Managing Business Projects: The Essentials

Cover
Half Title
Title Page
Copyright Page
Table of Contents
Preface
Acknowledgments
About the Author
Part 1: Overview of the Book and of Business Project Management
	Chapter 1: Introduction to the Book
		1.1 Objectives of the Book
		1.2 Objectives of This Chapter
		1.3 How This Book Is Different
		1.4 Business Projects Are Different from Construction or Engineering Projects
		1.5 Setting the Scene – Some Statements to Get You Thinking
		1.6 Structure of the Book
		Reference
	Chapter 2: Business Projects and Their Management
		2.1 Objectives
		2.2 What Is a Business Project?
		2.3 Terminology That Relates to Projects
		2.4 The Need for a Sponsor or Business Owner
		2.5 Why Is Project Management Needed?
		2.6 What Role Does the PM Play?
		2.7 What Qualities and Skills Does the PM Need?
		2.8 Self-Assessment on the Project Management Skills
		2.9 Summary
		References
	Chapter 3: Methodology from Unusual Angles
		3.1 Introduction and Objectives
		3.2 What Is a Project Management Methodology? Will It Ensure Success?
		3.3 More About Methodologies
			3.3.1 Who Offers Them?
			3.3.2 Project Methodologies – Their Strengths and Limitations
			3.3.3 Certification in a Methodology – Essential or a Waste of Time?
		3.4 Effective Use of Documentation
			3.4.1 The Value of Documentation
			3.4.2 Some Guidance on the Document Itself
			3.4.3 Making Documents Accessible to Yourself and Others
		3.5 Get to Know the Terminology
		3.6 Will Technology Replace Methodology?
		3.7 Some Conclusions on Methodology
		References
	Chapter 4: The Business Project Environment
		4.1 Introduction and Objectives
		4.2 How Do Business Projects Arise?
		4.3 How Does the Organization Decide Which Projects to Do?
		4.4 Why Do We Need Governance and Structure?
		4.5 What Is the Project Lifetime? How Does It Relate to the Project Life Cycle?
		4.6 The Project Lifetime and the Documents That Support Project Governance
			4.6.1 Pre-project
			4.6.2 During-project
			4.6.3 Post-project
		4.7 Summary
		References
Part 2: Core Elements of Business Project Management
	Chapter 5: Engaging with Stakeholders
		5.1 Introduction and Objectives
		5.2 Who Are the Stakeholders?
		5.3 How Might Stakeholders Affect My Project?
		5.4 How Should I Engage with the Stakeholders?
		5.5 Final Thoughts on Stakeholders
		References
	Chapter 6: Project Definition
		6.1 Introduction and Objectives
		6.2 Why Do We Need Project Definition?
		6.3 How Do We Produce a PDD?
		6.4 The Triple Constraint – What Are Our Priorities?
		6.5 What Should Be in the PDD?
			6.5.1 Executive Summary
			6.5.2 Glossary
			6.5.3 Business Goals and Project Objectives
			6.5.4 Critical Success Factors (Abbreviated to CSFs)
			6.5.5 Scope
			6.5.6 Approach and Context Diagram
			6.5.7 Scope Exclusions and Other Exclusions
			6.5.8 Benefits from the Project
			6.5.9 Costs of Doing the Project
			6.5.10 Resources and Stakeholders
			6.5.11 Milestone Schedule
			6.5.12 Risks
			6.5.13 Issues, Assumptions, Dependencies, and Constraints
			6.5.14 Management System and Documents for Reference
		6.6 Confirming the Business Case After the PDD Has Been Finalized
		6.7 Continuing with Planning
	Chapter 7: Scope Definition
		7.1 Introduction and Objectives
		7.2 Why Do We Need to Know the Scope in More Detail?
		7.3 What Are Requirements and How Do We Gather Them?
		7.4 WBS Theory and How to Create a WBS
		7.5 Business Projects Use the WBS Differently
		7.6 Summary
	Chapter 8: Project Estimating
		8.1 Introduction and Objectives
		8.2 What Is an Estimate, and Why Can’t It Be Accurate?
		8.3 Why Do We Need to Estimate?
		8.4 When and How Does One Do Estimates?
		8.5 More About Estimating Techniques
			8.5.1 Analogous Estimating
			8.5.2 Expert Opinion
			8.5.3 Parametric Modeling
			8.5.4 Definitive Estimating
			8.5.5 ‘Rule of thumb’ Estimating
		8.6 Factors That Influence the Reliability of Estimates
		8.7 Some Guidance for Sound Estimating
		8.8 Summary
		References
	Chapter 9: Project Scheduling
		9.1 Introduction and Objectives
		9.2 Why a Schedule, and What Does It Look Like?
			9.2.1 Why Do We Schedule?
			9.2.2 What Does a Schedule Look Like and When Is It Produced?
			9.2.3 What Happens Before We Produce a Schedule?
		9.3 Some Important Scheduling Concepts and Terminology
		9.4 Scheduling with a Gantt Chart
		9.5 Use of the Gantt Schedule in Practice
		9.6 ‘Real world’ Scheduling Issues
		9.7 Thoughts and Tips for Scheduling Business Projects
			9.7.1 Thoughts
			9.7.2 Tips
		9.8 Setting a Baseline, Resourcing, and Scheduling Tools
			9.8.1 Comparing Current Schedule with the Baseline Schedule
			9.8.2 Adding Resources to the Schedule and Resource Leveling
			9.8.3 Use of Scheduling Tools
		9.9 Ways of Meeting Tight Deadlines
			9.9.1 De-scoping
			9.9.2 Fast Tracking
			9.9.3 Crashing
		9.10 Some Critical Chain Concepts
		9.11 Summary
	Chapter 10: Managing Project Quality
		10.1 Introduction and Objectives
		10.2 The Theory and Practice of Quality
			10.2.1 What Is Needed to Produce Quality Outcomes?
			10.2.2 Quality Principles – the Total Cost of Quality
		10.3 Project Quality
			10.3.1 Quality Deliverables and Outcomes
			10.3.2 More About the Quality Processes
			10.3.3 Project Management Quality
		10.4 Some Interesting Quality Standards and Philosophies
		10.5 Concluding Thoughts on Quality
		References
	Chapter 11: Managing Project Risk
		11.1 Introduction and Objectives
		11.2 What Are Risks and When Do We Get Involved with Them?
		11.3 How Do We Identify and Describe the Risks for Our Project?
			11.3.1 Identifying the Risks
			11.3.2 Describing the Risks
		11.4 How Should We Document and Analyze the Risks?
			11.4.1 Qualitative Risk Analysis
			11.4.2 Quantitative Risk Analysis
			11.4.3 How Much Should Be Set Aside for Risks?
		11.5 How Should the PM Respond to Known Risks?
		11.6 Summary of Managing Risks Throughout the Project’s Lifetime
		Reference
	Chapter 12: Progress and Cost Tracking
		12.1 Introduction and Objectives
		12.2 Why Does a Business PM Need to Understand Earned Value Concepts?
		12.3 Some Cost Management Concepts and Terminology
			12.3.1 Variances
			12.3.2 Cost, Price, and Profit
			12.3.3 More Terminology
		12.4 Why Do We Need EVM and What Is It?
		12.5 Earned Value Fundamentals
			12.5.1 Three Key EVM Parameters
			12.5.2 Producing a Time-Phased Budget for the Project to Get the PVs
			12.5.3 Tracking the Project as It Progresses
			12.5.4 EVM Formulae
		12.6 Where Does the EVM Data Come From?
			12.6.1 Actual Cost
			12.6.2 Earned Value
		12.7 Understanding EVM and the ‘S’ Curve
		12.8 Why Classical EVM Is Seldom Used for Business Projects – and a Solution
		12.9 PPTR – Project Progress Tracker
			12.9.1 The Starting Spreadsheet
			12.9.2 Monitoring Progress
			12.9.3 Looking at Progress Graphically
			12.9.4 Further Thoughts on PPTR
			12.9.5 Benefits of Using PPTR
			12.9.6 Things to Be Aware of When Using PPTR
			12.9.7 Suggestions and Tips When Using PPTR
		12.10 Closing Thoughts
		References
	Chapter 13: Project Teams and Organization
		13.1 Introduction and Objectives
		13.2 What Is Meant by ‘a team’ in the Project Context?
		13.3 How Can Effective Teams Benefit Organizations and Individuals?
		13.4 How Does the PM Build a Team?
			13.4.1 About Team Building
			13.4.2 The Team Charter
			13.4.3 The Tuckman Model for Team Development
			13.4.4 The Benefits of Short-Term Objectives
		13.5 What Team Member Behaviors Should One Be Aware of?
			13.5.1 Task-Oriented Behaviors
			13.5.2 Relations-Oriented Behaviors
			13.5.3 Self-Oriented Behaviors
		13.6 The High-Performance Team
		13.7 How Do Projects Fit into the Organization?
			13.7.1 Functional Structure
			13.7.2 Matrix Structures
			13.7.3 Projectized Structure
			13.7.4 Agile Structure
		13.8 How Should People Be Brought on Board, Motivated and Managed?
			13.8.1 Bringing People on Board (Resourcing) and Allocating Responsibilities
			13.8.2 People Management Activities and Motivation
			13.8.3 Some Approaches to Conflict
		13.9 Leadership Style and the Use of Power
		13.10 In Conclusion
		References
	Chapter 14: Managing Project Issues
		14.1 Introduction and Objectives
		14.2 Project Issues and How to Deal with Them
			14.2.1 What Is a Project Issue?
			14.2.2 Raising the Issue
			14.2.3 The Issues Log
			14.2.4 The Issue Record
			14.2.5 Resolving Issues
		14.3 Benefits of Practicing Issues Management
		14.4 Concluding Thoughts on Issues
	Chapter 15: Project Change Control
		15.1 Introduction and Objectives
		15.2 The Terminology Can Be Confusing
		15.3 What Is a Change?
			15.3.1 Scope Creep: the Challenge of Small Scope Changes
			15.3.2 The Impact of a Change That ‘Requires No Extra Effort’
		15.4 The Change Control Process
			15.4.1 The Change Request Log
			15.4.2 The Change Request Record
			15.4.3 The Execution of Changes
		15.5 Further Matters Relating to Governance
		15.6 In Conclusion
	Chapter 16: Project Monitoring, Control, and Communication
		16.1 Introduction and Objectives
		16.2 What Needs to Be Monitored and How Does the PM Control a Project?
		16.3 What Meetings Do We Need, and What Should They Cover?
			16.3.1 Team Meetings
			16.3.2 Sponsor or Steering Committee Meetings
			16.3.3 Decision Making
		16.4 Meeting Minutes
			16.4.1 Questions About Minutes
			16.4.2 How Can Good Meeting Minutes Be Done in Just One or Two Pages?
		16.5 What Should Be Done Between Meetings?
			16.5.1 Informal Interaction
			16.5.2 Follow-Up and a Productive Environment
		16.6 Communications – Practical Guidelines
			16.6.1 The Communications Challenge
			16.6.2 A Structured Approach to Communications
			16.6.3 Interpersonal Communication
			16.6.4 Other Means of Communication
		16.7 Project Status Reports. How Long Should They Be?
			16.7.1 A Possible Format and Content
			16.7.2 How Should Executives Respond After Getting Reports?
		16.8 Summary
		Reference
	Chapter 17: Governance of a Project
		17.1 Introduction and Objectives
		17.2 Governance Clarified
		17.3 Qualities of the Sponsor and Steercom Members
		17.4 Sponsor Activities Throughout the Project’s Lifetime
		17.5 What Might the Sponsor Expect from the PM?
		17.6 Governance Structures and the Steercom
			17.6.1 Key Steercom Roles
			17.6.2 An Illustrative Governance Structure with Supplier Involvement
		17.7 Governance Through ‘gate’ Reviews
		17.8 In Conclusion
		References
	Chapter 18: Closing the Project
		18.1 Introduction and Objectives
		18.2 Closeout Scenarios
			18.2.1 Normal Closeout
			18.2.2 Premature Closeout
			18.2.3 Changed Priorities
			18.2.4 Badly Handled Scenarios
			18.2.5 Other Closeout Possibilities
		18.3 Closeout Considerations
		18.4 The Closeout Activities – What Needs to Be Done?
			18.4.1 Review the PDD or Contract and Deliver the Solution
			18.4.2 Bring Supplier Activities to an Orderly Close
			18.4.3 Perform Financial Closure
			18.4.4 Take Care of the People
			18.4.5 Tidy Up and Archive the Project Documentation
			18.4.6 Produce the Project Completion Report and Involve the Sponsor
			18.4.7 Additional Miscellaneous Activities
		18.5 Summary
		Reference
Part 3: Special Topics Related to Business Project Management
	Chapter 19: Governance for a Portfolio of Projects
		19.1 Introduction and Objectives
		19.2 How Projects Arise from Strategy
		19.3 Managing a Portfolio of Projects
			19.3.1 What Happens with No Portfolio Management
			19.3.2 The Scope of Portfolio Management
			19.3.3 Project Selection
			19.3.4 Ongoing Project Review and Support
			19.3.5 Other Roles in Portfolio Governance
		19.4 The PMO (Project Management Office)
			19.4.1 Roles That the PMO Might Play
			19.4.2 Types of PMO
		19.5 Thoughts on Organizational Project Management Maturity
			19.5.1 Maturity Levels
			19.5.2 Benefits of Maturity Assessment and Some Caveats
		19.6 Summary
		References
	Chapter 20: The Business Case End-to-End
		20.1 Introduction and Objectives
		20.2 Contents of the Business Case
		20.3 People Involved in the Business Case
		20.4 The Cost and Size of the Business Case
		20.5 The Processes Involving the Business Case
		20.6 Starting a Project without a Business Case
		20.7 The Business Case Review
		20.8 Summary of How to Use the Business Case Effectively
		References
	Chapter 21: Project Selection: Financial and Non-Financial Criteria
		21.1 Introduction and Objectives
		21.2 Financial Techniques for Project Selection
			21.2.1 Simple Payback Period or ‘Breakeven’ Point
			21.2.2 Net Present Value and Internal Rate of Return
			21.2.3 Discounted Payback Period or ‘Breakeven’ Point
			21.2.4 Estimating the IRR (Internal Rate of Return) of a Project
			21.2.5 Why Is the Discounting Percentage (the Minimum IRR) So High?
			21.2.6 The Sensitivity of Financial Figures to Incorrect Assumptions
			21.2.7 Uncertainty and Precision
		21.3 Adapting Financial Estimates for Common Situations
		21.4 Further Considerations for Project Selection
			21.4.1 Dangers of Only Using Financials for Project Selection
		21.5 Non-Financial Considerations When Selecting Projects
		21.6 Score Sheets to Take Financial and Non-Financial Factors into Account
		21.7 Project Selection in the Real World and Some Conclusions
		References
	Chapter 22: Project Procurement, Outsourcing, and Partnership
		22.1 Introduction and Objectives
		22.2 The Project Procurement Environment
			22.2.1 The Buyer and the Seller
			22.2.2 Who Does the Procurement?
			22.2.3 Buyer and Seller Perspectives Differ
		22.3 The Procurement Processes
			22.3.1 Planning Procurements – Specifying the Requirements
			22.3.2 Contract Types
			22.3.3 Conducting Procurements – Executing
			22.3.4 Formalizing the Outcome with a Contract
			22.3.5 Controlling Procured Services
		22.4 Miscellaneous Tips for Buyers and Sellers
		22.5 Project Outsourcing and Partnership
			22.5.1 Advantages and Caveats of Outsourcing
			22.5.2 Some Illustrative Outsourcing Scenarios
			22.5.3 Approaches to Moving Toward Partnership
			22.5.4 Sound Practices to Facilitate Partnership
		22.6 Summary
		References
	Chapter 23: OCM – Organizational Change Management
		23.1 Introduction and Objectives
		23.2 OCM in Context
		23.3 The Principles of OCM
		23.4 The ADKAR Approach to Change
			23.4.1 How the ADKAR Phases Relate to the Project Phases
			23.4.2 Putting ADKAR into Practice
		23.5 Further Thoughts on OCM
		References
	Chapter 24: Contracts for Business Projects
		24.1 Introduction and Objectives
		24.2 Why Does the PM Need to Be Involved in Contracts?
		24.3 Some Important Facets of Contracts
			24.3.1 Do All Projects Need Contracts?
			24.3.2 Requirements for a Contract
			24.3.3 Things That Would Negate a Contract
			24.3.4 Is an Offer and Acceptance Good Enough?
		24.4 The Structure and Content of a Contract
			24.4.1 A Commonly Used Contract Structure
			24.4.2 Clarification of Some Contract Terminology
		24.5 Tips Related to Contracts
		24.6 Handling of Differences Between the Parties
			24.6.1 Some Causes of Differences
			24.6.2 Dispute Resolution
		24.7 Standard Contracts to Support Sound Practice
		24.8 Summary
	Chapter 25: Project Review
		25.1 Introduction and Objectives
		25.2 Types of Review
			25.2.1 Terminology
			25.2.2 Various Focus Areas and Various Reviewers
		25.3 The Benefits of Doing Project Reviews
		25.4 The Timing of the Reviews
		25.5 Steps When Conducting a Major Project Review
			25.5.1 Initiating the Review
			25.5.2 Preparing for the Review
			25.5.3 Conducting the Review
			25.5.4 Producing the Report
			25.5.5 Some General Guidelines for Getting the Most Out Of Reviews
		25.6 Closing Thoughts on Project Review
		References
	Chapter 26: Ethical Conduct and Adherence to Legislation
		26.1 Introduction and Objectives
		26.2 Morals, Ethics, and Integrity
		26.3 The Importance of Ethical Behavior
		26.4 The PMI Code of Ethics and Professional Conduct
			26.4.1 Responsibility – Taking Ownership of Our Actions or Lack Thereof
			26.4.2 Respect – Showing Regard for Ourselves, Others, and Resources
			26.4.3 Fairness – Make Impartial Decisions and Act Objectively
			26.4.4 Honesty – Speak and Act Truthfully
			26.4.5 Summary of the Code and An Opportunity to Get Some Practice
		26.5 Adherence to Legislation
		26.6 The Drivers of Legislation
		26.7 The PMs Responsibility Regarding Legislation
		Reference
	Chapter 27: Project Negotiation
		27.1 Introduction and Objectives
			27.1.1 Exclusions
		27.2 Principles of Negotiation
			27.2.1 What Do PMs Negotiate About?
			27.2.2 Situations in Which You Might Not Wish to Negotiate
			27.2.3 The Importance of Execution – Carrying Out What Was Agreed in the Negotiation
			27.2.4 Further Negotiation Aspects
		27.3 Preparation for Negotiation
			27.3.1 Power Base and BATNA
			27.3.2 ZOPA (Zone of Possible Agreement)
			27.3.3 Culture and Style
			27.3.4 Summary of Preparation for Negotiation
		27.4 Conducting Negotiations
			27.4.1 Ethical and Legal Matters
			27.4.2 Before and During the Negotiation
		27.5 Negotiating Tools and Traps
		27.6 Miscellaneous Additional Advice
		27.7 Final Thoughts on Negotiation
		References
	Chapter 28: Managing International Projects
		28.1 Introduction and Objectives
		28.2 Types of International Projects
		28.3 Considerations for Working Locally But Having Links to Other Countries
			28.3.1 Cultural Factors
			28.3.2 Hofstede’s Cultural Dimensions
		28.4 Considerations for Operating in Another Country
			28.4.1 Environmental Factors
		28.5 Culture Shock and Getting Help
		28.6 In Conclusion
		References
	Chapter 29: Dealing with Some Realities in Business Projects
		29.1 Introduction and Objectives
		29.2 Smaller Projects
			29.2.1 Are Smaller Business Projects Easier and Less Important?
			29.2.2 Managing Smaller Projects
		29.3 The Matrix Environment
			29.3.1 Likely Problems with Matrix Projects
			29.3.2 Some Solutions
			29.3.3 Summing Up Matrix Management
		29.4 The Unstructured, or Even Chaotic, Environment
			29.4.1 Identifying a Chaotic Environment
			29.4.2 How to Manage in a Chaotic Environment
		29.5 Summary
	Chapter 30: Agile Approaches
		30.1 Introduction and Objectives
		30.2 The Traditional ‘Waterfall’ Approach
		30.3 The Iterative Approach
		30.4 The Agile Approach
			30.4.1 The Agile Manifesto and Agile Principles
			30.4.2 The Practical Modus-Operandi for an Agile Project
			30.4.3 A Summary and More Aspects of Agile
			30.4.4 Benefits of the Agile Approach
		30.5 Hybrid Agile
		30.6 Some Conclusions on Agile
		References
	Chapter 31: Digital Tools for Project Management
		31.1 Introduction, Objectives, and Some Terminology
		31.2 Terminology
		31.3 Commonly Used Digital Tools
		31.4 Project Portfolio Management Software
		31.5 Choosing Appropriate Project Management Tools
		31.6 Summary
	Chapter 32: Trends: The Future of Business Project Management
		32.1 Introduction and Objectives
		32.2 Changes Over the Past 50 Years
			32.2.1 Changes in Project Management
			32.2.2 Changes in Technology
			32.2.3 Changes in Governance
		32.3 Possibilities for the Next 20 Years
			32.3.1 Megatrends
			32.3.2 Projectification
			32.3.3 Complexity
			32.3.4 Further Technology Developments
			32.3.5 Strategic Project Management and Benefits Realization
			32.3.6 Chartered Status for PMs
		32.4 Which Aspects of Project Management Have Hardly Changed?
		32.5 In Conclusion
		References
Part 4: Wrap Up of the Book and Study Materials
	Chapter 33: Wrap-Up and How to Achieve Success
		33.1 Introduction and Objectives
		33.2 Project Success and Avoiding Failure
			33.2.1 What Is Success?
			33.2.2 Avoiding Failure
		33.3 Discussion on the True-False Statements from the Introduction
		33.4 The Essentials for Managing a Business Project
		33.5 Conclusion
		References
	Chapter 34: Study Guide
		34.1 Introduction
		34.2 Enhancing Your Own Understanding
		34.3 Giving Yourself an Advanced Program
		34.4 Facilitating an Advanced Business Project Management Program
		34.5 In Conclusion
	Chapter 35: Quizzes and Answers
		Quiz for Chapter 5 on Engaging with Stakeholders
		Quiz for Chapter 6 on Project Definition
		Quiz for Chapter 7 on Scope Definition
		Quiz for Chapter 8 on Estimating
		Quiz for Chapter 9 on Project Scheduling
		Quiz for Chapter 10 on Managing Project Quality
		Quiz for Chapter 11 on Managing Project Risk
		Quiz for Chapter 12 on Progress and Cost Tracking
		Quiz for Chapter 13 on Teams and Organization
		Quiz for Chapter 14 on Managing Project Issues
		Quiz for Chapter 15 on Project Change Control
		Quiz for Chapter 16 on Project Monitoring, Control, and Communication
		Quiz for Chapter 17 on Governance of a Project
		Quiz for Chapter 18 on Closing the Project
		Quiz for Chapter 21 on Project Selection – Financial and Non-financial Criteria
		Quiz for Chapter 22 on Project Procurement, Outsourcing, and Partnershipp
		Quiz for Chapter 23 on OCM – Organizational Change Management
		Quiz for Chapter 24 on Contracts for Business Projects
		Quiz for Chapter 25 on Project Review
		Quiz for Chapter 27 on Project Negotiation
		Answers to Quizzes
	Chapter 36: Cases to Support Your Learning
		36.1 Case 1. Endura Holdings (project initiation and arriving at a charter)
		36.2 Case 2. Waluma Hospital (stakeholder analysis)
		36.3 Case 3. The Triple Constraint (project priorities for planning)
		36.4 Case 4. Trandy Inc. Employee Scholarship Scheme (PDD – project definition document)
		36.5 Case 5. Objective, Requirement, Scope, or Exclusion? (scope planning)
		36.6 Case 6. NMA Conference (WBS – work breakdown structure)
		36.7 Case 7. SpeedWall (definitive estimating)
		36.8 Case 8. Estimating for Different Situations (project estimating)
		36.9 Case 9. Market Survey (basic precedence and Gantt chart scheduling)
		36.10 Case 10. Organize a Conference (Gantt chart scheduling – more complex)
		36.11 Case 11. Precedence from Conversations (preparation for scheduling)
		36.12 Case 12. Hospital Project (Gantt manual and on a scheduling tool)
		36.13 Case 13. Market Survey Schedule Compression (crashing the schedule)
		36.14 Case 14. EduToy7 Factory Move (project quality)
		36.15 Case 15. Nature Films (risk management)
		36.16 Case 16. Budget for Project Math11 (cost budgeting and control figures)
		36.17 Case 17. Painting a Wall (Earned Value Management)
		36.18 Case 18. HR Job Description Project (Earned Value Management)
		36.19 Case 19. Project Theta (Earned Value Management)
		36.20 Case 20. Project Inter-World (Earned Value Management)
		36.21 Case 21. Hygiene Factors and Motivators (people management)
		36.22 Case 22. HVD – Heavy Vehicle Distributors (team start-up)
		36.23 Case 23. The Wealth-Man Conversion (issues management)
		36.24 Case 24. Delia’s Day (what it’s like being a business PM)
		36.25 Case 25. Setting RAG Codes for Project Reports (communication)
		36.26 Case 26. XP Insurance (project governance)
		36.27 Case 27. Sponsor Situations (appreciating the sponsor’s role)
		36.28 Case 28. Rescon (closing and governance)
		36.29 Case 29. PM Situations (applying all core knowledge areas)
		36.30 Case 30. Delectable Confections (project selection)
		36.31 Case 31. Upview Investments (procurement – setting the scene)
		36.32 Case 32. Implications of Contract Types (procurement)
		36.33 Case 33. M&P Outsourcing Project (outsourcing and partnership)
		36.34 Case 34. Lorion (OCM – organizational change management)
		36.35 Case 35. BCT – Bowden Consulting & Training (contracts)
		36.36 Case 36. Warestar (project review)
		36.37 Case 37. Ethical Dilemmas (ethics and professional conduct)
			Bosango Metals
			Mary Malaba
			IT System Deadline
			Comp2 Stores
			Crolex Chemicals
			Bettavap
		36.38 Case 38. Getting Intranet Development Done (negotiation)
		36.39 Case 39. TRSA Records Management (preventing failure)
	Chapter 37: Answers for Cases
		37.1 Case 1. Endura Holdings (project initiation and arriving at a charter)
		37.2 Case 2. Waluma Hospital (stakeholder analysis)
		37.3 Case 3. The Triple Constraint (project priorities for planning)
		37.4 Case 4. Trandy Inc. Employee Scholarship Scheme (PDD – project definition document)
			Executive Summary
			Glossary
			Business Goals and Project Objectives
			Critical Success Factors (CSFs)
			Scope
			Approach
			Context Diagram
			Scope Exclusions
			Other Exclusions
			Benefits from the Project
			Costs of Doing the Project
			Resources and Stakeholders
			Milestone Schedule
			Risks
			Assumptions, Issues, Dependencies
			Management System
		37.5 Case 5. Objective, Requirement, Scope, or Exclusion? (scope planning)
		37.6 Case 6. NMA Conference (WBS – work breakdown structure)
		37.7 Case 7. SpeedWall (definitive estimating)
		37.8 Case 8. Estimating for Different Situations (project estimating)
		37.9 Case 9. Market Survey (basic precedence and Gantt chart scheduling)
		37.10 Case 10. Organize a Conference (Gantt chart scheduling – more complex)
		37.11 Case 11. Precedence from Conversations (preparation for scheduling)
		37.12 Case 12. Hospital Project (Gantt manual and on a scheduling tool)
		37.13 Case 13. Market Survey Schedule Compression (crashing the schedule)
		37.14 Case 14. EduToy7 Factory Move (project quality)
		37.15 Case 15. Nature Films (risk management)
		37.16 Case 16. Budget for Project Math11 (cost budgeting and control figures)
		37.17 Case 17. Painting a Wall (Earned Value Management)
		37.18 Case 18. HR Job Description Project (Earned Value Management)
		37.19 Case 19. Project Theta (Earned Value Management)
		37.20 Case 20. Project Inter-World (Earned Value Management)
		37.21 Case 21. Hygiene Factors and Motivators (people management)
		37.22 Case 22. HVD – Heavy Vehicle Distributors (team start-up)
		37.23 Case 23. The Wealth-Man Conversion (issues management)
		37.24 Case 24. Delia’s Day (what it’s like being a business PM)
		37.25 Case 25. Setting RAG Codes for Project Reports (communication)
		37.26 Case 26. XP Insurance (project governance)
		37.27 Case 27. Sponsor Situations (appreciating the sponsor’s role)
		37.28 Case 28. Rescon (closing and governance)
		37.29 Case 29. PM Situations (applying all core knowledge areas)
		37.30 Case 30. Delectable Confections (project selection)
		37.31 Case 31. Upview Investments (procurement – setting the scene)
		37.32 Case 32. Implications of Contract Types (procurement)
		37.33 Case 33. M&P Outsourcing Project (outsourcing and partnership)
		37.34 Case 34. Lorion (OCM – organizational change management)
		37.35 Case 35. BCT – Bowden Consulting & Training (contracts)
		37.36 Case 36. Warestar (project review)
		37.37 Case 37. Ethical Dilemmas (ethics and professional conduct)
		37.38 Case 38. Getting Intranet Development Done (negotiation)
		37.39 Case 39. TRSA Records Management (preventing failure)
Appendix 1: Glossary of Terms and Acronyms
Appendix 2: Scheduling Theory – Precedence Diagrams
	A2.1 Introduction
	A2.2 Precedence Scheduling – Useful for Grasping the Theory
		A2.2.1 Forward Pass
		A2.2.2 Backward Pass
		A2.2.3 Critical Path
		A2.2.4 Constrained and Unconstrained Schedules
		A2.2.5 Handling Lags and Leads
	A2.3 Summary
Appendix 3: Two Useful Templates
	PDD (Project Definition Document)
	Business Project Health-Check
Index