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2 Daniel Lawson-PMBOK Quick Implementation Guide - Standard Introduction, Tips For Successful PMBOK Managed Projects, FAQs, Mapping Responsibilities, Terms and Definitions-Emereo Pty LTD (2009) PDF
2 Daniel Lawson-PMBOK Quick Implementation Guide - Standard Introduction, Tips For Successful PMBOK Managed Projects, FAQs, Mapping Responsibilities, Terms and Definitions-Emereo Pty LTD (2009) PDF
2 Daniel Lawson-PMBOK Quick Implementation Guide - Standard Introduction, Tips For Successful PMBOK Managed Projects, FAQs, Mapping Responsibilities, Terms and Definitions-Emereo Pty LTD (2009) PDF
Notice of Rights: Copyright © Daniel Lawson. All rights reserved. No part of this
book may be reproduced or transmitted in any form by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher.
Notice of Liability: The information in this book is distributed on an “As Is” basis
without warranty. While every precaution has been taken in the preparation of the
book, neither the author nor the publisher shall have any liability to any person or
entity with respect to any loss or damage caused or alleged to be caused directly
or indirectly by the instructions contained in this book or by the products
described in it.
TABLE OF CONTENTS
1 INTRODUCTION ............................................................................. 7
1.1 WHAT IS PROJECT MANAGEMENT? ................................................... 7
2 A WORLD WITHOUT PROJECT MANAGEMENT ............................ 9
3 INTRODUCING PMBOK............................................................... 13
4 ADDING THE PROJECT MANAGER TO THE MIX ........................ 15
5 MANAGING THE CLIMATE OF A PROJECT FOCUSED
ORGANIZATION................................................................................... 19
6 GROUPING THE PROJECT MANAGEMENT PROCESSES
TOGETHER............................................................................................. 23
6.1 INITIATING THE PROJECT .................................................................. 26
7 PLANNING THE PROJECT ............................................................ 29
7.1 EXECUTING THE PROJECT ................................................................ 31
7.2 MONITORING AND CONTROLLING THE PROJECT .............................. 32
7.3 CLOSING THE PROJECT ................................................................... 34
8 FRAMING PROJECT MANAGEMENT .......................................... 37
8.1 THE PROJECT PLAN AS AN INTEGRATION PRODUCT ........................... 40
8.1.1 Developing the Project Plan ....................................... 42
8.1.2 Executing the Project Plan .......................................... 46
8.1.3 Controlling Change to the Project Plan .................... 47
8.2 PUTTING A STAKE IN THE GROUND – PROJECT SCOPE ....................... 50
8.2.1 Igniting the Project ....................................................... 50
8.2.2 Creating the Stake ....................................................... 52
8.2.3 Defining the Boundary Limits ....................................... 53
8.2.4 Announcing the Claim................................................. 56
8.2.5 Fending Off the Claim Jumpers .................................. 58
8.3 CONQUERING TIME ........................................................................ 61
8.3.1 Defining the Activity ..................................................... 62
8.3.2 Which Came First, the Chicken Or the Egg............... 64
8.3.3 Hard-Boiled or Soft-Boiled............................................ 68
8.3.4 Scheduling..................................................................... 71
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1 Introduction
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Companies work and that work using falls into one of two
categories: operations or projects. Both types of work
require people to perform, are constrained by resources,
and are planned, executed, and controlled. The difference
in the two are that while projects are temporary and unique,
operations are ongoing and repetitive. Operations typically
take over when the project ends. In the example above, the
new service will be implemented into the environment,
where the operations will continue to monitor the service
and make any improvements necessary.
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The large the project, the more time or budget involved, the
more opportunity there is to fail. Lawrence Cooper, CEO of
ITSM Canada, provides a practical realization to project
failures:
Project timelines beyond 6-12 months generally result in a
project going over budget and failure to deliver on the
promised benefits – detailed project planning is hard to do
beyond 6 months.
• Failed projects usually suffer from a lack of focus
and momentum after about the 5-6 month mark
• Poorly defined scope (and requirements) and scope
creep because of unclear goals objectives
• No change control to handle scope changes
• Lack of executive commitment and user interest due
to the long timelines involved
• Failure to communicate and act as a team
• The wrong skills or not enough of the right skills.2
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3 Introducing PMBOK
In 1969, five volunteers founded the Project Management
Institute (PMI) to set standards for project management,
conduct research in improving the way projects are
managed, and to provide the growing number of project
managers the opportunity to exchange knowledge and
educate themselves in the disciplines of project
management. Since then, PMI has been recognized by the
American National Standards Institute (ANSI) as an
accredited standards developer. One particular standard is
the Guide to the Project Management Book of Knowledge
(PMBOK Guide). The standard began in 1987 as an
attempt to dot and standardize the information and
practices of project management that has been generally
accepted by the community of project managers.
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that occur until the top executive managers who make the
decisions that directly impact the business. The Project
Manager typically takes direction from executive
management or at the very least ensures that the project is
in line with the guidance of the executive management.
They work mostly with middle manager to obtain the
resources necessary to execute the project, and typically
require the workforce to successfully implement the product
or service which is the focus of the project. The Project
Manager typically works outside the operations of the
business when working on a project, but they have to stay
in touch with the operational portion to comprehend how the
project will impact the operations or vice versa.
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8 Framing Project
Management
To this point, the project and the disciplines used to
manage the project have been discussed in terms of cycles,
both for the project phases and the life cycle of the process.
Core processes in the project cycle build on each other to
transform input into a workable result for the next phase of
the project. The core must be used on all projects.
Facilitating processes exist to support the core processes.
Although all the facilitating processes are utilized in a
project, their use is varied based on the situation at hand.
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line with the project plan is taken and the lessons learned
identifying the cause of variance in performance and the
reasoning behind the corrective action should be
documented.
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Once the activity list has been generated, the project team
needs to determine the order in which the activities are
performed and when they need to be performed to meet
project objectives. The activity sequencing process focuses
the effort to identify and document the dependencies
between activities. The process is either done manually or
through the aid of a computer.
To start the process, the project team will need the activity
list, the product description, the constraints and
assumptions. They will also require a list or understanding
of the dependencies on the project. There are three
categories of dependencies that the project team will deal
with, mandatory, discretionary, and external.
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someone during the activity required for the last ten years is
more likely to perform faster than a person who has done
the same work for only one year. This is one of the reasons
that some projects include in estimating duration a worst
case and best case duration to the project. A worst case
duration is the longest expected time required to complete
the work while the best case is the shortest. Though both
estimates may be available, the project manager usually
manages to a mean of the two.
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8.3.4 Scheduling
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8.4 Banking On It
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9 Leaning on Resources
To complete a project, physical resources are necessary
whether they are in the form of people, equipment, or
materials. Identifying the resources required and the
quantity needed is the focus of resource planning. Planning
for resources start with the WBS, historical information, the
scope statement and policies of the organization
referencing staffing, rental and purchase guidelines.
Additionally, any description of the resources that are
potentially available. This description is commonly called
the resource pool description and it varies from project to
project and even throughout the project. For instance, the
pool may consist of software developers for an application
project at the beginning a project, but later on have more
detail to only include Java programmers.
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Both product and project results are used with the quality
management plan and operational definitions to initiate the
quality control process. The process utilizes a number of
tools and techniques to perform the necessary work. One
of the simplest techniques is inspection over the work
result. By measuring, examining, and testing the result, the
individual or group inspecting the result can identify the
characteristics that are most satisfactory and ask pertinent
questions on the whole or specific parts of the result.
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Much has been writing about dealing with people inside the
business world. Books can be found to handle general
management skills of leadership, communication, and
negotiation. Or motivational books describing the
differences and techniques of delegating, coaching,
mentoring, or motivating individuals. If a person is looking
for ways to build teams, manage conflict, or group
dynamics, they can find it. Even subjects like performance
appraisals, recruitment, retention, labor relations, regulation
compliance, and other administration skills have sufficient
resources on the shelves. All of this material is applicable
to project management with caution. Many of these books
focus on building long-term, ongoing relationships in the
business community. Projects are naturally temporary, so
relationships are typically new and in place for a finite
period of time. The nature and number of people assigned
to the project vary and not always consistent with the size
of the project. Many of the administration duties of human
resources are the direct responsibility of the project team,
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Whatever the method for acquiring staff, the end result will
be project staff assigned to every activities found into the
project plan. Many projects will create a directory of the
project team.
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With any endeavor that has risk associated with it, the key
to success is first understand the risk and then to prepare
for it. For the most part risk is not eliminated, but by
planning for it, the impact of the risk can be avoided or
mitigated to prevent severe impact to the project. Project
risk management involves the following processes: risk
identification, risk quantification, risk response
development, and risk response control.
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9.5.3 Be Prepared
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9.6.6 Wrapping It Up
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10 Concluding Project
Management
Project management from the perspective of PMBOK is an
extensive and comprehensive set of processes that cover
most situations and concerns experienced on a project.
For specific application areas, slight differences may be
found during the execution of the project management
disciplines. The use of templates and historical information
will serve to increase the effectiveness and efficiency of the
project in numerous processes.
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11 Comparing Project
Management Frameworks
PMBOK is not the only project management framework
though it is an internationally recognized standard. A
number of other frameworks are available and some are
gaining popularity in the business world: of not is the
United Kingdom recognized PRINCE2 (Projects IN
Controlled Environments). PRINCE2 is an open method
for projects that are driven by business case rather than
customer requirement driven. The framework does not
claim to be complete and focuses on key risk areas only.
This is a definite departure from the comprehensive
PMBOK. Another difference is PRINCE2's focus as
implementation methodology rather than the whole project
methodology.
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PMBOK PRINCE2
Initiating Starting Up
Directing
Managing Stage Boundaries
Planning Initiating
Planning
Managing Stage Boundaries
Executing Managing Product Delivery
Directing
Controlling Controlling a Stage
Directing
Closing Managing Stage Boundaries
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Configuration Management
Risk Management Risk
Communication Controls
Management
Human Resource Organization
Management
Procurement Not covered
Management
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12 Applying Cloud
Computing to Project
Management
12.1 Benefiting from Cloud Computing
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13 The Perspectives of
Project Management
When looking at project management, many perspectives
can be taken. The first sets of perspectives are those by
the participants of the project. Each role on the project has
a different perspective, or interest in the project. Executive
management is often interested solely in the success or
failure of the project and how the project impacts the
strategy of the company. They tend to focus on details
related scope and risk with a broad overview of other areas.
Stakeholders tend to look at the impact o f the project on
the operations of the company. Their focus is on status on
the budget, the schedule, and the resources of the project.
The supplies and contractors are looking for what needs to
be done and when. Project team members focused on the
deliverables and what they need to do make it happen. The
project manager has concerns in every area, but their focus
tends to stay within the boundaries of control and
communication.
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14 Summarizing Project
Management
Project management based on PMBOK is a disciplined
approach to manage project: temporary endeavors focused
on producing a new and unique product of service. The
PMBOK identifies 44 processes essential to project
management success. The processes are viewed in two
ways: as process areas or knowledge areas. Five
processes areas acknowledge the life cycle flow of projects
from the initial creation of the project; to planning the costs,
schedules, resources, and risks of the project; to executing
the plan; to controlling that the plan is executed properly
and handling any disruptions; to finally closing the project
due to completion or failure.
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15 References
Cooper, Lawrence. Implementing ITIL using the PMBOK
Guide in Four Repeatable Steps. 2006: Global
Knowledge.
http://images.globalknowledge.com/wwwimages/whitepaper
pdf/WP_Cooper_PM_ITIL.pdf
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Agile Processes.
http://www.objectmentor.com/resources/articles/agileProces
s.pdf
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INDEX*
A
acceptance 56-8, 105
activities
next 65-6
non-project 65
activity definition 38, 61, 63
activity duration 30, 38, 61-2, 68-70
activity duration estimates 70-2, 78, 104
activity list 63-5, 68-9, 71
activity sequencing 30, 38, 61-2, 67
ADM (arrow diagramming method) 67
agendas 58
Agile Project Management 149
agreement 19, 21, 34-5, 52
American National Standards Institute (ANSI) 13
analysis
benefit/cost 53, 82
earned value 97
mathematical 72-3, 85
trend 86, 97
ANSI (American National Standards Institute) 13
application 16, 121, 123-4, 129, 132-4
application areas 39-40, 57, 63, 65, 67, 102, 115
Applying Cost 4, 77
approach, disciplined 8, 11, 145
arrow diagramming method (ADM) 67
assessment 42, 78
assets 119
assignments 88-90, 137
assumptions 43-5, 47, 52, 54, 62, 64, 69-71, 108
authorizations 46
B
bar charts 73
blogging 4, 126-7
blogs 126-7, 133
board 7
browser 123, 135-6
budget 10, 33, 38, 41, 44-5, 58, 74, 79-80, 86-7, 97-9, 101, 106,
128, 132, 137
budget cost 98
building 67, 71, 87, 94, 105, 109, 125, 133, 135, 138
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business 7, 9, 11, 16-17, 19, 22, 24, 26-7, 41, 43, 49-52, 58, 75,
93, 97, 109 [2]
business decision 78, 109
business logic 123, 135
business managers 16, 34, 90-1
business operations 17, 41
business work 89
business world 87, 117
C
calendars 71
capabilities 69, 73, 92, 110, 123
power 63
CAPM (Certified Associate in Project Management) 15
Certified Associate in Project Management (CAPM) 15
certified PMP training 16
certified project management training 16
change control 10, 33, 37, 43, 48-50, 131
change control process 49, 98, 113, 140
change control system 48-9, 60, 74, 80, 135, 139, 141
change requests 47-9, 59, 129, 141
changes, potential 59-60
chute 103
class 66-7
Closing a Project 117
closure, administrative 34, 39, 94, 98-9, 113
cloud computing 4, 121, 123, 133
benefits of 121
cloud computing solutions 134, 136, 145
collaboration 131-2
commitment 24-5, 27, 70
common work period 68
communication, scheduled 95
communication plan 96, 98
communication skills, effective 94, 96
companies 2, 7, 9-11, 15-16, 19, 26, 44, 51, 71, 75, 77, 89-90, 92-
3, 104, 112, 136-7
companies work 8
Comparing Project 117
completion 55-6, 98, 113, 145
compliance 22, 34, 84, 88
components 12, 29, 52-4, 62, 95-6, 118, 123-4, 129, 131, 133-4
Computing to Project Management 121
concept 14, 50, 81, 122, 133-4, 136
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D
databases, multiple 124-5
date, forecast project completion 98
decomposition 54-5, 62-3
definitions, operational 83-5
degree 16, 25, 85
deliverables 14, 25, 34, 41, 50, 53-5, 62-3, 74, 82-3, 85, 97, 99,
119, 137
departments 16, 27, 52, 112
electrical engineering 42
dependencies 29, 47, 64-7, 126-7, 131, 134, 141
discretionary 64-5
descriptions 51-2, 56-7, 63, 68, 77, 95, 101-2, 110, 118
designations 2
development 23, 40, 42-4, 53, 105-6, 122, 133
diagrams 67, 83
pareto 85-6
project network 65, 67, 71, 73
time scale network 73
differences 8, 20, 24, 26, 81, 85, 87, 113, 115, 117-19, 125
Directing a Project 117
direction 17, 21, 58-9
disciplines 8, 12, 37, 39, 118
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disciplines of project management 13, 15, 17, 37, 39, 82, 115, 145
document project assumptions 43
duration 68-71, 74
E
effectiveness, measurement project 43
effort 11, 14, 37, 64, 69, 73-4, 113
aid project management 20
endeavor 29, 99-100, 134-5
entities 2, 42-3, 81
environment 8, 19, 23, 26-7, 29, 59, 121
en.wikipedia.org/wiki/Project 149
equipment 27, 30, 77-8, 105, 107, 109, 112, 128
estimates 9, 29-30, 33, 55, 69-71, 74, 78-9, 102, 104
evaluation criteria 110-11
events 41, 85, 88, 97, 102, 104
execute 17, 24, 46, 107, 112, 140-1
execution 14, 32, 39-40, 44, 46-7, 115, 140-1
expectations 8, 20, 41, 47, 58
experience 4, 40, 68-9, 91, 100, 123, 130, 142
unique non-overlapping professional project management 16
extent 33, 54, 56, 122, 125
External risks 100
F
factors 21, 25, 44, 59, 103
finish 65-6, 72, 128
flow 25, 119, 140-1
flowcharting 83, 85-6
forecast project cost 98
forecasting information 86
formal acceptance 31, 56, 58, 98-9
formal PMI, contact hours of 16
format 56, 94-5, 126
framework 40, 117-18
Framing Project 37
FRAMING PROJECT MANAGEMENT 3
G
GERT (Graphical Evaluation and Review Technique) 72
Global Knowledge 147-8
goal 7, 42, 52, 62, 78, 81, 83, 86, 100
Good Project Environment 147
goods 39, 105, 107
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grade 81
Graphical Evaluation and Review Technique (GERT) 72
group 15, 20, 23-5, 32, 85, 88, 92, 108, 130, 132, 142
grouping 3, 23, 25
guidance 17
guide 13, 42, 46, 54, 147
guide project execution 43
H
High School 15-16
historical information 43, 54, 62, 69, 77-9, 101, 115, 122, 125, 133
hours 16, 61, 68
human resources 30, 34, 87, 89-90
hyperlinks 4, 123-4, 127
I
identifier 56
IFBs (Invitation for Bid) 110
impacting project costs 128
implementation 10, 94, 119-20
improvements 8, 51, 58, 83-4, 93, 98
individuals 15, 17, 19, 27, 32, 58, 70, 87-8, 91-2, 104, 115, 123,
130, 142
information 2, 5, 13, 21, 25, 27, 29-34, 38, 41, 43, 45, 93-7, 124-
9, 133-5, 138-9, 141 [7]
accessing 95
compiling 126
disseminate 34
distribute 97
financial 78
performance 33
pertinent 134
post 126
project progress 47
retrieve 139
right 96
sending 96
sharing 96
statistical 43
storing 95
supplier 125
transfer 95
information aiding 51
information distribution 94, 96, 122
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J
job position 124
K
knowledge 8-9, 13, 17, 37, 39-40, 44, 46, 73, 89, 92, 119, 147
knowledge areas 37-40, 48, 54, 61, 74, 87, 107, 118, 140, 145
L
Lawrence 147-8
liability 2
license 136
life cycle 25, 37, 61, 117
lifecycle 23
limited resources 58, 61
links 93, 124, 127, 129, 134
list 53, 63-4, 101-2, 111, 126, 129
location 65, 121, 125, 128, 131, 135, 139
logical relationships 66-7
loss 2, 100, 102, 104
M
magnitude 60, 102
management 9, 16, 37, 39, 81, 112, 115, 145, 149
configuration 48-9, 119
executive 17, 137
Project Communications 38
management cost 74
manager, young 7
managers, professional project 15
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N
network logic 72
sequential 72
O
operational state 41
operations 8, 11, 17, 19, 39, 41, 109, 137
organization 3, 7, 16, 19-22, 27, 39, 43, 77, 82, 104, 111, 115,
119, 131, 133, 138-9 [1]
performing 19, 39-40, 78, 82, 88-9, 91, 94, 107-9, 125
organizational planning 30, 38, 87-9
P
pages, single 124, 139
parties 21, 49, 52, 96, 123, 126, 141-2
executing 141
performing 132, 135, 141-2
payments 109
pdf 147-9
PDM 65, 67
performance 39, 54, 59-61, 80, 93-4, 97, 100, 113, 132, 135
permalinks 127
person 2, 12, 15, 68-70, 87, 91, 93, 96-7, 103, 121, 124, 127-8,
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137, 139
right 91
perspectives 62-3, 66, 115, 124, 137-8
workflow 141
Perspectives of Project Management 137
PERSPECTIVES of PROJECT MANAGEMENT 5
PERT (Program Evaluation and Review Technique) 72
phases 25, 27, 29, 37, 55-6, 58, 81, 92, 99, 117, 140
project of 24, 52
Pittsburgh Project Management Institute 148
planning 3, 29, 32-3, 39, 41, 49, 52, 77, 82, 100, 108, 118, 145
planning phase 25, 29, 31, 45
planning processes 42-3, 60, 101
PMBOK 3, 13, 16, 23-4, 44, 80, 99, 115, 117-19, 133, 140, 145-9
PMBOK Approach Insights for Software Development Projects 147
PMBOK Guide 13, 147
PMBOK Guide breaks project management 13
PMBOK quality management 80
PMI (Project Management Institute) 13, 15, 147, 149
PMIS (Project Management Information System) 44, 47, 49
PMP (Project Management Professional) 15-16, 149
policies, organizational 43, 46
portability 5, 122-3, 135-6
potential risk events 101-4
power 63
preassignment 91
price 110-11
fixed 109
pricing 78, 110, 112
PRINCE2 117-19, 149
probability 71-2, 85, 101-2, 104-6, 131
problem 10, 32, 50, 69, 83, 86, 130-2, 141
process group 24-5, 31, 33
processes, facilitating 29-31, 37
procure 31, 108-9
procurement 91, 105, 108-11, 145
procurement documents 110
procurement items 110-12
procurement management 119
Project 39
procurement planning 39, 107-9
product 2, 7-9, 17, 19, 22-4, 41-2, 46, 51-3, 57-9, 74-5, 80-6, 99-
101, 108-9, 112-13, 118-19, 133-4 [5]
expected 51
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interim 59
quicker 134
unique 145
well-defined 109
product names 2
product-oriented processes 24
product scope 48
product verification 113
productivity 82, 123, 143
Program Evaluation and Review Technique (PERT) 72
project
application 77
breaking 134
complex 92
construction 65, 109
engineering 40, 75
failed 10, 130
large 63, 79, 92, 112, 138
living 131
lower risk 15
managing 11, 15, 39
multiple 20
quality management disciplines complement PMBOK 81
selecting 51
specialized 13
support 89
way 13
project activities 41, 65, 71-2, 77, 126, 141
completing 75
project alternatives 53
Project-based organizations 20
project boards 119
project budget 34
project charter 52
project closure 145
project components 41
project constrains 44
project control 42
project cost estimate 78
project cost estimation 78
project cost management 74-5
project costs 75, 97, 105
project cycle 37
project decisions 52
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Q
quality 4, 8, 48, 59-60, 75, 81-4, 87, 101, 118, 122, 131, 145
quality control 38, 57, 84-6, 113
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R
RAM (Responsibility Assignment Matrix) 89
Really Simple Syndication, see RSS
relationships 32, 65-6, 87-90, 124-5, 129, 134, 145
reporting 88, 92
reliability 103, 121-2, 143
Request for Proposal (RFP) 110
Request for Quotation (RFQ) 110
resistance 130
resource cost 30
resource estimates 56
resource leveling 73
resource limitations 72
resource management
human 87, 119
Project Human 38
resource planning 38, 75, 77
resource pool descriptions 71, 77
resource requirements 30, 71, 74, 77-8
resources 4, 8, 14, 17, 24, 27, 30, 33-4, 41, 44, 54, 58, 60, 77-80,
94, 99-100 [9]
responses 21, 31, 45, 103, 105-7, 126, 140-1
responsibilities 21, 30, 43, 54, 88-9, 102, 119, 141
Responsibility Assignment Matrix (RAM) 89
reusing project plans 133
review, formal 48
rework 73, 82, 86
RFP (Request for Proposal) 110
RFQ (Request for Quotation) 110
risk events 102-4, 106-7
risk identification 39, 100, 107
risk management 100, 119, 140
Project 39
risk management plan 106-7
163
Project Management
S
sampling, statistical 85-6
schedule 3, 14, 24-5, 33, 48, 62, 69, 71-4, 86-7, 95, 97-8, 100,
103, 106, 128, 137 [4]
preliminary 73
schedule change control system 74
schedule control 38, 61, 74
schedule development 38, 61-2
schedule estimates 138
schedule performance 85-6
schedule performance index (SPI) 98
schedule variance (SV) 98
scheduling 3, 65, 71-2, 86
scope 8, 10, 29, 34-5, 38, 41-2, 44-5, 48, 50-6, 58-60, 62, 74, 80,
87, 100-1, 137-8 [2]
changing 59-60
project's 59
scope change control 38, 59
scope change control system 60
scope changes 59-60
scope management 74, 140
scope management plan 59-60
Scope Management Time Management Cost Management 118
scope planning 38
164
Project Management
T
tap 142
tasks 14-15, 17, 24, 42, 47, 55, 135
team 14, 17, 22, 40, 78, 80, 87-8, 91-3, 101, 131
165
Project Management
U
unit price contracts 109
updates 25, 47, 49, 67-8, 74, 131, 135-6, 142
usage 136
users 122, 124, 127, 129, 132-3, 135, 139
uses project characteristics 79
V
variances 32-3, 49, 60-1
W
walls 9, 64
WBS (Work Breakdown Structure) 14, 45, 54-7, 59-60, 62-3, 68,
74, 77-8, 80, 101, 138
web 7, 122-4, 126, 135
web applications 121-4, 129, 135
web page 126-7
Wikipedia 149
work 7-8, 14, 20-1, 24, 34, 37-8, 46-8, 50-1, 62-3, 68-70, 74-5,
84-5, 97-8, 109-10, 112-13, 140-2 [15]
work authorization system 46
work breakdown structure 14, 54, 74, 138
166
Project Management
complete 55
objectives 45
Work Breakdown Structure, see WBS
work element 56
work packages 56
workarounds 107, 140-1
workflow element 141
workflows 5, 135, 138, 140-2
multiple 142
workforce 17, 26
workplace 11, 22
167