Chapter 1

MODERN PROJECT MANAGEMENT

1. Chapter Outline

1. What is a project?

A. What a project is not

B. Project life cycle

C. The project manager

2. The importance of project management

A. Compression of product life cycle

B. Global competition

C. Knowledge explosion

D. Corporate downsizing

E. Increased customer focus

F. Small projects represent big problems

3. Project Management today—an integrative approach

A. Integration of projects with the strategic plan

B. Integration within the process of managing actual projects

4. Summary

Chapter 2

ORGANIZATION STRATEGY AND PROJECT SELECTION

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 2. Chapter Outline

1. The strategic management process: an overview

2. Four activities of the strategic management process

A. Review and define the organizational mission

B. Set long-range goals and objectives

C. Analyze and formulate strategies to reach objectives

D. Implement strategies through projects

4. The need for an effective project portfolio management system

Problem 1: The Implementation gap

Problem 2: Organizational politics

Problem 3: Resource conflicts and multitasking

5. A portfolio management system

A. Classification of the project

B. Selection criteria

C. Financial models

D. Non-financial criteria

6. Two Multi-Criteria Selection Models

A. Checklists

B. Multi-weighted scoring models

7. Applying a selection model

A. Sources and solicitation of project proposals

B. Ranking proposals and selection of projects

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8. Managing the portfolio System

A. Balancing the portfolio for risks and types of projects

9. Summary

Appendix 2.1 Request for Proposal (RFP)

Chapter 3

ORGANIZATION: STRUCTURE AND CULTURE

3. Chapter Outline

1. Project management structures

A. Organizing projects within the functional organization

B. Organizing projects as dedicated teams

C. Organizing projects within a matrix arrangement

D. Different matrix forms

1. Weak matrix

2. Balanced matrix

3. Strong matrix

2. What is the right project management structure?

A. Organizational considerations

B. Project considerations

3. Organization culture

A. What is organization culture?

B. Identifying cultural characteristics

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4. Implication of organization culture for organizing projects

5. Summary

Chapter 4

DEFINING THE PROJECT

4. Chapter Outline
1. Step one: Defining the project scope

A. Employing a project scope checklist

1. Project objective

2. Deliverables

3. Milestones

4. Technical requirements

5. Limits and exclusions

6. Review with customer

2. Step two: Establishing project priorities

3. Step three: Creating the work breakdown structure

A. Major groupings found in a WBS

B. How WBS helps the project manager

C. WBS development

4. Step four: Integrating the WBS with the organization

5. Step five: coding the WBS for the information system

6. Project rollup

7. Process Breakdown Structures

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8. Responsibility matrices

9. Summary

Chapter 5

ESTIMATING PROJECT TIMES AND COSTS

5. Chapter Outline

1. Factors influencing the quality of estimates

A. Planning horizon

B. Project duration

C. People

D. Project structure and organization

E. Padding estimates

F. Organization culture

G. Other factors

2. Estimating guidelines for times, costs, and resources

3. Top-down versus bottom-up estimating

4. Methods for estimating project times and costs

A. Top-down approaches for estimating project times and costs

1. Consensus methods

2. Ratio methods

3. Apportion method

4. Function point methods

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 5. Learning curves

B. Bottom-up approaches for estimating project times and costs

1. Template method

2. Parametric procedures

3. Detailed estimates for the WBS work packages

C. A hybrid: Phase estimating

5. Level of detail

6. Types of costs

A. Direct costs

B. Direct overhead costs

C. General and administrative overhead costs

8. Refining estimates

9. Creating a data base for estimating

10. Summary

Appendix 5.1 Learning Curves for Estimating

Chapter 6

DEVELOPING A PROJECT PLAN

6. Chapter Outline

1. Developing the project network

2. From work package to network

3. Constructing a project network

A. Terminology

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 B. Two approaches

C. Basic rules to follow in developing project networks

4. Activity-on-node(AON)fundamentals

5. Network computation process

A. Forward pass—earliest times

B. Backward pass—latest times

C. Determining slack

D. Free slack (float)

6. Using the forward and backward pass information

7. Level of detail for activities

8. Practical considerations

A. Network logic errors

B. Activity numbering

C. Use of computer to develop networks

D. Calendar dates

E. Multiple starts and multiple projects

9. Extended network techniques to come closer to reality

A. Laddering

B. Use of lags

1.) Finish-to-start relationship

2.) Start-to-start relationship

3.) Finish-to-finish relationship

4.) Start-to-start relationship

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 5.) Combinations of relationships

10. An example using lag relationships--the forward and backward pass

11. Hammock activities

12. Summary

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Chapter 6.1 Appendix: Activity on Arrow Method

1. Description

2. Design of an AOA project network

A. Forward pass—earliest times

B. backward pass—latest times

C. Computer generated networks

3. Choice of method

4. AOA summary

Chapter 7

MANAGING RISK

7. Chapter Outline

1. Risk management process

2. Risk Identification

3. Risk Assessment

A. Scenario Analysis

B. Probability analysis

4. Risk Response Development

A. Mitigating risk

B. Avoiding

C. Transferring risk

D. Sharing risk

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 E. Retaining risk

4. Contingency Planning

A. Technical risks

B. Schedule risks

C. Cost risks

E. Funding risks

5. Contingency Funding and Time Buffers

A. Budget reserves

B. Management reserves

C. Time buffers

6. Risk Response Control

7. Change Control Management

8. Summary

Appendix 7.1: PERT and PERT simulation

A. Program Evaluation Review Technique (PERT)

B. A hypothetical PERT example

Chapter 8

SCHEDULING RESOURCES AND COSTS

8. Chapter Outline

1. Overview of the resource scheduling problem

2. Types of resource constraints

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3. Classification of a scheduling problem

4. Resource allocation methods

A. Assumptions

B. Time constrained projects: smoothing resource demand

C. Resource-constrained projects

5. Computer demonstration of resource-constrained scheduling

6. Splitting Activities

7. Benefits of scheduling resources

8. Assigning project work

9. Multiproject resource schedules

10. Using the resource schedule to develop a project cost baseline

A. Why a time-phased budget baseline is needed

B. Creating a time-phased budget

11. Summary

12. Appendix 8.1: The critical-chain approach

A. Time estimates

B. Critical-chain in action

C. Critical-chain versus traditional scheduling approach

D. CCPM and splitting tasks

E. Monitoring project performance

F. CCPM method today

G. Summary

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 Chapter 9

REDUCING PROJECT DURATION

9. Chapter Outline

1. Rationale for reducing project duration

2. Options for accelerating project completion

A. Options when resources are not constrained

1. Adding resources

2. Outsourcing project work

3. Scheduling overtime

4. Establish a core team

5. Do it twice – fast and correctly

B. Options when resources are constrained

1. Fast-tracking

2. Critical chain

3. Reducing project scope

4. Compromise quality

3. Project cost-duration graph

A. Explanation of project costs

4. Constructing a project cost-time graph

A. Determining which activities to shorten

B. A simplified example

4. Practical considerations

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 A. Using the project cost-time graph

B. Crash times

C. Linearity assumption

D. Choice of activities to crash revisited

F. Time reduction decisions and sensitivity

5. What if cost, not time, is the issue?

6. Summary

Chapter 10

LEADERSHIP: BEING AN EFFECTIVE PROJECT MANAGER

10.Chapter Outline

1. Managing versus leading a project

2. Managing project stakeholders

A. Project team

B. Project managers

C. Administrative support

D. Functional managers

E. Top management

F. Project sponsors

G. Sub-contractors

H. Government

I. Other organizations

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 J. Customers

3. Influence as exchange

A. Task-related currencies

B. Position-related currencies

C. Inspiration-related currencies

D. Relationship-related currencies

E. Personal-related currencies

4. Social network building

A. Mapping dependencies

B. Management by wandering around

C. Managing upward relations

D. Leading by example

1.) Priorities

2.) Urgency

3.) Problem solving

4.) Cooperation

5.) Standards of performance

6.) Ethics

5. Ethics and project management

6. Building trust: the key to exercising influence

7. Qualities of an effective project manager

A. Contradictory nature of work

1.) Innovate/maintain stability

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 2.) See big picture/get hands dirty

3.) Encourage individuals/stress team

4.) Hands-off/hands-on

5.) Flexible/firm

6.) Team/ organizational loyalties

B. Traits of an effective project manager

1.) Systems thinker

2.) Personal integrity

3.) Proactive

4.) High emotional intelligience (EQ)

5.) General business perspective

6.) Effective time management

7.) Skillful politician

8.) Optimist

8. Summary

Chapter 11

MANAGING PROJECT TEAMS

11. Chapter Outline

Chapter Outline

1. Five stage team development model

A. Forming

B. Storming

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 C. Norming

D. Performing

E. Adjourning

2. Situational factors which influence team development

3. Building a high performance project team

4. Recruiting project team members

5. Conducting project meetings

A. The first project team meeting

B. Establishing ground rules

1.) Planning decisions

2.) Tracking decisions

3.) Managing change decisions

4.) Relationship decisions

C. Managing subsequent meetings

6. Establishing team identity

7. Creating a shared vision

8. Managing project reward systems

9. Orchestrating the decision making process

A. Facilitating group decision making

1) Problem identification

2) Generating alternatives

3) Reaching a decision

10. Managing conflict within the project team

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 A. Encouraging functional conflict

B. Managing dysfunctional conflict

11. Rejuvenating the project team

12. Managing virtual project teams

13. Project team pitfalls

A. Group think

B. Bureaucratic bypass syndrome

C. Team spirit becomes team infatuation

D. Going native

14. Summary

Chapter 12

OUTSOURCING:
MANAGING INTER-ORGANIZATIONAL RELATIONS

12. Chapter Outline

Chapter Outline

1. Outsourcing project work

2. Best practices in outsourcing project work

A. Well-defined requirements and procedures

B. Extensive training and team-building activities

C. Well established conflict management processes in place

D. Frequent review and status updates

E. Co-location when needed

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 F. Fair and incentive-laden contracts

G. Long-term outsourcing relationships

3. The art of negotiating

A. Separate the people from the problem

B. Focus on interests, not positions

C. Invent options for mutual gain

D. When possible, use objective criteria

E. Dealing with unreasonable people

7. A note on managing customer relations

8. Summary

Appendix 12.1 Contract Management

1. Contracts

2. Fixed-Price contracts

3. Cost-Plus contracts

4. Contract change control system

5. Contract management in perspective

Chapter 13

PROGRESS AND PERFORMANCE

13. Chapter Outline

1. Structure of a project monitoring information system

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2. The project control process

A. Step 1: Setting a baseline plan

B. Step 2: Measuring progress and performance

C. Step 3: Comparing plan against actual

D. Step 4: Taking action

3. Monitoring time performance

A. Tracking Gantt chart

B. Control chart

4. Development of an earned value cost/schedule system

A. What costs are included in baselines?

6. Developing a status report: a hypothetical example

A. Assumptions

B. Baseline development

C. Development of a status report

7. Indexes to monitor progress

A. Performance indexes

B. Percent complete indexes

C. Technical performance measurement

D. Software for project cost/schedule systems

E. Additional earned value rules

8. Forecasting final project cost

9. Other control issues

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 A. Scope creep

B. Baseline changes

C. The costs and problems of data acquisitions

10. Summary

Appendix 13.1: The application of additional earned value rule

1. Simplifying assumptions

2. Appendix exercises

Appendix 13.2: Obtaining project performance information from MS Project

1. Step 1 Entering progress information

2. Step 2 Accessing progress information

3. Step 3 Accessing CPI information

4. Step 4 Accessing SPI information

5. Step 5 Creating a Tracking Gantt chart

6. Step 6 Obtaining PCIB and PCIC

Chapter 14

PROJECT AUDIT AND CLOSURE

14. Chapter Outline

1. Project audits

2. The project audit process

A. Guidelines for conducting a project audit

Step 1: Initiation and staffing

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 Step 2: Data collection and analysis

Step 3: Reporting

4. Project closure

5. Conditions for closure

A. Normal

B. Premature

C. Perpetual

D. Failed project

E. Changed priority

6. Signals for continuing or early project closure

7. The Closure Decision

A. Project closure process

8. Team, team member, and project manager evaluations

A. Team evaluation

B. Individual team member and project manager evaluation

C. Performance reviews

7 Summary

Chapter 15

INTERNATIONAL PROJECTS

15. Chapter Outline

1. Introduction

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2. Environmental factors

A. Legal/political

B. Geography

C. Economic

D. Infrastructure

E. Security

F. Culture

3. Project site selection

4. Cross cultural considerations: a closer look

A. Working in Mexico

B. Working in France

C. Working in Saudi Arabia

D. Working in China

E. Working in the United States

F. Summary comments about working in different cultures

6. Culture shock

A. Honeymoon

B. Irritability and hostility

C. Gradual adjustment

D. Adaptation

7. Selection and training for international projects

8. Summary

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 Chapter 16

OVERSIGHT

16. Chapter Outline

1. Project oversight

2. Portfolio project management

3. Project office

4. Phase gate methodology

A. A description of phase gate methodology

1. Gate 1: Proposal decision

2. Gate 2: Selection decision

3. Gate 3: Implementation plan decision

4. Gate 4: Progress evaluation decision

5. Gate 5: Closure

6. Gate 6: Lessons learned

5. Organization Project Management Maturity

6. Assessing the effectiveness of the project selection over the long haul: The balanced

scorecard model

7. Unresolved issues

A. How far can virtual project management evolve

B. How do we manage projects under high levels of uncertainty?

8. Career paths in project management

A. Career paths

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 B. Temporary assignments

C. Pursuing a career

D. Professional training and certification

E. Gaining visibility

F. Mentors

G. Success with key projects

4. Summary

5. Conclusions

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