66
IT, development strategy, 158 PMBOK® Guide, 12, 14, 93, organizational structure
political frame, 52 95, 106
requirements management, PMI, 94, 95. See Project influences, 56t–57t
Management Institute (PMI) overview of, 22t
212–213 PMI Professional in Business
select projects, 161 Analysis (PMI-PBA®), 206
stakeholders, 542 PMI Risk Management
standards, 62 Professional (PMI-RMP) SM,
structural frame, 52, 464–465
PMI Talent Triangle, 390
53–57, 54f

I.6 Index

project (continued) knowledge areas, 10f, 11–12 guidelines to create, 176–177
portfolio categories, 23 organizational project project documents, 174t–175t
stakeholders, 9–11 project management process
success/failure of, 15–18, 17t management, 21–24 groups, 87
outsourcing, 70–71 closing process, 87, 90,
project communications planning (See planning
management 126–129, 138–139
goal of, 427 processes) executing process, 87, 90,
importance of, 426–428 PMI, 34
improving, 442–452 programs, 18–19 117–121, 136–137
keys to good communications, project attributes, 6–7 initiating process, 87, 89,
428–434 project manager, 7, 24–30
managing communications, vs. project portfolio 101–106
436–441 knowledge areas, 91–93
monitoring communications, management, 20f methodology, 93–95
441 software development, 37–39 monitoring and controlling
overview, 427, 428 stakeholders, 9–11
planning, 434–436 success/failure, 15–18 process, 87, 90, 122–126,
software for, 452–454 systems, 49–50 137–138
systems view of, 49–51 planning process, 87, 89,
project cost control technologies, 2 106–117, 134–136
earned value management, three-sphere model, 50–51 pre-initiation tasks, 96–100,
307–311 tools and techniques, 12–15, 133–134
project portfolio management, templates, 139–142
312–314 13t–14t Project Management Professional
triple constraints, 7–9 (PMP®), 35, 62
project cost management virtual teams, 71–73 project managers, 7
basic principles of, 288–293 Project Management Body of IT careers for, 30
budget, 305–306 Knowledge (PMBOK®) job description, 24–25
control of, 306–314 agile software development, leadership skills, 28–30
definition of, 288 management commitment,
estimating costs, 294–304 75–76 60–61
importance of, 286–288 earned value, 310 skills for, 26–27
overview, 289f final project report, 188–189 project organizational
planning, 294 leadership styles, 28 structure, 54
software, 314–315 organizational structures, 55 project portfolio management
portfolios, programs, and (PPM), 19–21, 312–314
project integration management project procurement management
closing projects/phases, projects, 22t conducting procurements,
188–189 product life cycle, 64 525–527
definition and overview, project charter importance of, 506–511
152–155, 153f overview, 510, 511
directing and managing project development, 170 planning, 512–525
work, 177–181 project integration software for, 529–531
integrated change control, project quality management
184–188 management, 152–153 controlling quality, 331,
managing project knowledge, project life cycle, 63 335–336
181 project managers skill, 26 importance of, 328–330
monitoring and controlling project scope improving, 355–362
project work, 182–183 managing quality, 331
project charter management, management, 231 modern quality management,
169–173 project stakeholder 351–355
project management plan, overview, 330–331, 332f
173–177 management, 554–555 planning process, 330–334
project selection, 155–159 requirement, 205 processes, 330–331
selection of projects, 160–169 tools and techniques, 12 purpose of, 330
software, 189–190 Project Management Certification, quality assurance, 334
strategic planning and, 35–36 software for, 362–363
155–159 Project Management Information project resource management
System (PMIS), 136, 180 acquiring resources, 397–403
project knowledge Project Management Institute controlling resources, 412
management, 181 (PMI), 34 estimating activity resources,
ACP, 75 396–397
project management. See also earned value human resource management
IT projects plan, 391–396
advantages, 4 management, 312 importance of, 374–377
agile, 73–76 leadership skills, 28–29 overview, 378, 379f
certification, 35–36 reports, 2 processes, 377–378
defined, 9 student membership, 35 psychosocial issues, 378,
ethics in, 36–37 project management maturity 380–391
globalization, 69–70 models, 361–362 software for, 412
history of, 30–34 Project Management Office
information technology, 2–3 (PMO), 32
goals of, 33
IT planning process, 158
project management plan
contents, 174–175
definition, 173

Index I.7
Request for Proposal (RFP), 393,
team development, 403–408 project work management
team management, 409–412 IT project, 179 520, 521, 521t–524t
project risk management planning and execution, 178 Request for Quote (RFQ), 520
identifying risks, 477–481 project execution tools and required rate of return, 165
implementing risk techniques, 180–181 requirements, 205, 229–230
strong leadership, 178–179 requirements management
responses, 493 supportive organizational
importance of, 464–472 culture, 178–179 plan, 205
monitoring risks, 493–494 requirements traceability matrix
overview, 470–471 proposal, 520
planning, 472–473, 490–493 proposal evaluation sheets, 526 (RTM), 209, 209t
qualitative risk analysis, prototyping, 229 reserves, 293
prototyping life cycle model, 65 residual risks, 493
481–485 PTA. See Point of Total resource assignment, 398
quantitative risk analysis, resource breakdown structure,
Assumption (PTA)
485–490 Public Transport Users 244, 397
software for, 494 resource histograms, 395
sources of risk, 474–476 Association (PTUA), 227 resource leveling, 401–403
project schedule management pull communication, 438 resource loading, 399–401, 400
control, 270–272 Pulse of the Profession®: responsibility assignment matrix
defining activities, 246–247
estimating activity durations, Capturing the Value of Project (RAM), 394–395, 394t
Management 2015, 178 return on collaboration
253–254 purchasing, 506
importance of, 242–244 push communication, 437–438 (ROC), 440
overview, 243, 245f PV. See planned value (PV) return on investment (ROI),
planning, 244–246
schedule development, 254–270 Q 165–166, 290
sequencing activities, 248–252 reward power, 386
software, 272–274 quadruple constraint, 9 rework, 336
project scope management quality, 330 RFP. See Request for Proposal (RFP)
collecting requirements, RFQ. See Request for
assurance, 334
206–209 audit, 335 Quote (RFQ)
controlling scope, 227–230 circles, 353 risk, 467–468
overview, 202–203, 202f quality control, 335, 336
planning, 203–205 tools and techniques for, acceptance, 491, 492
scope, 209–212 avoidance, 491
software and, 230–231 336–350 breakdown structure,
validating scope, 224–226 Quality Control Handbook
work breakdown structure, 474–475, 476f
(Juran), 352 vs. contract types, 515
213–224 Quality Is Free (Crosby), 352 enhancement, 492
project scope statements, 210 quality management. See project escalation, 491, 492
project selection events, 478–479
quality management exploitation, 491–492
balanced scorecard, 169 Quality Management Process factors, 482
categorizing IT projects, management plan, 472–473
Maturity Grid, 353 mitigation, 491
161–162 Quartier International de owner, 480
focusing on broad organizational preference, 469f
Montréal (QIM) project, 122 register, 478–480
needs, 160–161 report, 480–481
net present value analysis, R sharing, 492
transference, 491
162–165 RACI charts, 394, 395t utility, 469
payback analysis, 166–167 RAD. See Rapid Application utility function, 469f
return on investment, 165–166 risk-averse person/
weighted scoring model, Development (RAD) organization, 469
RAD life cycle model, 65–66 risk information technologies and
167–169 RAM. See responsibility services (RITS), 467
PRojects IN Controlled risk management. See project risk
assignment matrix (RAM) management
Environments (PRINCE2), 93 Rapid Application Development risk-neutral person/
project sponsor, 7 organization, 469
project stakeholder management (RAD), 64, 94 risk-seeking, 469
rapport, 388 Robbins, Stephen P., 57
identifying stakeholders, Rational Unified Process (RUP) Robust Design methods, 353–354
541–546 ROI. See return on
framework, 94 investment (ROI)
importance of, 540–542 Reachi device, 437 rolling wave planning, 247
managing stakeholder referent power, 386 Ross, Douglas, 387
relationship, 248 Ross, Jeanne, 61
engagement, 541, 548–550 reliability, 333 rough order of magnitude (ROM)
monitoring stakeholder Request for Information estimate, 295

engagement, 541, 550–552 (RFI), 520
overview, 542f
planning stakeholder

engagement, 541, 546–548
processes, 541
software for, 553–554

I.8 Index

RSA Animate, 382 Sentinel project, 269 SPI. See schedule performance
RTM. See requirements servant leadership, 28 index (SPI)
Seven Basic Tools of Quality,
traceability matrix (RTM) spiral life cycle model, 65, 65f
run charts, 342 336–342 sprint, 130
RUP. See Rational Unified Process The 7 Habits of Highly Effective
backlog, 131, 136t
(RUP) framework People: Powerful Lessons in planning session, 131
Personal Change (Covey), retrospectives, 131, 138
S 386, 429 reviews, 131
seven run rule, 338 SQFD. See Software Quality
Salt Lake Organizing Committee SharePoint portal, 445 Function Deployment (SQFD)
(SLOC), 183 Silent Messages (Mehrabian), 430 model
simulation, 487–489 staffing management plans, 395
Sanderson, Peter, 514 Six Sigma, 344–348 stakeholder(s), 9–11
Satisfaction and Loyalty Tracking conversion table, 347, 348 analysis, 544, 547
and defective units, 347 communications analysis,
(SALT), 62 methodologies, 94–95
Scaled Agile Framework, 94 principles, 345 434, 435t
scatter diagrams, 339 project selection and management commitment,
schedule baseline, 258
schedule development processes management, 346 60–61
and statistics, 346–348 organizational commitment to
agile and schedule The Six Sigma Way, 344
management, 269–270 six 9s of quality, 348 IT, 61–62
skills gap, 377 organizational standards, 62
CPM, 259 Skjødt, Pernille, 437 stakeholder management.
critical chain scheduling, slack, 259 See project stakeholder
slipped milestone, 259 management
265–267 SMART criteria, 257 stakeholder register, 101, 541,
critical path calculation, smoothing mode, 410 543, 544
social media blunders, 443 standard deviation, 346
259–260 Social Styles Profile, 406, 407f standards, 93
critical path to project software Standish Group, 3–4, 15,
agile software development, 66, 474
schedule, 263–264 start-to-finish dependency, 252
Gantt charts, 255–256 73–74 start-to-start dependency, 251
make schedule trade-offs, defect, 350 Startup Box, 507
development projects, 206 statement of work (SOW),
261–263 engineering steps, 205 518–519
milestones to Gantt online course management statistical sampling, 342–343
status reports, 440
charts, 257 software, 446 status review meetings, 441
program evaluation and review for project communications Stougaard, Ida, 437
strategic and business
technique, 268–269 management, 452–454 management, 391
project’s critical path, 261 project cost management, strategic planning, 156–157
tracking Gantt chart, 258–259 stratification, 342
updating critical path 314–315 structural frame, 52
project integration subproject managers, 392
data, 265 sunk cost, 292
schedule performance index management, 189–190 Sun Microsystems, Inc., 509
for project quality supplier conference, 525
(SPI), 309 suppliers, 506
schedules. See project schedule management, 362–363 Surveyor Pro project
for project resource cost baseline, 305f
management software development
schedule variance (SV), 308 management, 412
Schlichter, John, 361 project schedule management, estimate, 303f
scope, 202 SV. See schedule variance (SV)
272–274 SWOT analysis, 156–157,
baseline, 213 project scope management,
control, 227–230 157f, 478
creep, 225 230–231 synergy, 386
defining, 209–212 project stakeholder systems
validation, 224–226
scope management. See project management, 553–554 analysis, 49
scope management risk management practices, approach, 49–50
Scrum, 94, 130–131 management, 49, 50–51, 50t
framework, 74–75, 74f, 132f benefits from, 466f outputs, 333
team, 130 Software Engineering Institute philosophy, 49
unique activities, 132f–133f testing, 350
Scrumban, 94 (SEI), 360 thinking, 49
ScrumMaster, 130, 131, 137 Software Project Management systems development life cycle
SDLC. See systems development (SDLC), 64–65
life cycle (SDLC) Plan (SPMP), 176
secondary risks, 493 Software Quality Function
SEI. See Software Engineering
Institute (SEI) Deployment (SQFD) model, 360
selection of projects. See project Sorel, Tom, 514
selection The Soul of a New Machine, 387
sensitivity analysis, 489–490 source selection criteria, 524–525
SOW. See statement of work

(SOW)

Index I.9

T for planning procurement W
management, 516–518
tacit knowledge, 181 Walmart, 507, 508
Taguchi, Genichi, 353 project execution, 180–181 watch list, 484
tangible costs/benefits, 292 for quality control, 336–350 waterfall life cycle model,
task, 244 top-down approach, WBSs, 220
task dependency, 251f top-down estimates, 297 64–65, 65f
task-technology fit, 72 Top Ten Risk Item Tracking, Water, Sydney, 61
TAT. See Thematic Apperception 483–484 WBS. See work breakdown
total float, 261
Test (TAT) total quality control (TQC), 354 structure (WBS)
team-building activities, 404 Total Quality Control: WBS dictionary, 223
Engineering and Web-based ERP, 530
DISC profile, 407–408 Management webcasts, 453
Myers-Briggs Type Indicator (Feigenbaum), 354 weighted scoring model, 167–169
total slack, 261 Weill, Peter, 61
(MBTI), 405–406 TQC. See total quality control Wells Fargo bank, 329
reward and recognition (TQC) White, Donald, 541
tracking Gantt chart, 258–259 Whittaker, James, 207
systems, 408 training, 403–404 wiki, 445–446
Social Styles Profile, 406, 407f transactional leadership, 28 Wilemon, D. L., 378, 384, 385
team charters, 395–396 transformational leadership, 28 withdrawal mode, 410
team development, 403–408 triggers, 479 workarounds, 494
team life cycles, 72 triple constraint, 7, 8f, 247 work breakdown structure (WBS),
team management, 409–412 Tuckman, Bruce, 403
technology Tuckman model, 403 213, 393, 435–436, 474, 491
creating and distributing analogy approach, 219–220
U basis of estimates, 301–302
information, 436 bottom-up approach, 220
information technology (see unit pricing, 515 dictionary, 223, 224
unit test, 349 mind mapping, 221–222
information technology unknown risks, 470 sample intranet, 214f
(IT)) unknown unknowns, 293 software development
telecommuting, 376 Urban Development Center
templates, 139–142, 448–452 project, 216f
tender/quote, 520 (UDC) model, 507 top-down approach, 220
termination clause, 516 urban onshoring, 507 using guidelines, 219
Tesla Motors Inc., 508 U.S. Air Force, 219 website project Gantt
testing, 348–350 U.S. Bureau of Labor Statistics,
texting, 445–447 chart, 217f
Thamhain, H. J., 378, 384, 385 3, 205 work definition and assignment
Thematic Apperception Test U.S. Department of Defense
(TAT), 383 process, 393
Theory of Constraints (TOC), 265 (DOD), 176, 219 work from home, 376
Theory X, 383–384 use case modeling, 229 work package, 215
Theory Y, 383–384 user acceptance testing, 350 workplace factors, on quality, 358
Theory Z, 384 user input, 228–229
Theory Z: How American user stories, 135 X
Business Can Meet the U.S. Federal Bureau of
Japanese Challenge, 384 Xerox, 353
three-point estimate, 253, 297 Investigation (FBI), 248
time and material (T&M) U.S. Federal Reserve, 329 Y
contracts, 515 U.S. Internal Revenue Service
time management. See project Yahoo, 376
schedule management (IRS), 89 yield, 348
Titanic factor, 484–485 YouTube, 453
T&M contracts. See time and V
material (T&M) contracts Z
TOC. See Theory of Constraints variance, 227
(TOC) virtual teams, 71 zero defects, 352–353
to-complete performance index Zuckerburg, Mark, 329
(TCPI), 309 advantages of, 71 Zulily, 508
tools and techniques, 12–15 disadvantages of, 72
cost estimation, 296–298 goals, 72–73
for managing project teams,
409–410