Project Management – The Managerial Process – Seventh Edition
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Erik W. Larson, Clifford F. Gray
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Project Management – The Managerial Process – Seventh Edition
Erik W. Larson, Clifford F. Gray
Oregon State University
Chapter-by-Chapter Revisions for the Seventh Edition
Chapter 1: Modern Project Management
∙ New Snapshot: Project Management in Action 2016.
∙ Information updated.
∙ New Snapshot: Ron Parker replaced Research Highlight: Works well with others.
∙ New case: The Hokie Lunch Group.
Chapter 2: Organization Strategy and Project Selection
∙ New Snapshot: Project Code Names replaced HP’s Strategy Revision.
Chapter 3: Organization: Structure and Culture
∙ Learning objectives established.
∙ Snapshot: Google-y updated.
∙ Snapshot: Skunk Works at Lockheed Martin updated.
Chapter 4: Defining the Project
∙ Learning objectives established.
∙ New case: Home Improvement Project.Note to Student xv
Chapter 5: Estimating Project Times and Costs
∙ Learning objectives established.
∙ New Snapshot: London 2012 Olympics: Avoiding White Elephant curse.
∙ Expanded discussion of Mega Projects including the emergence of white
elephants.
Chapter 6: Developing a Project Schedule
∙ Learning objectives established.
∙ New Exercises 2-15 and Lag Exercises 18-21.
∙ Shoreline Stadium case replaces Greendale Stadium case.
Chapter 7: Managing Risk
∙ Learning objectives established.
Chapter 8 Appendix 1: The Critical-Chain Approach
∙ Learning objectives established.
Chapter 9: Reducing Project Duration
∙ Learning objectives established.
∙ Snapshot: Smartphone Wars updated.
∙ New exercises 1-7.
Chapter 10: Leadership: Being an Effective Project Manager
∙ Learning objectives established.
∙ New Research Highlight: Give and Take.
∙ Ethics discussion expanded.
Chapter 11: Managing Project Teams
∙ Learning objectives established.
∙ Expanded discussion on project vision.
Chapter 12: Outsourcing: Managing Interorganizational Relations
∙ Learning objectives established.
∙ Discussion of RFP process.
∙ New Snapshot: U.S. Department of Defense’s Value Engineering Awards 2015.
Chapter 13 Progress and Performance Measurement and Evaluation
∙ Learning Objectives established.
∙ Discussion of milestone schedules.
∙ New Snapshot: Guidelines for Setting Milestones.
∙ Discussion of Management Reserve Index.
∙ New case: Shoreline Stadium Status Report.xvi Note to Student
Chapter 14: Project Closure
∙ Major Revision of chapter with more attention to project audit and closing
activities.
∙ New Snapshot: The Wake.
∙ New Snapshot: 2015 PMO of the Year.
∙ New Snapshot: Operation Eagle Claw.
∙ Project Management Maturity model introduced.
Chapter 15: International Projects
∙ Learning Objectives established.
Chapter 16: An Introduction to Agile Project Management
∙ Learning Objectives established.
∙ New Snapshot: Kanban.xvii
Preface ix

  1. Modern Project Management 2
  2. Organization Strategy and Project
    Selection 26
  3. Organization: Structure and Culture 66
  4. Defining the Project 100
  5. Estimating Project Times and Costs 128
  6. Developing a Project Plan 162
  7. Managing Risk 206
  8. Scheduling Resources and Costs 250
  9. Reducing Project Duration 304
  10. Being an Effective Project Manager 338
  11. Managing Project Teams 374
  12. Outsourcing: Managing
    Interorganizational Relations 418
    Brief Contents
  13. Progress and Performance Measurement
    and Evaluation 458
  14. Project Closure 514
  15. International Projects 544
  16. An Introduction to Agile Project
    Management 578
    APPENDIX
    One Solutions to Selected Exercises 603
    Two Computer Project Exercises 616
    GLOSSARY 633
    ACRONYMS 640
    PROJECT MANAGEMENT EQUATIONS 641
    CROSS REFERENCE OF PROJECT
    MANAGEMENT 642
    SOCIO-TECHNICAL APPROACH TO
    PROJECT MANAGEMENT 643
    INDEX 644xviii
    Contents
    Preface ix
    Chapter 1
    Modern Project Management 2
    1.1 What Is a Project? 6
    What a Project Is Not 7
    Program versus Project 7
    The Project Life Cycle 8
    The Project Manager 9
    Being Part of a Project Team 11
    1.2 Current Drivers of Project Management 12
    Compression of the Product Life Cycle 12
    Knowledge Explosion 12
    Triple Bottom Line (Planet, People, Profit) 12
    Increased Customer Focus 12
    Small Projects Represent Big Problems 15
    1.3 Project Governance 15
    Alignment of Projects with Organizational
    Strategy 16
    1.4 Project Management Today: A Socio-Technical
    Approach 17
    Summary 18
    Chapter 2
    Organization Strategy and Project
    Selection 26
    2.1 The Strategic Management Process:
    An Overview 29
    Four Activities of the Strategic Management
    Process 29
    2.2 The Need for a Project Priority System 34
    Problem 1: The Implementation Gap 34
    Problem 2: Organization Politics 35
    Problem 3: Resource Conflicts and Multitasking 36
    2.3 A Portfolio Management System 37
    Classification of the Project 37
    2.4 Selection Criteria 38
    Financial Criteria 38
    Nonfinancial Criteria 40
    2.5 Applying a Selection Model 43
    Project Classification 43
    Sources and Solicitation of Project Proposals 44
    Ranking Proposals and Selection of Projects 46
    2.6 Managing the Portfolio System 48
    Senior Management Input 48
    The Governance Team Responsibilities 49
    Balancing the Portfolio for Risks and Types
    of Projects 50
    Summary 51
    Chapter 3
    Organization: Structure and Culture 66
    3.1 Project Management Structures 68
    Organizing Projects within the
    Functional Organization 68
    Organizing Projects as Dedicated Teams 71
    Organizing Projects within a Matrix
    Arrangement 75
    Different Matrix Forms 76
    3.2 What Is the Right Project Management
    Structure? 79
    Organization Considerations 79
    Project Considerations 79
    3.3 Organizational Culture 81
    What Is Organizational Culture? 81
    Identifying Cultural Characteristics 83
    3.4 Implications of Organizational Culture for
    Organizing Projects 86
    Summary 89
    Chapter 4
    Defining the Project 100
    4.1 Step 1: Defining the Project Scope 102
    Employing a Project Scope Checklist 103
    4.2 Step 2: Establishing Project Priorities 106
    4.3 Step 3: Creating the Work Breakdown
    Structure 108
    Major Groupings Found in a WBS 108
    How WBS Helps the Project Manager 108
    A Simple WBS Development 109
    4.4 Step 4: Integrating the WBS with the
    Organization 113
    4.5 Step 5: Coding the WBS for the Information
    System 113
    4.6 Process Breakdown Structure 116Contents xix
    4.7 Responsibility Matrices 117
    4.8 Project Communication Plan 119
    Summary 121
    Chapter 5
    Estimating Project Times
    and Costs 128
    5.1 Factors Influencing the Quality of
    Estimates 130
    Planning Horizon 130
    Project Complexity 130
    People 131
    Project Structure and Organization 131
    Padding Estimates 131
    Organization Culture 131
    Other Factors 131
    5.2 Estimating Guidelines for Times, Costs,
    and Resources 132
    5.3 Top-Down versus Bottom-Up
    Estimating 134
    5.4 Methods for Estimating Project Times
    and Costs 136
    Top-Down Approaches for Estimating Project Times
    and Costs 136
    Bottom-Up Approaches for Estimating Project
    Times and Costs 140
    A Hybrid: Phase Estimating 141
    5.5 Level of Detail 143
    5.6 Types of Costs 144
    Direct Costs 145
    Direct Project Overhead Costs 145
    General and Administrative (G&A) Overhead
    Costs 145
    5.7 Refining Estimates 146
    5.8 Creating a Database for Estimating 148
    5.9 Mega Projects: A Special Case 149
    Summary 151
    Appendix 5.1: Learning Curves for
    Estimating 157
    Chapter 6
    Developing a Project Plan 162
    6.1 Developing the Project Network 163
    6.2 From Work Package to Network 164
    6.3 Constructing a Project Network 166
    Terminology 166
    Basic Rules to Follow in Developing Project
    Networks 166
    6.4 Activity-on-Node (AON) Fundamentals 167
    6.5 Network Computation Process 171
    Forward Pass—Earliest Times 171
    Backward Pass—Latest Times 173
    Determining Slack (or Float) 175
    6.6 Using the Forward and Backward Pass
    Information 177
    6.7 Level of Detail for Activities 178
    6.8 Practical Considerations 178
    Network Logic Errors 178
    Activity Numbering 179
    Use of Computers to Develop Networks 179
    Calendar Dates 182
    Multiple Starts and Multiple Projects 182
    6.9 Extended Network Techniques to Come Closer
    to Reality 182
    Laddering 182
    Use of Lags to Reduce Schedule Detail and Project
    Duration 183
    An Example Using Lag Relationships—The Forward
    and Backward Pass 186
    Hammock Activities 188
    Summary 189
    Chapter 7
    Managing Risk 206
    7.1 Risk Management Process 208
    7.2 Step 1: Risk Identification 210
    7.3 Step 2: Risk Assessment 212
    Probability Analysis 215
    7.4 Step 3: Risk Response Development 216
    Mitigating Risk 216
    Avoiding Risk 217
    Transferring Risk 217
    Accept Risk 218
    7.5 Contingency Planning 219
    Technical Risks 220
    Schedule Risks 222
    Cost Risks 222
    Funding Risks 222
    7.6 Opportunity Management 223
    7.7 Contingency Funding and Time Buffers 223
    Budget Reserves 224
    Management Reserves 224
    Time Buffers 225
    7.8 Step 4: Risk Response Control 225
    7.9 Change Control Management 226
    Summary 230
    Appendix 7.1: PERT and PERT Simulation 240xx Contents
    Chapter 8
    Scheduling Resources and Costs 250
    8.1 Overview of the Resource Scheduling
    Problem 252
    8.2 Types of Resource Constraints 254
    8.3 Classification of a Scheduling
    Problem 255
    8.4 Resource Allocation Methods 255
    Assumptions 255
    Time-Constrained Project: Smoothing Resource
    Demand 256
    Resource-Constrained Projects 257
    8.5 Computer Demonstration of ResourceConstrained Scheduling 262
    The Impacts of Resource-Constrained
    Scheduling 266
    8.6 Splitting Activities 269
    8.7 Benefits of Scheduling Resources 270
    8.8 Assigning Project Work 271
    8.9 Multiproject Resource Schedules 272
    8.10 Using the Resource Schedule to Develop a
    Project Cost Baseline 273
    Why a Time-Phased Budget Baseline
    Is Needed 273
    Creating a Time-Phased Budget 274
    Summary 279
    Appendix 8.1: The Critical-Chain Approach 294
    Chapter 9
    Reducing Project Duration 304
    9.1 Rationale for Reducing Project
    Duration 306
    9.2 Options for Accelerating Project
    Completion 307
    Options When Resources Are Not Constrained 308
    Options When Resources Are Constrained 310
    9.3 Project Cost–Duration Graph 313
    Explanation of Project Costs 313
    9.4 Constructing a Project Cost–Duration
    Graph 314
    Determining the Activities to Shorten 314
    A Simplified Example 316
    9.5 Practical Considerations 318
    Using the Project Cost–Duration Graph 318
    Crash Times 319
    Linearity Assumption 319
    Choice of Activities to Crash Revisited 319
    Time Reduction Decisions and Sensitivity 320
    9.6 What If Cost, Not Time, Is the Issue? 321
    Reduce Project Scope 322
    Have Owner Take on More Responsibility 322
    Outsourcing Project Activities or Even the Entire
    Project 322
    Brainstorming Cost Savings Options 322
    Summary 323
    Chapter 10
    Being an Effective Project Manager 338
    10.1 Managing versus Leading a Project 340
    10.2 Managing Project Stakeholders 341
    10.3 Influence as Exchange 345
    Task-Related Currencies 345
    Position-Related Currencies 346
    Inspiration-Related Currencies 347
    Relationship-Related Currencies 347
    Personal-Related Currencies 348
    10.4 Social Network Building 348
    Mapping Stakeholder Dependencies 348
    Management by Wandering Around (MBWA) 350
    Managing Upward Relations 351
    Leading by Example 353
    10.5 Ethics and Project Management 356
    10.6 Building Trust: The Key to Exercising
    Influence 357
    10.7 Qualities of an Effective Project Manager 359
    Summary 362
    Chapter 11
    Managing Project Teams 374
    11.1 The Five-Stage Team Development Model 377
    11.2 Situational Factors Affecting Team
    Development 379
    11.3 Building High-Performance Project Teams 381
    Recruiting Project Members 381
    Conducting Project Meetings 383
    Establishing Team Norms 385
    Establishing a Team Identity 387
    Creating a Shared Vision 388
    Managing Project Reward Systems 391
    Orchestrating the Decision-Making Process 392
    Managing Conflict within the Project 394
    Rejuvenating the Project Team 398
    11.4 Managing Virtual Project Teams 399
    11.5 Project Team Pitfalls 403
    Groupthink 403
    Bureaucratic Bypass Syndrome 404Contents xxi
    Team Spirit Becomes Team Infatuation 404
    Going Native 404
    Summary 405
    Chapter 12
    Outsourcing: Managing Interorganizational
    Relations 418
    12.1 Outsourcing Project Work 420
    12.2 Request for Proposal (RFP) 424
    Selection of Contractor from Bid Proposals 425
    12.3 Best Practices in Outsourcing Project Work 426
    Well-Defined Requirements and Procedures 426
    Extensive Training and Team-Building Activities 428
    Well-Established Conflict Management Processes
    in Place 429
    Frequent Review and Status Updates 431
    Co-Location When Needed 432
    Fair and Incentive-Laden Contracts 432
    Long-Term Outsourcing Relationships 433
    12.4 The Art of Negotiating 434
  17. Separate the People from the Problem 435
  18. Focus on Interests, Not Positions 436
  19. Invent Options for Mutual Gain 437
  20. When Possible, Use Objective Criteria 138
    Dealing with Unreasonable People 438
    12.5 A Note on Managing Customer Relations 439
    Summary 442
    Appendix 12.1: Contract Management 451
    Chapter 13
    Progress and Performance Measurement
    and Evaluation 458
    13.1 Structure of a Project Monitoring Information
    System 460
    What Data Are Collected? 460
    Collecting Data and Analysis 460
    Reports and Reporting 460
    13.2 The Project Control Process 461
    Step 1: Setting a Baseline Plan 461
    Step 2: Measuring Progress and Performance 461
    Step 3: Comparing Plan against Actual 462
    Step 4: Taking Action 462
    13.3 Monitoring Time Performance 462
    Tracking Gantt Chart 463
    Control Chart 463
    Milestone Schedules 464
    13.4 Development of an Earned Value Cost/Schedule
    System 467
    Percent Complete Rule 467
    What Costs Are Included in Baselines? 467
    Methods of Variance Analysis 468
    13.5 Developing a Status Report: A Hypothetical
    Example 470
    Assumptions 470
    Baseline Development 470
    Development of the Status Report 471
    13.6 Indexes to Monitor Progress 475
    Performance Indexes 477
    Project Percent Complete Indexes 474
    Software for Project Cost/Schedule Systems 477
    Additional Earned Value Rules 478
    13.7 Forecasting Final Project Cost 476
    13.8 Other Control Issues 481
    Technical Performance Measurement 481
    Scope Creep 483
    Baseline Changes 483
    The Costs and Problems of Data Acquisition 485
    Summary 486
    Appendix 13.1: The Application of Additional Earned
    Value Rules 505
    Appendix 13.2: Obtaining Project Performance
    Information from MS Project 2010
    or 2015 511
    Chapter 14
    Project Closure 514
    14.1 Types of Project Closure 516
    14.2 Wrap-up Closure Activities 518
    14.3 Project Audits 521
    The Project Audit Process 522
    Project Retrospectives 525
    Project Audits: The Bigger Picture 529
    14.4 Post-Implementation Evaluation 532
    Team Evaluation 532
    Individual, Team Member, and Project Manager
    Performance Reviews 534
    Summary 537
    Appendix 14.1: Project Closeout Checklist 539
    Appendix 14.2: Euro Conversion—Project Closure
    Checklist 541
    Chapter 15
    International Projects 544
    15.1 Environmental Factors 546
    Legal/Political 546
    Security 547
    Geography 548xxii Contents
    Economic 549
    Infrastructure 550
    Culture 551
    15.2 Project Site Selection 553
    15.3 Cross-Cultural Considerations:
    A Closer Look 554
    Adjustments 555
    Working in Mexico 556
    Working in France 559
    Working in Saudi Arabia 560
    Working in China 562
    Working in the United States 563
    Summary Comments about Working in Different
    Cultures 565
    Culture Shock 565
    Coping with Culture Shock 567
    15.4 Selection and Training for International
    Projects 568
    Summary 571
    Chapter 16
    An Introduction to Agile Project
    Management 578
    16.1 Traditional versus Agile Methods 580
    16.2 Agile PM 582
    16.3 Agile PM in Action: Scrum 585
    Roles and Responsibilities 586
    Scrum Meetings 587
    Product and Sprint Backlogs 588
    Sprint and Release Burndown Charts 589
    16.4 Applying Agile PM to Large Projects 592
    16.5 Limitations and Concerns 593
    Summary 595
    Appendix One: Solutions to Selected
    Exercise 603
    Appendix Two: Computer Project
    Exercises 616
    Glossary 633
    Acronyms 640
    Project Management Equations 641
    Cross Reference of Project
    Management 642
    Socio-Technical Approach to Project
    Management 643
    Index 644
    Index
    A
    Abdel-Hamid, T., 328
    Abdelshafi, I., 598
    Abramovici, A., 501
    Abrashoff, D. M., 365
    acceleration options, 307–312
    accounting services, 357, 438
    Acer Predator 6, 306
    Ackoff, Russell L., 545, 572
    activity
    basic relationships, 168–170
    burst, 166, 169, 174
    defined, 164, 166, 168
    hammock, 188
    level of detail, 178
    merge, 166, 169, 172–173
    numbering, 179
    parallel, 166, 169
    in project networks, 164–170
    splitting, 255, 269, 295–296, 300
    activity-on-arrow (AOA), 167–170
    activity-on-node (AON), 167–170
    versus activity-on-arrow (AOA),
    167–168
    automated warehouses, 169, 170,
    171–177, 179–181
    backward pass, 173–175
    basic relationships, 168–170
    computers in developing, 179–182
    forward pass, 171–173
    fundamentals, 167–168
    laddering, 182, 183
    lag relationship, 182–187
    combinations, 183, 186
    finish-to-finish, 186
    finish-to-start, 183
    start-to-finish, 186
    start-to-start, 183–184
    use in forward and backward
    pass, 186–187
    activity orientation, 557
    actual cost (AC)
    defined, 466
    variance analysis, 468–469
    Adams, A. M., 232
    Adams, J. R., 395, 407
    Adaptive Software Development, 593
    adjourning stage of team development, 378
    Adler, N., 551, 568, 572
    Adler, P. S., 55
    administrative support, dependencies
    of, 342
    Aerial Transportation, Inc., 135
    aerospace industry, 72, 383
    Agile Alliance, 593
    Agile Manifesto, 593
    Agile PM (Agile Project Management),
    221n, 579–595
    examples of, 584, 585
    iterative incremental development
    processes (IIDs), 582–584
    with large projects, 592–593
    limitations and concerns, 593–595
    nature of, 579–580
    process break-down structure (PBS), 584
    scrum, 585–592
    traditional methods versus, 580–582
    AgileZen, 590
    Ahmadi, R., 328
    Air France (Concorde), 150
    airlines, 150, 438
    airplane production, 297, 422–423
    Albaugh, Jim (Boeing), 423
    Alexander, R. C., 35n6, 57
    Allen, Roger E., 101n
    Allen, Stephen D., 101n
    all-or-nothing projects, 222
    alternatives, in group decision making, 394
    AMRDEC Maintenance Engineering
    Division, 434
    Anand, V., 365
    Anbari, F. T., 501
    Ancona, D. G., 365
    Andersen, Arthur E., 357
    Andersen, Erling S., 366
    Angola, 548
    Angus, R. B., 456
    Aniftos, S., 539
    Apocalypse Now (film), 549
    Apple, 15, 32, 36, 49, 74, 306, 420, 423
    Applebaum, Jeffrey, 431
    apportionment, for estimating project times
    and costs, 137
    Arenas, Gilbert, 520
    Arms, P. B., 555, 572
    Arrow, K. J., 258, 291
    Arthur Andersen, 356, 357
    artificial intelligence, 30
    Ashforth, B. E., 365
    Ashley, D. B., 102, 124
    Atkinson, W., 232
    AT&T, 27, 67–68, 138, 535
    audit. See project audit
    automated warehouses, 169, 170, 171–177,
    179–181
    automotive industry, 13, 387
    Avatar (film), 404n
    avoiding risk, 217
    B
    backward pass-latest times, 173–175
    lag relationships, 186–187
    using backward pass information,
    177–178
    Badaracco, J. L. Jr., 365
    Baker, B. M., 328
    Baker, B., 232, 365
    Baker, W. E., 365
    balanced matrix, 76
    Bangalore (India), 420. See also India
    Bank of America, 138
    Bard, J. F., 367
    Barnes, M., 154
    Barnes, R., 301, 302
    baseline budget, 470–471
    baselines
    changes in, 483–484
    developing, 273–278, 470–471
    project cost, 251, 273–278
    project monitoring information system,
    461, 467, 470–471, 483–484
    time-phased budget, 251, 273–278,
    465, 467
    basic nature of people, 557
    BATNA (best alternative to a negotiated
    agreement), 438
    Baxter, Jerry B., 308n
    Bay of Pigs invasion (Cuba), 403
    Bedeian, A. G., 232
    behavior, in organizational culture, 85
    Beijing Olympics (2008), 150
    BellAircraft, 222
    Benko, C., 20, 55
    Bennis, W., 360, 365
    Benson, S., 408
    Berkun, S., 389n6, 407
    Bertsche, R., 365
    best alternative to a negotiated agreement
    (BATNA), 438
    best practices in outsourcing, 426–434
    co-location, 432
    conflict management processes 429, 431
    fair and incentive-laden contracts, 433
    frequent review and status updates,
    431–432
    long-term outsourcing relationships,
    433–434Index 645
    Hector Gaming Company, 57–58
    The Hokies Lunch Group, 22–25
    The Home Improvement Project,
    126–127
    Horizon Consulting, 97–99
    International Capital, Inc.—Part A,
    245–246
    International Capital, Inc.—Part B, 329
    Introducing Scrum at P2P, 599–602
    Kerzner Office Equipment, 410–412
    Manchester United Soccer Club,
    125–126
    Maximum Megahertz Project, 542
    Moss and McAdams Accounting Firm,
    94–96
    Nightingale Project—A, 332–333
    Nightingale Project—B, 333–334
    The “Now” Wedding—Part A,
    334–336
    The “Now” Wedding—Part B, 336
    Phuket A, 576
    Post Graduation Adventure, 156–157
    Power Train, Ltd., 292–294
    Scanner Project, 504
    Sharp Printing, AG, 155–156
    Shell Case Fabricators, 444–446
    Shoreline Stadium Case, 204–205
    Shoreline Stadium Status Report Case,
    502–503
    Silver Fiddle Construction. 234–235
    Sustaining Project Risk management
    during Implementation, 238–240
    Tom Bray, 371–372
    Trans LAN Project, 235–236
    Tree Trimming Project, 502
    Whitbread World Sailboat Race,
    329–331
    XSU Spring Concert, 237–238
    Casey, W., 80, 80n, 92
    Castro, Edson de, 389
    Cavendish, J., 456
    C. C. Myers, Inc., 308
    CCPM. See critical-chain project
    management (CCPM)
    celebration in closing stage, 521
    certification programs, 4
    Certified Associate in Project Management
    (CAPM), 4
    change management systems, 227–229
    change request forms and logs, 227–229
    integration of, 228–229
    changed priority closure, 518
    Chaparral Steel, 80–81, 88
    Charnes, A., 291
    Chatman, J., 82n, 93
    checklists
    closing stage, 516, 518, 519
    project scope, 103, 105–106
    in project selection, 41
    time-phased budget baselines, 251,
    273–278, 465
    Buehler, R., 147, 154
    buffers
    feeder, 296
    project, 296
    resource, 296
    time, 225
    Build-Own-Operate-Transfer (BOOT)
    provisions, 217
    bureaucratic bypass syndrome, 404
    Burgess, A. R., 291
    burst activities, 166, 169, 174
    Button, S., 301, 302
    C
    Cabanis, J., 356n6, 365
    Cabanis-Brewin, J., 361n, 365
    Cahill, T., 547, 572
    Caldwell, D., 365
    Caldwell, D. F., 82n, 93
    calendar dates, for project activities, 182
    Calhoun, Chad, 312
    California Department of Transportation
    (CalTrans), 308
    Callaway Golf, 104
    Cameron, K. S., 92
    Canan, Cystal, 431
    Capability Maturity Model (CMM), 529
    CAPM (Certified Associate in Project
    Management), 4
    career paths. See project management
    career paths
    Carlton, J., 74n, 92
    Carr, M. J., 232
    Carrier Transicold, 220
    cases
    The Accounting Software Installation
    Project, 446–447
    A Day in the Life, 20–22
    Advantage Energy Technology Data
    Center Migration—Part A,
    202–204
    Advantage Energy Technology Data
    Center Migration—Part B, 246–249
    Ajax Project, 412–413
    Fly-Fishing Expedition, 233–234
    AMEX, Hungary, 574–576
    Blue Mountain Cabin, 292
    The Blue Sky Project, 367–371
    Buxton Hall, 447–450
    The CCPM Dilemma, 303
    Cerberus Corporation, 372–373
    Film Prioritization, 58–59
    Franklin Equipment, Ltd., 414–416
    Fund Raising Project Selection, 62–63
    Goldrush Electronics Negotiation
    Exercise, 450–451
    training and team-building activities,
    428– 429
    well-defined requirement and
    procedures, 426–427
    beta distribution, PERT, 240–241
    beverage industry, 13
    Beyer, J. M., 82n, 92
    Biesenthal, C., 366
    Big Bertha, 104
    “Big Dig” (Boston), 106
    Bigelow, D., 55
    bio-tech industry, 309
    Bird’s Nest (Beijing), 150
    Block, T. R., 92, 523n
    Bloom, Howard, 520n
    Bloomberg Business Week, 547
    Boeing, 148, 301, 422
    Boeing 787 Dreamliner, 422
    Bogart, Humphrey, 420
    bottom-up estimates, 134–144
    nature of, 134–135
    parametric procedures, 140
    range estimating, 140
    template methods, 140
    Bolman, D. G., 385n, 407
    Bonar, Robert, 14
    Boulter, M., 598
    Bourne, Lynda, 119n, 344n, 365
    Borsuk, R., 572
    Bowen, D., 560n, 573
    Bowen, H. K., 88, 92, 389, 407
    Bowles, M., 501
    Boyer, C., 55
    Bradberry, T., 361n, 365
    Bradford, D. L., 345, 346n, 365
    brainstorming
    of cost saving options, 322–323
    in generating alternatives, 394
    Brandon, D. M. Jr., 501
    Brandt, S. E., 395, 407
    bread-and-butter projects, 50
    bribery, 555, 562, 565
    Brin, Sergey, 84
    Brooks, Frederick P. Jr., 309, 309n1,
    328, 459
    Brown, S., 92
    Brown, Tim, 583, 583n
    Brucker, P., 291
    Bruzelius, N., 149, 154
    Bryant, Kobe, 376
    Budd, C. S., 302
    Bucharest (Romania), 420
    budget at completion (BAC), 466
    budget reserves, 224
    budgets
    budget reserves, 224
    percent complete index—budgeted
    costs (PCIB), 477
    Project Baseline Budget, 470–471646 Index
    Coppola, Francis Ford, 549
    core project team, in accelerating project
    completion, 310
    Corning Bio, 309
    cost account, 113
    Cost and Optimization Engineering (Jelen
    and Black), 159
    cost estimates, 130–148
    apportion methods, 137
    consensus methods, 136
    factors influencing quality of, 130–132
    forecasting final project cost,
    479–481
    function point methods, 138–139
    guidelines for, 132–133
    learning curves, 139, 157–161
    level of detail, 143–144
    mega projects, for, 149–150, 152
    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
    types of costs, 144–146
    cost performance index (CPI), 476
    cost-plus contracts, 454–455
    cost risks, in contingency planning, 222
    cost saving options, brainstorming of,
    322–323
    cost-sharing ratio (CSR), 454
    cost/schedule graph, 468, 469
    cost variance (CV)
    computing, 466, 478
    defined, 466
    variance analysis, 468–469
    Coutu, D. L., 401, 407
    Covance, 309
    Covey, Stephen R., 358, 360n9, 365, 437,
    437n, 443
    Cowan, C., 426n, 443
    crashing, 314–321
    crash point, 315–316
    crash times, 314–316, 319
    Crawford, Lynn, 20, 38, 55
    critical-chain project management
    (CCPM), 294–302
    accelerating project completion,
    311, 312
    in action, 296–297, 301
    impact on project schedule, 298
    methodology, 296
    monitoring project performance,
    300–301
    splitting tasks, 300
    time estimates, 295–296
    traditional scheduling approach versus,
    297–298
    conflict management, 394–398
    dedicated project teams and, 73–75
    dysfunctional conflict, 396, 397–398
    functional conflict, 396–397
    low-priority projects, 395
    matrix management and, 78
    in outsourcing, 429–431
    resource conflicts, 36–37
    virtual project teams and, 402–403
    Confucius, 562
    Conrad, Joseph, 549
    consensus methods
    consensus testing in group decision
    making, 393
    for estimating project times and cost,
    136–137
    construction/demolition agencies, 254
    consultants, external
    as independent project facilitators,
    525–526
    in rejuvenating the project team, 398–399
    contingencies, in project estimation, 133
    contingency funding, 223–225
    contingency planning, 219–223
    cost risks, 222
    funding risks, 222–223
    schedule risks, 222
    technical risks, 220–221
    Contingency Planning and Management.
    com, 548n, 572
    contract change control system, 455–456
    contract management, 451–456
    contract change control system, 455–456
    cost-plus contracts, 454–455
    fixed-price contracts, 453–454
    nature of contracts, 452
    in outsourcing, 452–456
    in perspective, 456
    procurement management and, 452
    contractors. See also outsourcing
    dependencies of, 343
    incentive contracts, 307, 308, 433
    selection from bid proposals, 425–426
    control. See also project monitoring
    information system
    in conflict management, 397
    contract change control, 455–456
    defined, 459, 461
    project control process, 461–462
    risk response control, 225–226
    control charts, in project monitoring
    information system, 462, 463–464
    control tower project office, 80
    Controlled Demolition Inc., 218
    Cooke-Davies, T., 538
    Cooper, M. J., 302
    Cooper, W. W., 291
    cooperation. See also project teams
    in leading by example, 355
    in negotiations for outsourcing, 433, 435
    Chen, M., 555, 572
    Chermack, T. J., 56
    Chetty, T., 149, 155
    Chilmeran, A. H., 124
    China
    cross-cultural factors in, 562–563
    guanxi, 562
    legal/political factors in, 562–563
    Christensen, D. S., 480, 501
    Chudoba, K. M., 408
    Chunnel project, 149, 420
    Cigna, 134
    Citibank Global Corporate Bank, 523
    Citigroup, 547
    Clark, J., 390, 409
    Clark, K. B., 92, 407
    clean air industry, 13
    Cleland, D. I., 407
    Cleveland Cavaliers, 520
    closing stage, 8–9, 515–536
    adjourning stage of team
    development, 378
    dedicated project teams and, 75
    evaluation, 516, 532–536
    post-implementation evaluation, 516,
    532–536
    project closeout checklists, 516, 518,
    539–541
    of project life cycle, 8, 395–396
    retrospectives, 516, 525–529
    sources of conflict in, 395–396
    types, 516–518
    wrap-up activities, 516, 518–521
    Coady, Gerry (Frontier Airlines), 42
    Coca-Cola Co., 13
    Cochran, Dick, 535n, 536, 538
    CogniToys, 13
    Cohen, A. R., 345, 346n, 365
    Cohen, D. J., 20, 55
    Colangelo, Jerry (Phoenix Suns), 376
    Collins, J. C., 88, 92, 572
    co-location
    in outsourcing, 432
    team identity and, 387–388
    combination of lag relationships, 186
    communication
    cultural factors in, 551–552, 570.
    See also cultural factors
    in international projects, 551, 570
    in outsourcing, 427, 428, 431, 433, 437
    project communication plan, 119–121
    virtual project teams and, 400,
    402–403
    compadre system, 556
    computer industry, 29, 30, 35, 271
    Conaway, W. A., 560n, 573
    concurrent engineering, 184–186
    conductor metaphor, 344
    conference calls, virtual project teams
    and, 402Index 647
    documentation. See also reports and reporting
    in outsourcing, 428
    public documents in organizational
    culture, 85
    Doh, J. P., 572
    doing it twice, in accelerating project
    completion, 310
    Dooley, K. J., 382, 409
    Doran, G. T., 33, 33n, 55
    Drexl, A., 291
    Drexler, John A., 414n, 443, 444
    dropped baton, 295
    Drummond, Erin, 312n
    Duffey, M. R., 501
    Dunbar, E., 573
    Duncan, David (Arthur Andersen), 357
    Duncan, J., 232
    DuPont, 138
    duration of project. See project duration
    Dvir, D., 80n, 94, 301, 302
    Dworatschek, S., 92
    Dyer, L., 408
    Dyer, S., 443
    Dyle, Dov, 28
    dysfunctional conflict, 396–398
    E
    EAC
    f (estimated cost at completion,
    forecast), 479
    EAC
    re (estimated cost at completion,
    revised), 479
    Earley, Kristin, 532
    early times and late times, 166
    earned value (EV)
    additional earned value rules, 478–479,
    505–511
    defined, 462, 466
    development of earned value cost/
    schedule system, 464–469, 505–511
    50/50 rule, 478
    percent complete rule, 467
    percent complete with weighted monitoring gates, 478
    pseudo-earned value percent complete
    approach, 485
    in status report, 471
    in time-phased budgets, 276
    variance analysis, 468–469
    0/100 rule, 478
    economic factors, 549–550
    Economy, P., 443
    Eden, L., 572
    EDS, 464
    Edward, K. A., 444
    Einsiedel, A. A., 366
    Eisenhardt, K. R., 92
    Eiteman, D. K., 573
    electronic bulletin boards, virtual project
    teams and, 402
    Davis, E. W., 258, 291
    deadlines
    imposed, 307
    in outsourcing, 428
    Deal, T. E., 81, 92, 385n, 407
    Decarlo, D., 598
    decision-making process, 393–394
    facilitating, 393–394
    importance of, 392–393
    nominal group technique (NGT) in, 405
    in project meetings, 383–385
    dedicated project teams, 71–75
    advantages and disadvantages, 72–75
    examples of, 72, 74
    nature of, 71
    projectitis, 74
    we–they syndrome, 74
    defining stage, 8, 101–121
    coding WBS for information system,
    113–115
    establishing project priorities, 106–108
    organization breakdown structure
    (OBS), 113
    process breakdown structure (PBS),
    116–117
    project communication plan, 119–121
    of project life cycle, 8, 396
    project scope, 102–106
    responsibility matrices (RM), 117–119
    sources of conflict, 396–397
    work breakdown structure (WBS),
    108–112
    Dehler, G. E., 366
    De Laat, P. B., 92
    Delbeeq, Andrew, 405n
    Dell Children’s Medical Center, 14
    Deloitte Consulting, 35
    Delphi Method, 136, 212n
    DeMarco, T., 310, 328, 407
    Demeulemeester, E. L., 291, 302
    Deneire, M., 572
    Denver Airport, 106, 149, 484
    dependencies,
    mapping, 348–349
    stakeholder, 341–343
    Derby, Charles, 20
    DeRosa, D., 401, 408
    Descamps, J.P., 55
    Developing Products in Half the Time
    (Smith and Reinertsen), 220
    Dexter, Susan, 309
    DiDonato, L. S., 443
    DiStefano, J. J., 555n, 573
    Dinsmore, P. C., 365
    direct costs, 145
    project, 314
    project overhead, 145
    Disney, 464
    Doctors Without Borders (Médecins Sans
    Frontières), 547, 547n
    critical path method (CPM), 163, 166, 167,
    171, 175–177, 178, 187. See also
    PERT (program evaluation and
    review technique)
    cross-cultural orientations, 557
    Crystal Clear, 593
    Cullinane, T. P., 456
    cultural factors, 551–553. See also communication; organizational culture
    adjustments, 555–556
    in China, 562–563
    cross-cultural orientations, 557
    culture, defined, 554
    culture shock, 565–567
    in France, 559–560
    Hofstede framewok, 558
    in Hong Kong, 563
    in international projects, 551–553,
    554–568
    Kluckhohn-Strodthbeck cross-cultural
    framework, 557
    in Mexico, 556, 558–559
    in Namibia (Africa), 568
    in outsourcing, 428
    in Saudi Arabia, 560–561
    summary comments, 565
    in the United States, 563–564
    culture shock, 565–568
    coping with, 567–568
    culture shock cycle,
    four stages of, 566
    nature of, 565–566
    stress-related, 567
    Culver, Irvin, 72
    currency fluctuations, 549–550
    customer relations
    increased customer focus and, 12–14
    met expectations, 439–441
    project managers as client account
    executives, 441
    customers
    assumption of project
    responsibilities, 322
    dependencies of, 343
    scope checklist review with, 105
    D
    Dahlgren, G., 443
    daily scrum, 588
    DaimlerChrysler, 420
    Dalkey, N. C., 154
    dangler paths, 182
    Daniel, Tim, 547
    Darnell, R., 20
    databases
    project monitoring information system,
    460–461, 485
    time and cost, 148
    Data General Corporation, 389648 Index
    with slack times, 175
    using forward pass information,
    177–178
    Foti, R., 37, 40, 56
    Frame, J. D., 92, 387, 408, 523n
    France, cross-cultural factors in, 559–560
    Frank, L., 56
    Frankel, Rob, 520
    Fraser, J., 457
    free float, 177
    free slack (FS), 177
    Fretty, Peter, 297n, 538
    Friedman, Thomas L., 56
    Fritz, Robert, 388
    Frontier Airlines Holdings, 42
    functional conflict, 396–397
    functional managers
    dependencies of, 343
    project managers versus, 7
    functional organization, 68–71
    advantages and disadvantages, 69–71
    nature of, 68–69
    “function points,” for estimating project
    times and cost, 138–139
    funding risks, in contingency planning,
    222–223
    Fusco, Joseph C., 35, 35n4, 56, 533, 533n
    G
    Gabarro, S. J., 366
    Gale, S. F., 598
    Gallagher, R. S., 92
    Gamble, J. E., 104n
    Gantt, H. L., 179n, 202
    Gantt chart, 179
    baseline, 462–463
    in critical-chain project management
    (CCPM), 298, 300
    in project monitoring information
    system, 462–463
    tracking, 462–463, 473–474
    Gantz, J., 532n
    Gardner, D., 523n
    Gary, L., 124
    GE Appliances, 405
    Geary, L. K., 93
    Gene Codes, 585
    general and administrative (G&A)
    overhead costs, 145
    General Electric (GE), 15, 27, 138,
    405, 535
    General Motors (GM), 301
    geographical factors, 548
    Gersick, Connie J., 380, 380n
    Giangreco, D. M., 527n
    Gibson, C. B., 408
    Ginter, P. M., 232
    global project office (GPO), 523
    Globerson, S., 125, 367
    F
    Facebook, 13
    facilitators. See project facilitators
    Faerman, S. R., 444
    failed projects, 517
    The Wake, 517
    Failure Mode and Effects Analysis
    (FMEA), 215
    Faris, R., 598
    fast-tracking, 185, 310–311
    Federal Deposit Insurance Corporation
    (FDIC), 526
    feeder buffers, 296
    Fendly, L. G., 258, 291
    Ferrazzi, K., 366
    Ferrucci, D., 30n
    FHA (Federal Housing Authority), 137
    FIFA (Federation Internationale de Football Association), 149
    Filipczak, B. 92
    film industry, 549
    final project report, 516, 518, 524–525
    analysis, 525
    appendix, 525
    classification, 525
    lessons learned, 516, 525, 526, 527,
    529, 532
    recommendations, 525
    Financial Accounting Standards Board, 438
    financial selection models, 38–40
    net present value (NPV), 38–40
    payback, 38–40
    Financial Solutions Group of Mynd, 351
    finish-to-finish lag relationship, 186
    finish-to-start lag relationship, 183
    Fischer, Randy, 431, 435n
    Fisher, R., 435, 435n, 438, 439, 443
    fixed-price contracts, 453–454
    Fleming, Q. W., 457, 465n, 476n, 480, 501
    float, 175–177
    free, 177
    total, 175–177
    Floyd, S. W., 55
    Flyvbjerg, Bent, 149, 150, 151, 154
    FMEA (Failure Mode and Effects
    Analysis), 215
    folklore, in organizational culture, 85
    follow-on contracts, 159
    follow-up, in group decision making, 394
    Ford, E. C., 232
    Ford, Henry, 375
    Ford Motors, 138, 387
    forecasting
    of final project cost, 479–480
    reference class forecasting (RFC), 151
    forming stage of team development, 378
    Fortune 500, 34
    forward pass-earliest times, 171–173
    lag relationships, 186–187
    electronics industry, 13
    Eliyahu Goldratt Institute, 301, 301n
    e-mail, virtual project teams and, 402
    Emerson, Ralph Waldo, 305
    Emhjellenm, K., 155
    emotional intelligence (EQ), 361
    Emotional Intelligence (Goleman), 361
    empathy, 361
    Endurance Antarctic expedition, 354
    energy conservation, 14
    energy efficiency, 14
    Englund, R. L., 92
    Enron, 356, 357
    environmental factors, 546–553
    culture, 551–553
    economy, 549–550
    geography, 548
    infrastructure, 550–551
    legal/political, 546–547
    security, 547–548
    environmental sustainability, 12
    Dell Children’s Medical Center, 14
    London Olympics (2012), 150
    Studio Roosegaarde, 13
    equipment factor, as resource
    constraint, 255
    Ericksen, J., 408
    Ernst, H., 409
    errors
    as acceptable, 226
    network logic, 178
    project estimation, 134
    reporting, 226
    escalation, 429
    estimated cost at completion (EAC)
    defined, 466, 479
    EAC
    f (forecast), 479
    EAC
    re
    (revised), 479
    estimated cost to complete (ETC), 466
    estimation. See project estimation
    ethics, 355–357
    bribery, 555, 562, 565
    code of conduct, 356
    collapse of Arthur Andersen, 357
    in leading by example, 355
    top management and, 356
    evaluation. See project evaluation
    Evans, J., 269, 291
    Everest (film), 221
    exchange rate fluctuations, 549–550
    excessive multitasking, 295–296
    executing stage, 8. See also implementation
    of project life cycle, 8, 396
    sources of conflict, 395–396
    expectancy theory of motivation,
    320, 320n
    expectations
    managing, 351
    met expectations, 439–441
    Extreme Programming (XP), 584, 593Index 649
    performance indexes, 476
    project percent complete indexes, 477
    software for project cost/schedule
    systems, 477–478, 511–513
    technical performance
    measurement, 481
    India
    infrastructure factors in, 550
    outsourcing in, 428
    indirect costs, project, 313–314
    individual reviews, 536–536
    inflation, 550
    “influence currencies.” See law of
    reciprocity
    information system. See also project
    monitoring information system
    coding work breakdown structure for,
    113–115
    in project communication plan,
    120–121
    infrastructure factors, 550–551
    Ingebretsen, M., 124, 232
    inspiration-related currencies, 346, 347
    integrity, 360
    Intel, 27, 301
    internal staff specialists, in rejuvenating the
    project team, 398
    International Business Machines (IBM),
    88, 138, 148, 300, 558
    international projects, 545–571
    cross-cultural factors, 554–568
    environmental factors, 546–553
    personnel selection and training,
    568–570
    project site selection, 553–554
    virtual project teams in, 399, 400
    International SOS Assistance, Inc., 547
    Into Thin Air (Krakauer), 221
    invitation for bid (IFB), 453
    IPC Media, 595
    iPhone 7, 306
    Irix Pharmaceuticals, 309
    iterative incremental development
    processes (IIDs), 582–584
    J
    Jackson, M. B., 598
    Jago, A. G., 393, 409
    Jakarta (Indonesia), 548
    James, LeBron, 376, 520
    James, M., 598
    Jamieson, A., 56
    Janis, I. L., 403, 408
    Jassawalla, A. R., 93
    Jedd, Marcia, 538
    Jeffery, R., 154
    Jensen, M. C., 377, 409
    Jet Propulsion Laboratory, 383
    Jobs, Steve, 74
    Head, 583
    health care industry, 14
    Heart of Darkness (Joseph Conrad), 549
    Hearts of Darkness: A Filmmaker’s
    Apocalypse (film), 549n
    Hedberg, B., 443
    Heise, S., 501
    Helm, J., 56
    Helpdesk Automated Site (HASS), 389
    Henricks, Paul, 309
    Hendrickson, Chet, 579
    Hendrix, K., 125
    Henry, R. A., 210, 232
    Herroelen, W. S., 291, 302
    heuristics, 258, 259
    Hewlett-Packard (HP), 67–68, 399, 405, 535
    Highsmith, J., 598
    high-tech toy industry, 13
    Hildebrand, C., 598
    Hill, L. A., 366
    Hirschman, A. O., 149, 154
    Hoang, H., 443
    Hobbs, B., 38, 55, 79, 93
    Hobday, M., 93
    Hodgetts, R. M., 573
    Hoegl, M., 409
    Hoffman, R., 535n, 538
    Hofstede framewok, 558
    Hofstede, Geert, 558, 558n, 573
    Holloway, C. A., 92, 407
    Hollywood, 3, 13, 320
    Homans, G. C., 379n, 408
    Homeland Security, 526
    Hong Kong, cross-cultural factors in, 563
    Hooker, J., 560n, 562n, 573
    Hulett, D. T., 232
    Hurowicz, L., 258, 291
    Hurricane Katrina, 526
    Hutchens, G., 56
    I
    IBM, 88, 138, 148, 300, 558
    IBM System/360, 309
    IBM Watson’s Jeopardy Project, 13, 29, 30
    Ibbs, C. W., 328, 538
    IDEO, 583
    implementation
    implementation gap in project portfolio
    system, 34–35, 36–37
    projects in organization strategy, 33
    incentives, 320
    incentive contracts, 307, 308
    project reward systems, 391–392
    independence
    in project estimation, 133
    project facilitators, 523
    indexes to monitor progress, 475–479
    additional earned value rules, 478–479,
    505–511
    Goal, The (Goldratt), 294–301
    Gobeli, D. H., 77, 79, 92, 93, 102, 124, 538
    Godfather movies, 549
    Gold, Dan, 309
    Goldberg, Aaron, 74
    Goldberg, A. I., 93
    Golden Gate Bridge (San Francisco), 255
    Goldratt, Eliyahu, 269, 291, 294–296,
    301, 302
    Goldsman, L. P., 457
    Goleman, Daniel, 361, 361n
    going native, 545
    Goo, S. K., 84n
    Google, 13, 15, 84
    Gordon, R. I., 309n2, 328
    governance. See project governance
    government agencies. See also names of
    specific government agencies
    dependencies of, 343
    Governor’s Office of Planning and
    Research (California), 308
    Gradante, W., 523n
    Graham, J. L., 562n, 572
    Graham, R. J., 20, 55, 92
    Grant, Adam, 345, 345n, 366
    Graves, J., 361n, 365
    Gray, Clifford, 8, 20, 79, 92, 232, 426n,
    443, 616n
    Gray, N. S., 154
    Green, S. G., 366
    Greenland, 548
    Griffin, D., 147, 154
    Griffiths, M., 598
    Gringo, 556
    Griswold, T. A., 527n
    groupthink, 403–404
    Gryglak, Adam, 387
    guanxi, 562
    Gudergan, S., 366
    Gundersen, A., 551, 568, 572
    Gundersen, N. A., 456
    Gustafson, D. H., 405n
    H
    Habitat for Humanity, 312, 312n
    Hackman, J. R., 408
    Haliburton, 519
    Hall, C., 306n
    Hallowell, R., 560n, 573
    Hamburger, D. H., 232
    hammock activities, 188
    Hansson, J., 443
    Harris Semiconductor, 301
    Harris, P. R., 561n, 573
    Harrison, M. T., 82n, 92
    Hartman, Frances, 388n
    Harvard Business School, 584
    Hawkins, K., 434
    HBO, 583650 Index
    Leading at the Edge (Perkins), 354
    leading by example, 353–355
    learning curves, for estimating project
    times and costs, 139, 157–161
    leave-takings, 561
    Leavitt, H. J., 404, 408
    Lechler, T., 94
    LEED (Leadership in Energy &
    Environmental Design), 14
    Lee, S. A., 328
    legal/political factors, 546–547. See also
    organization politics
    Leifer, R., 56
    Lerner, Matthew, 309n
    lessons learned
    final project report, 516–518
    from Hurricane Katrina, 526
    from Operation Eagle Claw, 527
    letters of recommendation, 392
    Leus, R., 302
    leveling, 253, 256–257
    level of detail
    for project activities, 178
    in project estimation, 143–144
    for project networks, 178
    Levine, H. A., 302
    Levi Strauss, 464
    Levy, F. K., 202
    Levy, S. L., 392, 392n, 409
    Lewis, J. P., 124
    Lewis, M. W., 366
    Lewis, R., 154
    Li, M. I., 328
    Lieberthal, G., 573
    Lieberthal, K., 573
    Likert, R., 377n, 408
    Lilly, Bonnie, 312
    Lincoln, Abraham, 345
    Lindberg, Mike, 135
    linearity assumption, 319
    Linetz, B. P., 408
    Lipman-Blumen, J., 404, 408
    Lipsinger, R., 401, 408
    Lister, T., 407
    Loch, C. H., 232
    The Lodge at Snowbird (Utah), 593
    Logitech, 583
    Loizeaux, Mark, 218
    London Olympics (2012), 150
    Lone Ranger analogy, 352
    long-term relationships, in outsourcing,
    433–434
    Lonza Biologics, 309
    Lockheed Aerospace Corporation, 72
    Lockheed Martin, 72, 208
    looping, 166, 178
    Lorsch, J. W., 93
    Lovallo, D., 147, 155
    Low, G. C., 154
    Lowe, D., 457
    Krause, Melissa, 585n
    Kruchten, P., 598
    Krupp, Goran, 221
    Kryzewski, Mike, 376
    Kurtulus, I., 291
    Kuruppuarachchi, P., 408
    Kvalnes, Ø., 366
    Kwak, Y. H., 538
    L
    Lackey, Michael B. (Trojan Nuclear Plant),
    482n
    laddering, 182, 183
    Ladika, S., 538
    lags, 182–187
    in forward and backward pass
    procedures, 186–187
    to reduce schedule detail, 182–184
    Lam, N. M., 562n, 572
    Lamb, J. C., 309n2, 328
    Landau, F., 209n
    Lane, H. W., 555n, 573
    Lange, Merete, 568
    Lansing, Alfred, 354, 354n
    Larman, C., 598
    large projects. See also mega projects,
    149–151
    Larson, Erik W., 69, 72, 77, 79, 92, 93,
    102, 124, 355n, 366, 367n, 426n,
    443, 538, 616n
    Larsson, U., 93
    Laslo, Z., 93
    Latham, G. P., 535, 538
    Lavell, Debra, 538
    law of reciprocity, 345–348
    inspiration-related currencies,
    346, 347
    personal-related currencies, 346, 348
    position-related currencies, 346–347
    relationship-related currencies,
    346, 347
    styles of social interaction, 545
    task-related currencies, 345–346
    Lawrence of Arabia (film), 404n
    Lawrence, P. R., 94
    Leach, L. P., 296n, 302
    leadership, 339–362. See also project
    managers
    ethics and, 355–356
    law of reciprocity and, 345–348
    leading at the edge, 354
    leading by example, 353–355
    managing versus leading a project,
    340–341
    project stakeholders and, 341–343
    qualities of effective project managers,
    359–362
    social network building, 348–355
    trust and, 357–359
    Johansen, R., 404, 408
    Johnson, Clarence L. “Kelly,” 72, 93
    Johnson, Magic, 376
    Johnson, R. E., 56
    Joint Chiefs of Staff, 527
    Jonas, D., 20
    Jonasson, Hans, 598
    Jones, C., 154
    Jordan, Michael, 376
    Joshi, M., 365
    K
    Kahneman, D., 147, 155
    Kalaritis, Panos, 309
    Kanban, 590
    Kanter, Rosabeth Moss, 358, 366, 419, 443
    Kaplan, R. E., 345, 366
    Kaplan, R. S., 56
    Karif, O., 13n
    Katz, D. M., 124
    Katz, Ralph, 385n, 388, 408
    Katzenbach, J. R., 385n, 408
    Keifer, S., 483n
    Kellebrew, J. B., 291
    Kelly, J. E., 202
    Kendrick, Tom, 538
    Kennedy, A. A., 81, 92
    Kenny, J., 56
    Kerth, Norman L., 538
    Kerzner, Harold, 81n, 93, 124, 501
    Kezsbom, D. S., 444
    Khang, D. B., 328
    Kharbanda, O. P., 56, 129n, 130n, 154
    Kidd, Jason, 376
    Kidder, Tracy, 389, 389n, 390, 390n, 408
    Kim, E. H., 501
    King, J. B., 355n, 366
    Kipling, Rudyard, 163
    Kirk, Dorothy, 351, 351n, 366
    Kirkman, B. L., 408
    Kluckhohn, F., 557, 557n, 573
    Kluckhohn-Strodthbeck cross-cultural
    framework, 557
    Knoepfel, H., 92
    Knoop, C. I., 560n, 573
    knowledge explosion, 12
    Koh, Aileen, 20
    Kokkla (Finland), 548
    Kolawa, Adam Dr., 428, 428n
    Konda, S. L., 232
    Koppelman, Joel M., 465n, 476n,
    480, 501
    Korto, R. F., 56
    Kotter, J. P., 340, 366
    Kouzes, J. M., 353, 366
    Krakauer, Jon, 221n
    Kraków (Poland), 567
    Krane, J., 573
    Kras, E., 559n, 573Index 651
    Morigeau, Stuart, 233n
    Morris, P. W., 56
    Morrison, T. 560n, 573
    Morton, Danelle, 383, 383n
    motivation
    for extraordinary performance, 320
    incentives in, 307, 308, 320
    Motorola, 420
    Motta, Silva, 56
    Müller, R., 356, 360, 366, 367
    multi-criteria selection models, 40–43
    multiproject environments
    project networks in, 182
    resource scheduling in, 272–273
    multiproject resource schedules, 272–273
    multitasking, 36–37, 295–296
    multi-weighted scoring models, 41–43
    Murch, R., 124
    Murphy, C., 390, 409
    N
    Nabisco, 535
    Naeni, L., 501
    NAFTA, 559
    Nambisan, S., 444
    Namibia, Africa, cross-cultural factors
    in, 568
    NASA Mars Climate Orbiter, 208–209
    Nash, Steve, 520
    National Basketball Association (NBA),
    376, 520
    National Guard, 526
    Navistar, 387
    Navy Federal Credit Union, 532
    NCR, 464
    NEC, 27
    negotiation
    components of principled,
    435–439
    in outsourcing, 434–439
    Nelson, K. A., 356n7, 367
    Nelson, Ryan R., 538
    net present value model (NPV)
    in project selection, 38, 39
    in risk assessment, 215
    Netflix, 13
    network logic errors, 178
    Newbold, R. C., 269, 291, 302
    Newmann, L., 291
    new products, concurrent engineering
    in, 184–186
    NIH (not invented here), 379
    Nike, 583
    Nissen, M. E., 444
    Nobel Peace Prize, 547
    Nofziner, B., 360, 367
    Nokia, 583
    nominal group technique (NGT) in, 405
    Nonaka, Ikujiro, 585, 598
    McDougall, Lorna, 357n
    McFarlan, F. W., 20, 55
    McGrath, M. R., 444
    McNerney, Jim, 423
    McPherson, S. O., 408
    Médecins Sans Frontières (Doctors Without Borders), 547, 547n
    mediating conflict, 397
    meetings. See project meetings
    mega projects, estimation for, 149–151
    Melnyk, Les A., 526n
    Ménard, 79, 93
    Mendenhall, M. E., 569n, 573
    Menon, R., 232
    merge activities, 166, 169, 172–173
    Merritt, G. M., 232
    met-expectations model, 439
    Meyer, A. D., 232
    Meyer, D., 269, 291
    Meyer, E., 573
    Mexico, cross-cultural factors in, 556,
    558–559
    MGM, 320
    Miami Heat, 520
    Microsoft Project, 385, 478, 511–513
    middle management. See also top
    management
    implementation gap in project portfolio
    management, 34–35, 36–37
    level of detail in project estimates,
    143–144
    managing versus leading a project,
    340–341
    milestones
    guidelines for setting, 465
    in project scope, 103
    schedules, 463–464
    Millard, Candice, 552, 552n
    Miller, D., 555, 572
    Miller, J., 72n, 93
    Mills, E., 84n
    Milosevic, D. Z., 56, 155, 564n, 573
    mission of organization
    project manager, understanding of, 28
    in strategic management process, 30
    Mitchel, Russ, 271n
    mitigating risk, 216–217
    Mittman, R., 408
    Mobil Oil, 535
    Moffett, M. H., 550, 573
    Mohring, R., 291
    Molinski, D., 13n
    Molloy, E., 149, 155
    Monarch, I., 232
    Monroe, Marilyn, 420
    Montreal Olympics (1976), 150
    Moran, James, 202n
    Moran, R. T., 561n, 573
    Moran, S. V., 561n, 564n, 573
    Morgan, Pat, 387
    loyalty, 352
    Luby, R. E., 124
    Lucas, E., 555, 572
    Lucas George, 549
    Lucent Technologies, 301
    Luthans, F., 573
    M
    MacCormack, Alan, 584, 584n
    MacIntyre, Jeff, 35, 35n3, 56
    Mackey, J., 302
    MacLeod, G., 155
    Madnick, S., 328
    Magenau, J. M., 444
    Magne, E., 155
    Magretta, Joan, 56
    Maier, N. R. F., 393n, 408
    Majchrzak, A., 93, 408
    Malhotra, A. A., 408
    “management by wandering around”
    (MBWA), 350–351, 393
    Management Reserve index (MRI), 477
    management reserves, 224–225
    managing expectations, 351
    Managing Martians (Shirley and
    Morton), 383
    managing upward relations, 351–353
    mañana syndrome, 556
    Mannakau (New Zealand), 312
    Mantel, S. K., 351n3, 367
    Marlin, Mark, 538
    Marriott Corp., 405
    Mars Exploration Program (JPL), 383
    Martin, A., 408
    Martinelli, Russ, 538
    Martin, M., 456
    Mass Fatality Identification System
    (M-FISys), 585
    materials factor, as resource constraint, 254
    Matheson, David, 50–51, 50n, 56
    Matheson, Jim, 50–51, 50n, 56
    matrix management, 75–81
    advantages and disadvantages, 77–78
    balanced matrix, 76
    example of, 89
    nature of, 75
    performance reviews, 534–535
    project versus functional manager
    responsibilities, 7, 75
    recruiting project members, 381–382
    strong matrix, 77
    weak matrix, 76–78, 81
    maturity models, 529–532
    growth levels, 529–532
    Maurer, I., 444
    MBWA (“management by wandering
    around”), 350–351
    McConnel, S., 598
    McDermott, C. M., 56652 Index
    overhead costs, 145
    direct, 145
    general and administrative (G&A), 145
    oversight. See project audit; project
    offices (POs)
    overtime
    in accelerating project completion,
    308, 310
    cross-cultural attitudes toward, 560
    ownership, in team building, 399
    oyster projects, 50
    P
    pace of life, 555
    padding estimates, 131
    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
    implications for organizing projects,
    86–88
    nature of, 81–83
    in project estimation, 131
    relationship with project structure, 88
    organizational culture review
    questionnaire, 528
    Organizational Project Management
    Maturity Model (OPM3), 529
    organization breakdown structure (OBS),
    109, 110, 113
    integrating with organization,
    113, 114
    time-phased budget and, 274–276
    organization politics
    project managers and, 361
    in project portfolio system, 35–36
    in recruiting project members, 382
    trust and, 357–359
    organization strategy, 28–51
    implementation through projects, 33
    managing portfolio system, 48–51
    project alignment with, 28
    project manager understanding of, 28
    project portfolio management system,
    37–38
    project priority system, 34–37
    project selection criteria, 38–43
    project selection models, 44
    selection model application, 43–48
    strategic management process
    overview, 29–34
    strategy, defined, 27
    Orlando Sentinel, 209, 232
    Osmundsen, P., 155
    outdoor experiences/retreats, 399
    outsourcing, 419–441
    in accelerating project completion,
    309, 322
    advantages and disadvantages, 421–424
    best practices, 426–434
    co-location, 432
    communication in, 427–428, 433
    conflict management processes,
    429–431
    contract management, 433, 451–456
    customer relations, 439–441
    defined, 420
    examples of, 422–423, 428, 431
    long-term relationships, 433–434
    negotiation in, 434–439
    in resource allocation, 272–273
    review and status updates, 431–432
    team-building activities, 426,
    428–429
    traditional approach versus partnered
    approach, 426–427
    training activities, 428–429
    well-defined requirements and procedures, 426–427
    nonfinancial selection models, 40–43
    checklist models, 40–41
    multi-weighted scoring models, 41–43
    nonproject factors, in project estimation, 131
    Noreen, E., 302
    normal closure, 516–517
    normal conditions in project estimation,
    132–133
    norming stage of team development, 378
    Nortel Networks Corp., 547
    Northridge earthquake (California), 308
    Norton, D. P., 56
    not invented here (NIH), 379
    Novell, Inc., 271
    numbering activities, 179
    O
    objectives
    characteristics of, 33
    in project scope, 102–103
    strategy formulation to meet, 32–34
    in supporting organization strategy, 33
    O’Boyle, B., 306n
    OBS (organization breakdown structure),
    109, 110, 113
    O’Connor, G. C., 56
    Oculus Rift, 13
    Oddou, G. R., 573
    Office of the Chief Medical Examiner
    (New York), 585
    Ohio School Facilities Commission, 431
    Olson, E. M., 93
    Olve, N., 443
    Olympic Forest, 270
    Olympic games, 376
    O’Neal, Shaquille, 520
    operational projects, 37–38
    Operation Eagle Claw, 527
    Operations and Technology for Global
    Cash Management, 523
    OPM3 (Organizational Project
    Management Maturity
    Model), 529
    opportunity management, 223
    opportunity, defined, 223
    responses to opportunity, 223
    optimism, 361
    Oregon Health Sciences University
    (OHSU), 135
    O’Reilly, Brian, 535n
    O’Reilly, C. A., 82n, 93
    organizational culture, 68, 81–89. See also
    cultural factors
    characteristics of, 83–86
    countercultures and, 83, 86, 88
    diagnosis worksheet, 85
    ethics in, 355–357
    example of, 84
    functions of, 82–83Index 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
    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
    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 estimation; 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, 480654 Index
    understanding strategy, 28
    work breakdown structure (WBS) and,
    108–109
    working in a multicultural environment,
    555, 565–568
    project measurement. See project monitoring 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
    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
    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, 13Index 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
    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
    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)656 Index
    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
    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
    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,
    256–257Index 657
    critical-chain project management
    (CCPM) and, 300
    in resource scheduling, 269
    sports and recreation, 150, 376, 520
    sprint backlogs, 589
    sprint burndown charts, 589
    sprint planning, 587–588
    sprint retrospective, 588
    sprint review, 588
    Squires, Susan E., 357, 357n
    Srivannaboon, S., 56
    stakeholders, 341–344
    defined, 342
    dependencies of, 342–343
    stakeholder analysis in project
    communication plan, 119–120
    types of, 342–343
    standards of performance in leading by
    example, 355
    Standish Group, 20, 102, 125
    start-to-finish lag relationship, 186
    start-to-start lag relationship, 183–184
    Star Wars (film), 549
    statement of work (SOW), 105, 424
    status report, 470–475
    assumptions, 470
    baseline development, 470–471
    development of, 471–475
    example of monthly, 481
    status updates, in outsourcing, 431–432
    Staw, Berry M., 539
    Sten, Erik, 135
    Stern, David (NBA), 376, 520
    Stewart, T. A., 20
    Steyn, H., 302
    Stonehill, I., 573
    storming stage of team development, 378
    strategic management process, 29–51
    analyze and formulate strategies, 32
    defined, 29
    dimensions of, 28
    implementing strategies through
    projects, 33–34
    objectives support strategy, 33
    process overview, 29
    project portfolio management system,
    34–38
    project selection, 38–48
    review and define organizational
    mission, 31
    strategic projects, 37–38
    strategy
    defined, 27
    understanding, 28
    stress-related culture shock, 566–567
    Strickland, A. J., 104n
    Strodtbeck, F. L., 557, 557n, 573
    Strohl Systems Group, 548
    strong matrix, 77–78, 81
    Stubbs, David, 150
    Shell, G. R., 444
    Shenhar, Aaron J., 28, 57, 80n, 94, 360, 367
    Sheperd, D. A., 538
    Sherif, M., 379n, 409
    Shirley, Donna, 383, 383n
    Shtub, A., 367
    Sibbett, D., 408
    Siebdrat, F., 409
    Siemens Medical Systems, 594
    Sieminski, G. C., 49n, 57
    Singer, Carl A., 400, 400n
    Sirisomboonsuk, Pinyarat, 616n
    Shawshank Redemption, The (movie), 398
    Skelton, T., 232
    Skilton, P. F., 382, 409
    Skunk Works, 72. See also dedicated
    project teams
    situational factors in team development,
    379–381
    slack, 175–177
    free, 177
    total, 175–177
    Sleeping Dictionary, The (film), 404n
    Slevin, D. P., 102, 124, 367
    slippage, 272
    Sloan, John, 372n
    small projects, 15
    smartphone industry, 306
    Smith, B. J., 390, 409
    Smith, Cynthia J., 357n
    Smith, D., 155, 302
    Smith, D. K., 35n6, 57, 385n, 408
    Smith, M., 93
    Smith, P. G., 88, 94, 220, 232, 328, 391, 409
    Snapple Company, 208
    Snizek, J. A., 210, 232
    Snyder, D., 154
    social network building, 348–355
    leading by example, 353–355
    “management by wandering around”
    (MBWA), 350–351
    managing upward relations, 351–353
    mapping dependencies, 348–349
    social network, defined, 348
    social skills, 361
    Sochi Winter Olympics, 106
    Software Engineering Institute (SEI),
    529, 531
    Somalia, 547
    South Africa 2010 World Cup, 149
    socio-technical approach to project
    management, 17–18
    Sojourner (Martian rover), 383
    Sony, 15
    Sood, S., 302
    Soul of a New Machine, The (Kidder),
    389, 389n
    Spalding, 520
    Spirit Aero Systems, 297
    splitting activities,
    schedule variance (SV)
    computing, 466
    defined, 466
    variance analysis, 468–469
    Schein, E., 82n, 94, 377n
    Schilling, D. L., 444
    Schkade, J., 379n, 409
    Schmidt, Eric, 271
    Schuler, J. R., 232
    Schultzel, H. J., 444
    Schur, M., 594, 598
    Schwaber, K., 579, 598
    Schwalbe, K., 457
    Schwartz, Peter, 57
    scope creep, 106, 483
    scope statement, 11–12, 17, 19, 105–106
    Scown, M. J., 547, 573
    scrum, 585–592
    features, 585–586
    meetings, 587–588
    origins, of, 585
    process overview, 586
    product and sprint backlogs, 588–589
    roles and responsibilities, 586–587
    sprint and release burndown charts,
    589–592
    scrum master, 587
    scrum meeting, 587–588
    Sculley, John, 74, 74n, 94
    Sears Roebuck, 138
    Seattle Kingdome, 218
    Secret of Success, The (Rizova), 89
    Securities and Exchange Commission
    (SEC), 357
    security factors, 547–548
    Segalla, M., 572
    selection. See project selection
    self-awareness, 361
    self-motivation, 361
    self-organizing teams, 587
    self-protection, 295
    self-regulation, 361
    Senge, P. M., 360, 360n8, 367, 389n5,
    409, 538
    senior management. See top management
    sensitivity, of project network, 176–177,
    320–321
    September 11, 2001 terrorist attacks, 547, 587
    Seta, J. J., 379n, 409
    Seven Habits of Highly Effective People
    (Covey), 358, 360n
    Shackleton, Ernest, 354
    Shadrokh, S., 501
    Shanahan, S., 258, 291
    Shao, J., 366
    shared vision, 388–391, 396
    Shaw, L., 13n
    Sheen, Martin, 549
    Shelby County Habitat for Humanity
    (Alabama), 312658 Index
    tracking decisions, 384
    tracking Gantt charts, 462–463, 473–474
    training
    certification and, 4
    in outsourcing, 428
    in international projects, 568–570
    transferring risk, 217–218
    transportation services, 135, 308
    Trevino, L. K., 356n7, 367
    triple bottom line, 11–12
    Trojan Nuclear Plant decommission, 480
    trust
    leadership and, 357–359
    in negotiations for outsourcing, 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
    scheduling interval in applying
    heuristics, 258–262
    smoothing resource demand, 252,
    256–257
    time estimates, 130–148. See also project
    schedules
    apportion methods, 137
    consensus methods, 136
    in critical-chain project management
    (CCPM), 295
    factors influencing quality of, 130–132
    function point methods, 138–139
    guidelines for, 132–133
    learning curves, 139, 157–161
    level of detail, 143–144
    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
    Stuckenbruck, L. C., 94
    student syndrome (procrastination), 296
    Studio Roosegaarde, 13
    Sullivan, Stacy Savides, 84
    Sun Microsystems, 271
    Swahl, W., 124
    Swanson, S., 57, 134n
    Sweden, 548
    SWOT (strengths, weaknesses, opportunities,
    and threats) analysis, 32
    Symons, C. R., 155
    synergy, 375–377
    systems thinking, 360
    T
    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, 255Index 659
    groupings found in, 108–109
    in helping project manager, 108
    integrating with organization,
    113, 114
    level of detail in, 143–144
    process overview, 110
    simplified WBS development, 109–112
    time-phased budget and, 273–278
    work package, 111
    World Cup (2010), 149
    World Trade Center terrorist attacks
    (2001), 585
    Worldcom, 356
    Worthen B., 42n, 598
    Worthington, M. M., 457
    wrap-up closure activities, 516, 518–521
    closedown activities, 518
    partial administrative closure
    checklist, 519
    X
    Xerox, 35–36, 86
    Yates, J. K., 539
    Yazici, H., 81n, 94
    Yeak, William R., 357n
    Yeung, I., 562n, 573
    Yin, M., 328
    Yovocich, B. G., 568n
    Youker, R., 94
    Young, Bruce, 320
    Young, J., 93
    Z
    Zaitz, Les, 539
    Zalmanson, E., 301, 302
    Zander, A., 379n, 409
    Zaphiropoulos, Renn (Versatec), 86
    Zenisek, Joseph, 297
    z values, PERT, 242–244
    Zwikael, Ofer, 20
    Zyliss, 583

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