Index 651

loyalty, 352 McDougall, Lorna, 357n Morigeau, Stuart, 233n

Luby, R. E., 124 McFarlan, F. W., 20, 55 Morris, P. W., 56
Lucas, E., 555, 572 McGrath, M. R., 444 Morrison, T. 560n, 573
Lucas George, 549 McNerney, Jim, 423 Morton, Danelle, 383, 383n
Lucent Technologies, 301 McPherson, S. O., 408 motivation
Luthans, F., 573 Médecins Sans Frontières (Doctors With- for extraordinary performance, 320
out Borders), 547, 547n incentives in, 307, 308, 320

M mediating conflict, 397

meetings. See project meetings
Motorola, 420
Motta, Silva, 56
MacCormack, Alan, 584, 584n mega projects, estimation for, 149–151 Müller, R., 356, 360, 366, 367
MacIntyre, Jeff, 35, 35n3, 56 Melnyk, Les A., 526n multi-criteria selection models, 40–43
Mackey, J., 302 Ménard, 79, 93 multiproject environments
MacLeod, G., 155 Mendenhall, M. E., 569n, 573 project networks in, 182
Madnick, S., 328 Menon, R., 232 resource scheduling in, 272–273
Magenau, J. M., 444 merge activities, 166, 169, 172–173 multiproject resource schedules, 272–273
Magne, E., 155 Merritt, G. M., 232 multitasking, 36–37, 295–296
Magretta, Joan, 56 met-expectations model, 439 multi-weighted scoring models, 41–43
Maier, N. R. F., 393n, 408 Meyer, A. D., 232 Murch, R., 124
Majchrzak, A., 93, 408 Meyer, D., 269, 291 Murphy, C., 390, 409
Malhotra, A. A., 408 Meyer, E., 573
“management by wandering around”
(MBWA), 350–351, 393
Mexico, cross-cultural factors in, 556,
558–559 N
Management Reserve index (MRI), 477 MGM, 320 Nabisco, 535
management reserves, 224–225 Miami Heat, 520 Naeni, L., 501
managing expectations, 351 Microsoft Project, 385, 478, 511–513 NAFTA, 559
Managing Martians (Shirley and middle management. See also top Nambisan, S., 444
Morton), 383 management Namibia, Africa, cross-cultural factors
managing upward relations, 351–353 implementation gap in project portfolio in, 568
mañana syndrome, 556 management, 34–35, 36–37 NASA Mars Climate Orbiter, 208–209
Mannakau (New Zealand), 312 level of detail in project estimates, Nash, Steve, 520
Mantel, S. K., 351n3, 367 143–144 National Basketball Association (NBA),
Marlin, Mark, 538 managing versus leading a project, 376, 520
Marriott Corp., 405 340–341 National Guard, 526
Mars Exploration Program (JPL), 383 milestones Navistar, 387
Martin, A., 408 guidelines for setting, 465 Navy Federal Credit Union, 532
Martinelli, Russ, 538 in project scope, 103 NCR, 464
Martin, M., 456 schedules, 463–464 NEC, 27
Mass Fatality Identification System Millard, Candice, 552, 552n negotiation
(M-FISys), 585 Miller, D., 555, 572 components of principled,
materials factor, as resource constraint, 254 Miller, J., 72n, 93 435–439
Matheson, David, 50–51, 50n, 56 Mills, E., 84n in outsourcing, 434–439
Matheson, Jim, 50–51, 50n, 56 Milosevic, D. Z., 56, 155, 564n, 573 Nelson, K. A., 356n7, 367
matrix management, 75–81 mission of organization Nelson, Ryan R., 538
advantages and disadvantages, 77–78 project manager, understanding of, 28 net present value model (NPV)
balanced matrix, 76 in strategic management process, 30 in project selection, 38, 39
example of, 89 Mitchel, Russ, 271n in risk assessment, 215
nature of, 75 mitigating risk, 216–217 Netflix, 13
performance reviews, 534–535 Mittman, R., 408 network logic errors, 178
project versus functional manager Mobil Oil, 535 Newbold, R. C., 269, 291, 302
responsibilities, 7, 75 Moffett, M. H., 550, 573 Newmann, L., 291
recruiting project members, 381–382 Mohring, R., 291 new products, concurrent engineering
strong matrix, 77 Molinski, D., 13n in, 184–186
weak matrix, 76–78, 81 Molloy, E., 149, 155 NIH (not invented here), 379
maturity models, 529–532 Monarch, I., 232 Nike, 583
growth levels, 529–532 Monroe, Marilyn, 420 Nissen, M. E., 444
Maurer, I., 444 Montreal Olympics (1976), 150 Nobel Peace Prize, 547
MBWA (“management by wandering Moran, James, 202n Nofziner, B., 360, 367
around”), 350–351 Moran, R. T., 561n, 573 Nokia, 583
McConnel, S., 598 Moran, S. V., 561n, 564n, 573 nominal group technique (NGT) in, 405
McDermott, C. M., 56 Morgan, Pat, 387 Nonaka, Ikujiro, 585, 598
652 Index

nonfinancial selection models, 40–43 implications for organizing projects, overhead costs, 145
checklist models, 40–41 86–88 direct, 145
multi-weighted scoring models, 41–43 nature of, 81–83 general and administrative (G&A), 145
nonproject factors, in project estimation, 131 in project estimation, 131 oversight. See project audit; project
Noreen, E., 302 relationship with project structure, 88 offices (POs)
normal closure, 516–517 organizational culture review overtime
normal conditions in project estimation, questionnaire, 528 in accelerating project completion,
132–133 Organizational Project Management 308, 310
norming stage of team development, 378 Maturity Model (OPM3), 529 cross-cultural attitudes toward, 560
Nortel Networks Corp., 547 organization breakdown structure (OBS), ownership, in team building, 399
Northridge earthquake (California), 308 109, 110, 113 oyster projects, 50
Norton, D. P., 56 integrating with organization,
not invented here (NIH), 379
Novell, Inc., 271
113, 114
time-phased budget and, 274–276 P
numbering activities, 179 organization politics pace of life, 555
project managers and, 361 padding estimates, 131

O in project portfolio system, 35–36

in recruiting project members, 382
objectives trust and, 357–359
characteristics of, 33 organization strategy, 28–51
in project scope, 102–103 implementation through projects, 33
strategy formulation to meet, 32–34 managing portfolio system, 48–51
in supporting organization strategy, 33 project alignment with, 28
O’Boyle, B., 306n project manager understanding of, 28
OBS (organization breakdown structure), project portfolio management system,
109, 110, 113 37–38
O’Connor, G. C., 56 project priority system, 34–37
Oculus Rift, 13 project selection criteria, 38–43
Oddou, G. R., 573 project selection models, 44
Office of the Chief Medical Examiner selection model application, 43–48
(New York), 585 strategic management process
Ohio School Facilities Commission, 431 overview, 29–34
Olson, E. M., 93 strategy, defined, 27
Olve, N., 443 Orlando Sentinel, 209, 232
Olympic Forest, 270 Osmundsen, P., 155
Olympic games, 376 outdoor experiences/retreats, 399
O’Neal, Shaquille, 520 outsourcing, 419–441
operational projects, 37–38 in accelerating project completion,
Operation Eagle Claw, 527 309, 322
Operations and Technology for Global advantages and disadvantages, 421–424
Cash Management, 523 best practices, 426–434
OPM3 (Organizational Project co-location, 432
Management Maturity communication in, 427–428, 433
Model), 529 conflict management processes,
opportunity management, 223 429–431
opportunity, defined, 223 contract management, 433, 451–456
responses to opportunity, 223 customer relations, 439–441
optimism, 361 defined, 420
Oregon Health Sciences University examples of, 422–423, 428, 431
(OHSU), 135 long-term relationships, 433–434
O’Reilly, Brian, 535n negotiation in, 434–439
O’Reilly, C. A., 82n, 93 in resource allocation, 272–273
organizational culture, 68, 81–89. See also review and status updates, 431–432
cultural factors team-building activities, 426,
characteristics of, 83–86 428–429
countercultures and, 83, 86, 88 traditional approach versus partnered
diagnosis worksheet, 85 approach, 426–427
ethics in, 355–357 training activities, 428–429
example of, 84 well-defined requirements and proce-
functions of, 82–83 dures, 426–427
Panama Canal expansion project, 13
parametric procedures, for estimating
project times and costs, 140
parallel activities, 166, 169
Parker, Ron, 10–11
Pakinson’s law, 295
Parsi, N., 13n
partnering charters, 429, 430
Pascoe, T. L., 258, 291
past experience, in project estimation,
130, 157
path, 166
Patheon Inc., 309
Patterson, J. H., 258, 291
Patterson, J., 258, 291
Patzelt, A. H., 538
Paulus, P. B., 379n, 409
Pavlik, A., 232
payback, model, 38
PBS (process breakdown structure), 102,
116–117
pearl projects, 50
Peck, W., 80, 80n, 92
Peel, D., 124
people factor
in assigning project work, 271
dealing with unreasonable people,
438–439
in negotiation process, 434–439
in project estimation, 131
as resource constraint, 254
separating people from problem,
435–436
People’s Republic of China (PRC).
See China
Pepsi-Cola, 583
percent complete index—actual costs
(PCIC), 477
percent complete index—budgeted costs
(PCIB), 477
percent complete rule, 467
percent complete with weighted monitoring
gates, 478
performance-based contracts, 433

performance indexes, 476
performance measurement. See project
monitoring information system
performance reviews, 534–536
individual, 535–536
project manager, 534
team member, 532–534
360-degree reviews, 535, 536
performing stage of team development, 378
Perkins, Dennis N. T., 354, 354n
perpetual closure, 517
Perrow, L. A., 328
personal integrity, 360
personal-related currencies, 347, 348
PERT (program evaluation and review
technique), 140, 216, 240–244
development of, 240
hypothetical example of, 242–244
Pesch, E., 291
Peters, J. F., 538
Peters, Lawrence H., 366, 389, 389n
Peters, L. S., 56
Peters, T., 20, 353, 366, 409
Pethokoukis, J. M., 583n
Pettegrew, A. M., 93
phase estimating, for project times and
costs, 141–143
Philippines, 547, 549, 553
physical characteristics, in organizational
culture, 84–85
Pich, M. T., 232
Pinto, J. K., 56, 102, 124, 129n, 130n, 154.
232, 301, 302, 351n3, 367, 444
Pippett, D. D., 538
Pitagorsky, G., 124
planned value (PV)
costs included in, 467–468
defined, 276, 466
in time-phased budgets, 276
variance analysis, 468–469
planning decisions, 384
planning horizon, in project
estimation, 130
planning stage, 8. See also project estima-
tion; resource scheduling
of project life cycle, 8, 396
sources of conflict, 395–396
PMBOK (Project Management Body of
Knowledge), 223n, 232
PM Network, 538
PMI. See Project Management
Institute (PMI)
PMI Standards Committee, 124
PMI Today, 4n
Poli, M., 94
Porras, J. I., 88, 92
portfolio management, 37–38
senior management input to, 48–49
portfolio risks, balancing, 50–51
Portland General Electric Company, 480
position-related currencies, 346–347
positive synergy, 375–377
Posner, B. Z., 125, 353, 360, 366, 367,
395, 409
post-implementation evaluation, 532–536
individual reviews, 535–536
performance reviews, 534–536
team evaluation, 532–534
360-degree reviews, 534–535, 536
postproject retrospectives, 525–529
Powell, M., 93
premature closure, 517
Pressman, R. S., 155
Price, M., 56
PricewaterhouseCoopers, 547
Primavera, 385
principled negotiation, 435
priorities
changed priority closing stage, 518
leading by example, 353
low-priority projects, 395
priority matrix, 107
priority system in project selection,
34, 36–37
project reward systems, 391–392
responsibility for prioritizing projects,
47–48, 50
priority matrix, 107–108
priority system, 34, 36–37, 47–48, 50
priority team, 42
proactive approach, 360
probability analysis, in risk assessment,
215–216
problem identification, in group decision
making, 393
problem solving
in leading by example, 355
in recruiting project members, 382
process breakdown structure (PBS), 102,
116–117
procrastination (student syndrome), 296
Procter and Gamble, 27, 583
procurement management
components of, 452
Request for Proposal (RFP), 44, 45,
63–64, 452
product backlog, 588–589
product life cycle, compression of, 12, 27
product owner, 586–587
program(s)
defined, 7–8
project versus, 7
program evaluation and review technique
(PERT), 140, 216, 240–244
program goals, 8
program management, 8
progress measurement. See project
monitoring information system
project(s), 6–12
characteristics of, 7
Index 653
classification of, 37–38, 43, 50
defined, 6–7
everyday work versus, 7
examples of for college students, 5
implementing organization through,
33–34
program versus, 7
size, 15
project audits, 516, 521–532
bigger picture of, 529–532
data collection and analysis, 524
external consultants in, 525–526
guidelines for conducting, 522–525
importance of, 521
in-process, 521
initiating and staffing, 522–523
nature of, 521–522
postproject, 521
project maturity models in, 529–532
project offices (POs) and, 522, 523
reporting, 524–525
retrospectives, 525–529
senior management in, 522
Project Baseline Budget, 470–471
project buffers, 296
project charters, 11–12, 105–106,
project classification
in project selection, 43
types of projects, 37–38, 50
project closure, 516. See also closing stage
wrap-up closure activities, 516,
518–521
project code names, 49
project communication plan, 119–121
project control process, 461–462
project complexity, in project
estimation, 130
project cost baselines, 273–278
Project Cost–Duration Graph, 313–321
crashing, 314–321
determining activities to shorten,
314–316
project direct costs, 314
project indirect costs, 313–314
simplified example, 316–318
time reduction decisions, 320–321
using, 318–319
project definition. See defining stage
project duration, 305–323
acceleration options when resources
are constrained, 310–312
acceleration options when resources
are not constrained, 308–310
cost as issue in, 321–323
lags and, 183–186
practical considerations, 318–321
Project Cost–Duration Graph,
313–321
in project estimation, 131
rationale for reducing, 306–307
654 Index
project estimation, 129–151. See also cost
estimates; resource estimates; time
estimates
accuracy, 142
adjusting estimates of specific tasks,
146–148
error reduction, 134
factors influencing quality estimates,
130–132
guidelines for times, costs, and
resources, 132–133
importance of, 130
learning curves in, 139, 157–161
level of detail, 143–144
mega projects, 149–150, 152
refining estimates, 146–148
time and cost databases, 148
top-down versus bottom-up, 134–143
types of costs, 144–146
project evaluation, 532–536
in closing stage, 532–534
statement of criteria,
project facilitators, 515, 525–529
roles, 525–529
selecting, 525–526
project governance, 15–16
alignment of projects and
organizational strategy, 16
governance team in portfolio system,
49–50
nature of, 15–16
projectitis, 74
projectized organization, 72–73, 79
project kick-off meeting, 383
project life cycle, 8–9
defined, 8
project cycle times, 8
sources of conflict over, 395–396
stages of, 8–9. See also closing stage;
defining stage; executing stage;
planning stage
project management. See also project
teams
critical-chain project management
(CCPM) and, 301
current drivers of, 12–15
current examples of, 5, 13–14
impact of, 4
importance of, 3–5
integration of, 15–16
leadership versus, 339–341
new-school thinking of, 28
old-fashioned view of, 344
old-school thinking if, 28
project size and, 15, 144, 147
socio-technical approach to, 17–18
sustainable practices and, 12–14
Dell Children’s Medical Center, 14
London Olympics (2012), 150
Studio Roosegaarde, 13
Project Management Body of Knowledge
(PMBOK), 223n, 232, 342, 594
project management career paths, 3–5
certification and training, 4
examples of, 4–5, 10–11
projects given to recent college
graduates, 5
Project Management Consultants, 431
Project Management Institute (PMI), 4, 6,
20, 35, 35n5, 367, 465, 480, 529,
532, 594
project management maturity, 529–532
project management office (PMO), 532
Project Management Professional (PMP),
4, 594
project management software
Microsoft Project, 385, 478, 511–513
Primavera, 385
project management structures, 68–81
dedicated teams, 71–72, 79, 88
functional organization, 68–70
advantages and disadvantages, 69–70
matrix arrangement, 75–81, 88–89
organization considerations, 79
project considerations, 79–81
relationship with organizational
culture, 88
project managers, 339–362. See also
leadership; project teams
building trust, 357–359
career paths. See project management
career paths
certification and training, 4
as client account executives, 441
conductor metaphor and, 344
dependencies of, 342–344
developing high-performance project
teams, 381–399
ethics and, 356
functional manager versus, 9
law of reciprocity and, 345–348
leading at the edge, 354
leading by example, 353–355
“management by wandering around”
(MBWA), 350–351
managing expectations, 351
managing upward relations, 351–353
motivating for extraordinary
performance, 320
nature of, 9–10
performance reviews, 534–536
professional training and certification, 4
project leadership versus, 340–341
project teams, 9, 11–12, 342
qualities of effective, 359–362
role of, 9–10
scrum masters as, 587
skill set, 5
social network building, 348–355
stakeholders and, 341–344
understanding strategy, 28
work breakdown structure (WBS) and,
108–109
working in a multicultural environment,
555, 565–568
project measurement. See project monitor-
ing information system
project meetings, 383–387
establishing ground rules, 384–385
project kick-off meeting, 383
scrum, 587–589
subsequent meetings, 386–387
team identity and, 387–388
project monitoring information system,
459–486
baseline changes, 483–484
costs and problems of data acquisition,
485–486
critical-chain project management
(CCPM) in, 300–301
data collected in, 460–461, 485
earned value (EV) cost/schedule
system, 462, 464–469, 505–511
examples of use, 464, 480
forecasting final project cost, 479–481
indexes to monitor progress, 475–479
Microsoft Project and, 478, 511–513
process overview, 467
project control process, 461–462
reports and reporting in, 460–461,
470–475
scope creep, 483
status report, 470–475, 478, 481
structure of, 460–461
time performance, 462–464
tracking Gantt, 462–463
project networks, 163–189
activities in, 163–164, 166–170
activity numbering, 179
activity-on-arrow (AOA), 167–170
activity-on-node (AON), 167–170
activity-on-arrow (AOA) versus,
167–168
backward pass, 173–175
forward pass, 171–173
backward pass-latest times in, 173–175
basic rules for developing, 166
calendar dates, 182
computers in developing, 179–182
concurrent engineering, 184–186
critical activities in, 176, 184
critical path method (CPM), 163, 166,
167, 171, 175–177, 178, 187, 317
development
basic rules, 166
computer use in, 179–182
from work breakdown structure
(WBS), 164–166
yellow sticky approach to, 167
extended network techniques, 182–188

forward pass-earliest times in, 171–173
hammock activities, 188
laddering, 182, 183
lags, 182–187
in forward and backward pass
procedures, 186–187
to reduce schedule detail, 182–184
level of detail for activities, 178
multiple starts/multiple projects, 182
nature of, 163–164
network computation process, 171–177
backward pass-latest times, 173–175
forward pass-earliest times, 171–173
network logic errors, 178
practical considerations, 178–182
project schedules and, 164
sensitivity, 176–177, 320–321
slack/float in, 175–177
free, 177
total, 175–177
terminology, 166
project offices (POs), 80, 523
benefits of, 523
defined, 80
project audits and, 522, 523
services provided by, 523
types of, 80
projected organization, 72
project plans. See project networks
project portfolio management system,
34–51
benefits of, 37
classification of project, 37–38, 50
implementation gap, 34–35, 36–37
managing the system, 48–51
organization politics, 35–36
priority system in, 36–37, 47, 48, 50
project portfolio in, 34
project selection, 35–48
resource conflicts and multitasking,
36–37
project priority system, 34–37. See also
priorities
implementation gap, 34–35
organizational politics, 35–36
resource conflicts and multitasking,
36–37
project process review questionnaire, 528
project proposals. See proposals
project queue systems, 272
project reward systems, 391–392
project rollup, 466, 474–475
project schedules. See also time estimates
acceleration options, 307–312
constrained resources, 310–312
unconstrained resources, 308–310
in critical-chain project management
(CCPM), 297–298. See also
critical-chain project management
(CCPM)
deadlines, 307
development of earned value cost/
schedule system, 464–469, 505–511
early times and late times, 166
project networks and, 164
schedule variance (SV), 466, 468–469
slippage in, 272
time buffers, 225
project scope, 102–106
changes in, 147, 311, 322
checklist, 103–105
reducing, 311, 322
scope creep, 106, 483
scope statement, 11–12, 17, 19,
105–106
project screening
financial selection models, 38–40
multi-criteria selection models, 40–43
nonfinancial criteria, 40–43
overview of project screening
process, 47
project screening matrix, 42–43
project screening matrix, 42–43
project selection, 38–48
financial criteria, 38–40
in international projects, 568–570
multi-criteria selection models, 40–43
nonfinancial criteria, 40–43
prioritizing proposals, 28, 41, 47
project classification, 43
ranking proposals, 46–47
selecting a model, 44
solicitation of project proposals, 44–45
sources of project proposals, 44–45
project site selection, 549, 553–554
project-specific risk. See risk management
process
project sponsor, 35
dependencies of, 343
managing upward relations, 352
project structure
organizational culture and, 88
in project estimation, 131
project teams, 11, 375–405
building high-performance, 381–399
conflict management, 394–398
decision-making process, 393–394
dedicated. See dedicated project team
dependencies of, 342–344
five-stage team development model,
377–379
importance of teamwork, 17
improving the efficiency of, 310–311
international project, 558, 568
low-priority project, 395
meetings, 383–387
pitfalls, 403–405
project synergy, 375–377
punctuated equilibrium, 380
recruitment process, 381–382
Index 655
rejuvenating, 398–399
reward systems, 391–392
shared vision, 388–391, 396
situational factors in team development,
379, 381
team identity, 386–387
virtual project teams, 399–403
project vision, 388–391, 396
proposals
contractor selection from, 64
ranking, 46–48
Request for Proposal (RFP), 44, 45, 452
sources of, 44, 45
prototypes, in outsourcing, 428
pseudo-earned value percent complete
approach, 485
public documents, in organizational
culture, 85
public recognition, 392
Public Utilities Commission, 480
punctuality, 555, 560
punctuated equilibrium, 380
Q
Quality
options for accelerating projects,
311–312
in project estimation, 130–132
total quality management (TQM), 38
Quintella, Hermida, 56
Quinn, R. E., 92, 444
R
Raja, V. T., 367n
Randall, Doug, 57
RAND Corporation, 136
range estimating, for project times and
costs, 140–141
Raskin, P., 57
ratio methods, for estimating project times
and costs, 137
Raz, T., 125, 301, 302
Rea, K. P., 408
Rebello, K., 93
recruitment process, 381–382
considerations in, 382
international projects, 568–570
in matrix management, 381–382
Red Cross, 526
Rees, Kevin, 434
reference class forecasting (RCF), 151
refining estimates, 146–148
Reinertsen, D. G., 88, 94, 220, 232, 291,
328, 391, 409
Reinman, R., 232
relationship nature, 557
relationship-related currencies, 346, 347
release burndown charts, 590
656 Index
release planning, 587
religious factors, 551
Relyea, Dave, 585
Remington, K., 56
reports and reporting
change request forms and logs,
227–229
errors, 226
final project report, 516–518
in outsourcing, 428
project monitoring information system,
460–461, 470–475
by project offices (POs), 523
status report, 470–475, 478, 481
Request for Proposal (RFP), 44, 45, 63–64,
424–426, 452
reserves, 224–225
budget, 224
management, 224–225
resource bottlenecks, 272, 296
resource buffers, 296
resource conflicts, 36–37
resource-constrained projects, 252–253,
255, 257–269
computer demonstration, 262–269
EMR project example, 262–269
examples of, 254
impacts of, 266
nature of, 255, 257–258
parallel method of applying heuristics,
258, 259
resource allocation methods, 255–262
resource conflicts and multitasking,
36–37
resource estimates, 130–148
factors influencing quality of,
130–132
guidelines for, 132–133
level of detail, 143–144
phase estimating, 141–143
refining, 146–148
top-down versus bottom-up, 134–143
resource pool project office, 80
resource scheduling, 250–279
assessing resource allocation, 262
assigning project work, 271
benefits of, 270
critical-chain project management
(CCPM), 294–303
to develop project cost baseline, 251,
273–278
multiproject resource schedules,
272–273
process overview, 252–254
resource-constrained projects, 252–253,
255, 257–269
resource smoothing in, 252, 256–257
splitting activities, 269
time-constrained projects, 255,
256–257
time-phased budget baseline, 251,
273–278
types of resource constraints, 254–255
resource smoothing, 252, 256–257
responsibilities
client assumption of, 322
governance team, 49
in project estimation, 132
in risk response control, 226
top management, 47
responsibility matrix (RM), 117–119
retaining risk, 218
retrospectives in closing stage, 525–529.
See also project audits
archiving, 529
independent facilitators, 525
lessons learned, 526, 527
methodology, 526–529
reviews, in outsourcing, 431–432
reward systems, 391–392. See also
incentives; project reward systems
RFP (Request for Proposal), 44, 45, 63–64,
424–426, 452
Ricks, D. A., 573
RIM, 306
risk
avoiding, 217
defined, 207
retaining, 218
sources of project, 209
transferring, 217–218
risk assessment, 210, 212–216
Failure Mode and Effects Analysis
(FMEA), 215
probability analysis, 215–216
in project estimation, 133
risk severity matrix, 214
scenario analysis, 213–214
risk avoidance, 217
risk breakdown structure (RBS), 210–211
risk event graph, 209
risk identification, 210–212
risk management process, 208–230
balancing portfolio risks, 50–51
components of, 209–210
cost of mismanaged risk, 207–209
examples of, 207–209, 218, 221
international projects and, 548
proactive approach, 209
process overview, 210
risk, defined, 207
risk assessment, 210, 212–216
risk identification, 210–212
risk response control, 210, 225–226
risk response development, 210,
216–219
sources of project risk, 209
risk mitigation, 216–217
risk profile, 211
risk register, 225–226
risk response control, 225–226
change control management, 226–229
risk register, 225–226
risk response development, 216–219
avoiding risk, 217
contingency funding, 223–225
contingency planning, 219
mitigating risk, 216–217
opportunity management, 223
retaining risk, 218
time buffers, 225
transferring risk, 217–218
risk response matrix, 220
risk retention, 218
risk severity matrix, 214
risk transfer, 217–218
Ritti, R. R., 392, 392n, 409
River of Doubt (Millard), 552
Rizova, Polly S., 89, 89n, 94
Robb, D. J., 367
Rodriguez, P., 572
Roemer, T. R., 328
Rogers, Will, 207
Romanoff, T. K., 535, 538
Rondon, Candido Mariano da Silva, 552
Roosevelt, Theodore “Teddy,” 552
Rosen, B., 408
Rosenblatt, A., 202
Ross, Jerry, 539
Ross, M., 147, 154
Rothaermel, F. T., 443
Rothengatter, W., 149, 154
Rourke, D. L., 154
Rousculp, M. D., 232
Royer, I., 538
Rubinstein, J., 269, 291
Ruekert, R. W., 93
Russia, legal/political factors, 547
Ryan, Frank, 135n
S
“sacred cow,” 35, 42, 44
Saffo, P., 408
Salehipour, A., 501
Samsung, 306
Samsung Galaxy 7, 306
Sankaran, S., 366
Santayana, George, 515
Sashittal, H. C., 93
Saudi Arabia, cross-cultural factors in,
560–561
Saunders, C., 573
Sayles, Leonard R., 351n2, 352n, 360, 367
scaling, 592–593
scenario analysis, 213–214
schedule. See project schedules
schedule performance index (SPI), 476
schedule risks. See also resource scheduling
in contingency planning, 222
 Index 657

schedule variance (SV) Shell, G. R., 444 critical-chain project management

computing, 466 Shenhar, Aaron J., 28, 57, 80n, 94, 360, 367 (CCPM) and, 300
defined, 466 Sheperd, D. A., 538 in resource scheduling, 269
variance analysis, 468–469 Sherif, M., 379n, 409 sports and recreation, 150, 376, 520
Schein, E., 82n, 94, 377n Shirley, Donna, 383, 383n sprint backlogs, 589
Schilling, D. L., 444 Shtub, A., 367 sprint burndown charts, 589
Schkade, J., 379n, 409 Sibbett, D., 408 sprint planning, 587–588
Schmidt, Eric, 271 Siebdrat, F., 409 sprint retrospective, 588
Schuler, J. R., 232 Siemens Medical Systems, 594 sprint review, 588
Schultzel, H. J., 444 Sieminski, G. C., 49n, 57 Squires, Susan E., 357, 357n
Schur, M., 594, 598 Singer, Carl A., 400, 400n Srivannaboon, S., 56
Schwaber, K., 579, 598 Sirisomboonsuk, Pinyarat, 616n stakeholders, 341–344
Schwalbe, K., 457 Shawshank Redemption, The (movie), 398 defined, 342
Schwartz, Peter, 57 Skelton, T., 232 dependencies of, 342–343
scope creep, 106, 483 Skilton, P. F., 382, 409 stakeholder analysis in project
scope statement, 11–12, 17, 19, 105–106 Skunk Works, 72. See also dedicated communication plan, 119–120
Scown, M. J., 547, 573 project teams types of, 342–343
scrum, 585–592 situational factors in team development, standards of performance in leading by
features, 585–586 379–381 example, 355
meetings, 587–588 slack, 175–177 Standish Group, 20, 102, 125
origins, of, 585 free, 177 start-to-finish lag relationship, 186
process overview, 586 total, 175–177 start-to-start lag relationship, 183–184
product and sprint backlogs, 588–589 Sleeping Dictionary, The (film), 404n Star Wars (film), 549
roles and responsibilities, 586–587 Slevin, D. P., 102, 124, 367 statement of work (SOW), 105, 424
sprint and release burndown charts, slippage, 272 status report, 470–475
589–592 Sloan, John, 372n assumptions, 470
scrum master, 587 small projects, 15 baseline development, 470–471
scrum meeting, 587–588 smartphone industry, 306 development of, 471–475
Sculley, John, 74, 74n, 94 Smith, B. J., 390, 409 example of monthly, 481
Sears Roebuck, 138 Smith, Cynthia J., 357n status updates, in outsourcing, 431–432
Seattle Kingdome, 218 Smith, D., 155, 302 Staw, Berry M., 539
Secret of Success, The (Rizova), 89 Smith, D. K., 35n6, 57, 385n, 408 Sten, Erik, 135
Securities and Exchange Commission Smith, M., 93 Stern, David (NBA), 376, 520
(SEC), 357 Smith, P. G., 88, 94, 220, 232, 328, 391, 409 Stewart, T. A., 20
security factors, 547–548 Snapple Company, 208 Steyn, H., 302
Segalla, M., 572 Snizek, J. A., 210, 232 Stonehill, I., 573
selection. See project selection Snyder, D., 154 storming stage of team development, 378
self-awareness, 361 social network building, 348–355 strategic management process, 29–51
self-motivation, 361 leading by example, 353–355 analyze and formulate strategies, 32
self-organizing teams, 587 “management by wandering around” defined, 29
self-protection, 295 (MBWA), 350–351 dimensions of, 28
self-regulation, 361 managing upward relations, 351–353 implementing strategies through
Senge, P. M., 360, 360n8, 367, 389n5, mapping dependencies, 348–349 projects, 33–34
409, 538 social network, defined, 348 objectives support strategy, 33
senior management. See top management social skills, 361 process overview, 29
sensitivity, of project network, 176–177, Sochi Winter Olympics, 106 project portfolio management system,
320–321 Software Engineering Institute (SEI), 34–38
September 11, 2001 terrorist attacks, 547, 587 529, 531 project selection, 38–48
Seta, J. J., 379n, 409 Somalia, 547 review and define organizational
Seven Habits of Highly Effective People South Africa 2010 World Cup, 149 mission, 31
(Covey), 358, 360n socio-technical approach to project strategic projects, 37–38
Shackleton, Ernest, 354 management, 17–18 strategy
Shadrokh, S., 501 Sojourner (Martian rover), 383 defined, 27
Shanahan, S., 258, 291 Sony, 15 understanding, 28
Shao, J., 366 Sood, S., 302 stress-related culture shock, 566–567
shared vision, 388–391, 396 Soul of a New Machine, The (Kidder), Strickland, A. J., 104n
Shaw, L., 13n 389, 389n Strodtbeck, F. L., 557, 557n, 573
Sheen, Martin, 549 Spalding, 520 Strohl Systems Group, 548
Shelby County Habitat for Humanity Spirit Aero Systems, 297 strong matrix, 77–78, 81
(Alabama), 312 splitting activities, Stubbs, David, 150
658 Index

Stuckenbruck, L. C., 94 scheduling interval in applying tracking decisions, 384

student syndrome (procrastination), 296 heuristics, 258–262 tracking Gantt charts, 462–463, 473–474
Studio Roosegaarde, 13 smoothing resource demand, 252, training
Sullivan, Stacy Savides, 84 256–257 certification and, 4
Sun Microsystems, 271 time estimates, 130–148. See also project in outsourcing, 428
Swahl, W., 124 schedules in international projects, 568–570
Swanson, S., 57, 134n apportion methods, 137 transferring risk, 217–218
Sweden, 548 consensus methods, 136 transportation services, 135, 308
SWOT (strengths, weaknesses, opportunities, in critical-chain project management Trevino, L. K., 356n7, 367
and threats) analysis, 32 (CCPM), 295 triple bottom line, 11–12
Symons, C. R., 155 factors influencing quality of, 130–132 Trojan Nuclear Plant decommission, 480
synergy, 375–377 function point methods, 138–139 trust
systems thinking, 360 guidelines for, 132–133 leadership and, 357–359
learning curves, 139, 157–161 in negotiations for outsourcing, 433

T level of detail, 143–144

Takeuchi, Hirotaka, 585, 598
Talbot, B. F., 258, 291
Tanzania, 550
Tarne, R., 590, 598
task-related currencies, 345–346
Tate, K., 125
team building, 381–399
five-stage team development model,
377–379
in outsourcing, 428–429
punctuated equilibrium, 380
recruiting project members, 381–382
rejuvenating the project team, 398–399
team-building techniques in, 399
team charter, 385
team evaluation, 532–534
team identity, 381, 387–388, 395
team rituals, 387–388
team spirit, 404
technical performance measurement, 481
technical requirements, in project
scope, 103
technical risks, in contingency planning,
220–221
technological expertise
outsourcing and, 421
in recruiting project members, 382
template methods, for estimating project
times and costs, 140
terrorist attacks of 2001, 547, 587
Tesluk, P. E., 408
Tektronics, 464
Thamhain, H., 221, 226, 232, 395, 409
Thompson, A. A., 104n
Thompson, G. L., 202
Thompson, Hine & Flory, 431
Thompson, M. P., 444
Thoms, P., 409
360-degree review, 534, 535, 536
3M, 40, 87, 301, 402, 402n, 409, 583
time and cost databases, 148
time buffers, 225
time-constrained projects, 255, 256–257
nature of, 255
parametric procedures, 140
phase estimating, 141–143
range estimating, 140
ratio methods, 137
refining, 146–148
template methods, 140
time and cost databases, 148
top-down versus bottom-up, 134–143
Time Inc., 595
580, time management, 361
time performance, in project monitoring
information, 462–464
time-phased budget baselines, 251,
273–278
creating, 274–276
need for, 276–278
To Complete Performance Index (TCPI),
480
top-down estimates, 134–144
apportion methods, 137
consensus methods, 136
“function points,” 138–139
learning curves, 139, 157–161
nature of, 134
ratio methods, 137
top management. See also middle
management
dependencies of, 343
ethics and, 356
functional organization and, 68–69
implementation gap in project portfolio
system, 34–35, 36–37
level of detail in project estimates,
143–144
managing upward relations, 351–353
in portfolio system, 48–49
in project audits, 522
in project portfolio management, 48–49
responsibility for prioritizing
projects, 47
time orientation, 557
Torti, M. T., 441, 441n
Total quality management (TQM), 38, 347
total slack/float, 175–177
Toyota, 27, 420, 433
virtual project teams and, 401–402
Tuchman, B. W., 377, 409
Tuller, L. W., 559n
Tung, R. L., 562n, 567, 573
Turne, J. R., 38, 55, 366
Turner, J. R., 360, 367
Turner, R., 366
Turtle, Q. C., 186, 202
20th Century–Fox, 320
2008 Olympic Redeem Team, 376
U
“Ugly American,” 554
U.S Green Building Council, 14
U.S. Air Force, 301
U.S. Army, 222
U.S. Department of Agriculture, 270
U.S. Department of Defense, 3, 222, 433,
434, 464
U.S. Department of Defense’s Value
Engineering Awards, 434
U.S. Federal housing Authority (FHA), 137
U.S. Food and Drug Administration
(FDA), 343
U.S. Forest Service, 270, 485
U.S. Navy, 301, 424
U.S. West, 405
Uhlenbruck, K., 572
Ulrich, F. C., 232
United States Golf Association
(USGA), 104
United States, cross-cultural factors in,
563–564
Unruh, V. P., 444
urgency, in leading by example, 355
Ury, W., 435, 435n, 438, 439, 443
Uzbekistan, 548
V
Value Engineering Awards (U.S.
Department of Defense), 434
Van de Ven, Andrew H., 405n
Van Slyke, C., 573
Vanderjack, B., 598
 Index 659

variance analysis Watson, G., 202 groupings found in, 108–109

actual cost (AC), 466 Watson’s Jeopardy Project (IBM), 13, 29, 30 in helping project manager, 108
cost variance (CV), 466 WBS dictionary, 115 integrating with organization,
earned value (EV), 466 WBS. See work breakdown structure (WBS) 113, 114
methods of, 468–469 weak matrix, 76–78, 81 level of detail in, 143–144
planned value (PV), 466 weather station project office, 80 process overview, 110
schedule variance (SV), 466, 468–469 Webb, A. P., 365, 501 simplified WBS development, 109–112
variance at completion (VAC) Webber, S. S., 441, 441n time-phased budget and, 273–278
defined, 466, 468 Weiler, Ed, 209 work package, 111
variance analysis, 468–469 Wells, W. G., 501 World Cup (2010), 149
Varkonyi, Greg, 376n Welsh, M. A., 366 World Trade Center terrorist attacks
Vecta, 583 West, J. D., 202 (2001), 585
Versatec, 86 West, Tom, 389, 389n Worldcom, 356
Veryzer, R. W., 56 Wexley, K. N., 535, 538 Worthen B., 42n, 598
Verzuh, E., 328 Wheatly, M., 539 Worthington, M. M., 457
videoconferencing, virtual project teams Wheelwright, S. C., 92, 407 wrap-up closure activities, 516, 518–521
and, 402 white elephants, 50, 149 closedown activities, 518
virtual project teams, 399–403 Whitten, Danny, 320 partial administrative closure
communication patterns and, 402 Whybark, D. Clay, 334n checklist, 519
in global environment, 399–400 Wiest, J. D., 291
outsourcing and, 421 Wilemon, D. L., 395, 409
trust and, 401–402 Willie, C. J., 252, 291 X
virtual reality technology, 13 Willis, Kerry, 134 Xerox, 35–36, 86
vision, 388–391, 396 Wilson, Pete, 308 Yates, J. K., 539
Vogel, D. R., 573 Windows 10, 452 Yazici, H., 81n, 94
Vroom, V. H., 320n, 328, 393, 409 Windows 11, 213–214 Yeak, William R., 357n
Wisneiski, Mary, 431n Yeung, I., 562n, 573
W Wolfe, M., 538
Wolff, Alexander, 376n
Yin, M., 328
Yovocich, B. G., 568n
Wake, William, 585 Woodward, H., 57 Youker, R., 94
Walker, C. F., 232 Woodworth, B. M., 252, 258, 291 Young, Bruce, 320
Walker, D., 366 Woolridge, B., 55 Young, J., 93
Walker, O. C., Jr., 93 work assignment
Walmart, 8 as incentive, 391–392
Walt Disney World, 391
Walters, H., 84n
in resource scheduling, 271
work breakdown structure (WBS), 102,
Z
Wang, Q., 93 108–117 Zaitz, Les, 539
Wang, R., 328 baseline development in project Zalmanson, E., 301, 302
Warner Brothers, 320 monitoring information system, Zander, A., 379n, 409
Warner-Lambert, 535 461, 470, 474, 483–484 Zaphiropoulos, Renn (Versatec), 86
Washington Wizards, 520 coding for information systems, 113–115 Zenisek, Joseph, 297
waterfall method, 116, 116n, 580–581, 584, creating, 112 z values, PERT, 242–244
595. See also process breakdown development of project network from, Zwikael, Ofer, 20
structure (PBS) 164–166 Zyliss, 583