Optimizing Project Management

Cover
Half Title
Title Page
Copyright Page
Dedication
Table of Contents
List of Figures
	Figure 1.1 Project Dimensions Beyond Scope, Cost, and Time
	Figure 1.2 Project Management Roles. (Training and Consulting Content from Pmo Advisory LLC. Reprinted with Permission.)
	Figure 1.3 PM Skills, Attitudes, and Behaviors. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.)
	Figure 1.4 Active PMI Certification Holders. (January 2020). (PMI Fact File, February 2020. PMI Today, Project Management Institute.)
	Figure 1.5 Project Management Career Path. (Wu, T., 2017. The Sensible Guide to a Career in Project Management, Iexperi Press, New Jersey. Reprinted with Permission.)
	Figure 2.1 Traditional Waterfall Project Life Cycle. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.)
	Figure 2.2 Project Life Cycle in An Agile Approach. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.)
	Figure 2.3 Continuum of Traditional to Agile Approaches. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.)
	Figure 3.1 organizational Dimensions and Selective Activities. (Reprinted with Permission from PMO Advisory LLC.)
	Figure 3.2 PMO Maturity Levels. PMO, Project Management Office. (Reprinted with Permission from PMO Advisory LLC.)
	Figure 3.3 Entrance and Exit Criteria for Ideation. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.)
	Figure 3.4 Project Life Cycle Phase 1 – Ideation. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.)
	Figure 3.5 AHP Multicriteria Scoring Model. AHP, Analytical Hierarchy Process
	Figure 3.6 AHP Multicriteria Weighted Ranking. AHP, Analytical Hierarchy Process
	Figure 3.7 AHP Singlecriterion Prioritization Model. AHP, Analytical Hierarchy Process
	Figure 6.1 Project Success and Project Management Success. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.)
	Figure 6.2 How to Think Like a Project Manager. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.)
	Figure 8.1 Normal Versus Expedited Schedule
	Figure 8.2 Expedited Plan
	Figure 8.3 original (Above) Versus Expedited (Below) Project Gantt Charts
	Figure 9.1 Stakeholder Evaluation Matrix
	Figure 9.2 Power/Interest Matrix
	Figure 9.3 Stakeholder Engagement Plan
	Figure 10.1 WBS By Deliverables. WBS, Work Breakdown Structure
	Figure 10.2 WBS By Functions. WBS, Work Breakdown Structure
	Figure 10.3 WBS By Life Cycle. WBS, Work Breakdown Structure
	Figure 11.1 Activity and Task Dependencies. (Training and Consulting Content from PMO Advisory LLC. Reprinted With Permission.)
	Figure 11.2 Microsoft Project Network Diagram
	Figure 12.1 Project Manager Skills. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.)
	Figure 12.2 Raci (Responsible, Accountable, Consult, Inform)
	Figure 14.1 Stakeholder Engagement By Number of Channels
	Figure 14.2 Forms of Communication
	Figure 14.3 Example Communications Management Plan. (Training and Consulting Content from Pmo Advisory LLC. Reprinted with Permission.)
	Figure 15.1 Risk Analysis
	Figure 15.2 Estimating Project Cost Using Monte Carlo Simulation. (Training and Consulting Content from Pmo Advisory LLC. Reprinted with Permission.)
	Figure 15.3 Force Field Analysis. (Training and Consulting Content from Pmo Advisory LLC. Reprinted with Permission.)
	Figure 15.4 Fault Tree Analysis. (Training and Consulting Content from Pmo Advisory LLC. Reprinted with Permission.)
	Figure 15.5 Risk Response Strategies. (Training and Consulting Content from Pmo Advisory LLC. Reprinted with Permission.)
	Figure 16.1 Quality Audit Dimensions
	Figure 18.1 Conflict Resolution Approaches. (Training and Consulting Content from Pmo Advisory LLC. Reprinted with Permission.)
	Figure 19.1 Good Governance Practices
	Figure 21.1 organization Project Management
	Figure 21.2 Strategic Business Execution Framework
List of Tables
	Table 1.1 Example of Projects
	Table 1.2 Project Success Versus Project Management Success
	Table 2.1 Key Project Management Principles
	Table 2.2 Common Project Management Knowledge Domains
	Table 2.3 Project Management Processes
	Table 3.1 Project Ideation Phase
	Table 4.1 Project Initiation Questions
	Table 4.2 Good Practices for Getting Started
	Table 4.3 Good Practices to Manage Fuzzy Front End
	Table 5.1 Project Preparation Questions
	Table 5.2 Complexity Factors
	Table 5.3 Complex Problems and Solutions
	Table 6.1 Risks, Issues, and Change
	Table 13.1 Cost Management Plan Components
	Table 13.2 Factors Inuflencing Cost
	Table 13.3 Earned Value Management Example
	Table 17.1 Build Internally or Outsource
	Table 17.2 Contracting Type
	Table 18.1 Type of Project Conflicts By Thamhain and Wilemon
	Table 18.2 Simpliefid Types of Conflicts By Jehn
	Table 18.3 Conflict Resolution Styles
	Table 19.1 Project Governance Plan Template
	Table 19.2 Example of Governance Principles
	Table 20.1 Project Leadership Versus Project Management
	Table 21.1 Itil 4.0 Management Processes
	Table 21.2 Values, Behaviors, and Attitudes of an Execution Culture
	Table B.1 Key People in the Case
	Table B.2 Timeframe for the Case
List of Templates in Appendix A
	Template 1 Identifying and Analyzing Projects
	Template 2  Project Charter
	Template 3  Project Visioning Tool
	Template 4  User Story
	Template 5  Product Backlog
	Template 6  Sample Project Performance Dashboard
	Template 7  Risk Register
	Template 8  Issue Log
	Template 9  Project Assumption Log
	Template 10 Project Change Request Form
	Template 11 Postproject Evaluation Template
	Template 12 Project Governance Plan
Preface
Acknowledgments
Author
Part 1 Setting the Stages
	1 Project Management – What and Why?
		Summary
		1.1 Importance of Project Management
			1.1.1 Overview
			1.1.2 Project Management and its Environment
		1.2 What is Project Management?
			1.2.1 Dimensions of Project Management
			1.2.2 Recognizing a Successful Project
		1.3 The Role of Project Manager
		1.4 About the Project Management Institute
		1.5 Duty of Care
			1.5.1 Case 1: Flint Michigan Water Crisis
			1.5.2 Case 2: Boeing 737 Max Series
		1.6 Why Project Management is an Exciting Field
		1.7 Project Management in Motion
	2 organizing Project Management Knowledge – Principles, Knowledge Domains, Life Cycles, and Agile Versus Traditional Approaches
		Summary
		2.1 Project Management Principles
		2.2 Core Project Management Knowledge Domains
		2.3 Additional Knowledge Domains
		2.4 Project Life Cycle
		2.5 Predictive Approach Versus Adaptive Approach
			2.5.1 Derivative Methodologies
		2.6 Project Management Process
		2.7 Optimizing Project Through “Right-Size” Project Management
			2.7.1 Four Guidelines for Right-Size Project Management
		2.8 Project Management in Motion
Part 2 Projects in Motion – from Ideas to Results
	3 Ideation – Aligning Projects with Strategy
		Summary
		3.1 Strategic Business Execution and Environmental Context
		3.2 Entrance and Exit Criteria for Ideation
		3.3 Project Selection
		3.4 Making Sound Project Decisions
		3.5 Developing a Culture of Execution
		3.6 Business Case
		3.7 Project Management in Motion
	4 Initiation – Starting the Project Right
		Summary
		4.1 The Challenges of Getting Started
		4.2 What is the Fuzzy Front End?
			4.2.1 Anatomy of the Fuzzy Front End
		4.3 Good Practices for Managing the Fuzzy Front End
		4.4 Seven Steps to Managing the Fuzzy Front End
		4.5 The Project Charter
			4.5.1 Project Charter Key Elements
		4.6 Project Management in Motion
	5 Preparation – Planning to Achieve Optimal Implementation
		Summary
		5.1 About Preparation Phase
		5.2 Project Complexity
			5.2.1 Examples of Project Complexity – Problems and Potential Solutions
		5.3 Identifying and Confronting Project Complexity
		5.4 Project Management in Motion
	6 Implementing Projects – Getting It Done
		Summary
		6.1 The Art of Execution
		6.2 Monitoring Projects
		6.3 Managing Special Situations in Projects
		6.4 Controlling Projects
		6.5 Project Challenges During Implementation
		6.6 Think Like a Project Manager
		6.7 Achieve Sound Decisions
		6.8 Project Management in Motion
	7 Project Transition and/or Closure – Celebrating Success
		Summary
		7.1 Transitioning and/or Closing Projects or Phases
		7.2 Specific Transitions and/or Closures
			7.2.1 Scope Transition and/or Closure
			7.2.2 Schedule Transition and/or Closure
			7.2.3 Cost Transition and/or Closure
			7.2.4 Quality Transition and/or Closure
			7.2.5 Resource Transition and/or Closure
			7.2.6 Communication Transition and/or Closure
			7.2.7 Risk Transition and/or Closure
			7.2.8 Procurement Transition and/or Closure
			7.2.9 Stakeholder Transition and/or Closure
			7.2.10 Project Integration Transition and/or Closure
		7.3 Project Management in Motion
Part 3 Knowledge Domain
	8 Project Integration Management – The Most Important Knowledge Domain
		Summary
		8.1 Importance of Project Integration
		8.2 Project Integration Artifacts in Project Preparation Phase
		8.3 Managing Project Work During Project Implementation
			8.3.1 Managing Project Knowledge
		8.4 How to Control Performance and Manage Change
			8.4.1 Monitor and Control Project Work
			8.4.2 Perform Integrated Change Control
		8.5 Integrated Transitioning and/or Closing Projects
			8.5.1 Postproject Evaluation
		8.6 Project Management in Motion
	9 Stakeholder Management – Knowing the People
		Summary
		9.1 Importance of Engaging Project Stakeholders
		9.2 Identifying Stakeholders
			9.2.1 Stakeholder Management Tools
		9.3 Planning Stakeholder Engagement
		9.4 Engaging Stakeholder
			9.4.1 Monitor Stakeholder Satisfaction
		9.5 Transitioning and/or Closing Stakeholder Engagement
		9.6 Project Management in Motion
	10 Scope Management – Defining Scope and Determining Requirements
		Summary
		10.1 What is Scope Management?
			10.1.1 Managing Scope in a Turbulent Environment
		10.2 Conceiving Initial Scope
		10.3 Planning and Defining Scope
			10.3.1 Gathering Requirements
			10.3.2 Defining and Refining Scope
			10.3.3 Creating the Work Breakdown Structure
				10.3.3.1 Work Breakdown Structure Components
				10.3.3.2 Create Work Breakdown Structure Process
				10.3.3.3 Validating Project Scope
		10.4 Achieving and Control Scope
		10.5 Transitioning and/or Closing Scope
		10.6 Project Management in Motion
	11 Schedule Management – Understanding “When”
		Summary
		11.1 Importance of Schedule Management
		11.2 Conceiving Initial Schedule
			11.2.1 Planning Schedule Management
		11.3 Planning, Estimating, Sequencing, and Validating Schedule
			11.3.1 Defining Project Activities
				11.3.1.1 Key Considerations for Defining Project Activities
				11.3.2 Sequencing Project Activities
				11.3.3 Determining Dependencies
				11.3.4 Estimating Project Activity Duration
				11.3.5 Developing and Validating the Integrated Project Schedule
		11.4 Controlling Schedule
		11.5 Transitioning and/or Closing Schedule
		11.6 Project Management in Motion
	12 Resource Management – Defining the Resources Required to Tackle Projects
		Summary
		12.1 What is Resource Management?
			12.1.1 Identifying Project Resource Needs
			12.1.2 Understanding Project Resources
		12.2 Planning and Estimating Project Resources
		12.3 Obtaining and Working with Resources
			12.3.1 Developing Project Teams
		12.4 Leading Teams and Controlling Resources
			12.4.1 Controlling Resources
		12.5 Transitioning and/or Closing Key Resources
		12.6 Project Management in Motion
	13 Cost Management – How to Develop and Manage Budgets
		Summary
		13.1 Effectively Plan Project Cost
		13.2 Proposing Initial Project Costs
		13.3 Planning and Estimating Project Costs and Budget
			13.3.1 Planning Cost Management
				13.3.1.1 Cost Management Plan Components
			13.3.2 Estimating Project Cost
			13.3.3 Determining Budget and Controlling Cost
		13.4 Managing and Controlling Project Costs
			13.4.1 Earned Value Management System
		13.5 Transitioning and/or Closing Project Costs
		13.6 Project Management in Motion
	14 Communication Management – Ensuring the Full Handshake
		Summary
		14.1 Importance of Project Communication
		14.2 Developing Communication and Information Management Plans
			14.2.1 Creating the Communications Management Plan
			14.2.2 Developing Information Management Plan
		14.3 Managing and Monitoring Communication and Information Exchanges
			14.3.1 Cross Cultural Challenges in Communications and Information Management of Global Projects
			14.3.2 Monitoring Communication and Controlling Information Flows
		14.4 Transitioning and/or Closing Communication and Information Management
		14.5 Project Management in Motion
	15 Risk Management – Minimizing Surprises
		Summary
		15.1 Importance of Risk Management?
		15.2 Identifying Top-Level Risks
		15.3 Planning Risk Management
			15.3.1 Risk Management Plan
			15.3.2 Identifying Risks
			15.3.3 Analyzing Risk
				15.3.3.1 Qualitative Risk Analysis
				15.3.3.2 Quantitative Risk Analysis
			15.3.4 Planning Risk Responses and Contingencies
		15.4 Monitoring Risk and Implementing Risk Response
			15.4.1 Agile Approaches for Controlling Risk
		15.5 Transitioning and/or Closing Risk
		15.6 Project Management in Motion
	16 Quality Management – Designing It Right
		Summary
		16.1 Project Quality Management
		16.2 Determining Quality
		16.3 Planning Quality Management
		16.4 Managing and Controlling Quality
			16.4.1 Controlling Quality
		16.5 Validating Quality to Transitioning and/or Closing Project
		16.6 Project Management in Motion
	17 Project Supply Chain Management – Extending Beyond the Internal Resources
		Summary
		17.1 What is Supply Chain Management?
		17.2 Initiation Evaluation of External Resource Needs
		17.3 Planning Project Procurement
			17.3.1 Make or Buy Decisions
			17.3.2 Contracting Process
			17.3.3 Contract Type
			17.3.4 Transactional Purchases Versus Strategic Procurement
		17.4 Managing Project Supply Chain
			17.4.1 Contracting
			17.4.2 Managing Vendors
		17.5 Transitioning and/or Closing Procurement
		17.6 Project Management in Motion
	18 Leveraging Conflicts – How to Find the Optimal Balance Of Conflicts
		Summary
		18.1 Introduction to Project Conflict Management
		18.2 Initial Evaluation of Project Conflicts
		18.3 Planning to Tackle Project Conflicts
		18.4 Managing Project Conflicts
		18.5 Evaluating Results of Conflict Resolution
		18.6 Project Management in Motion
	19 Governance Management – Establishing Decision Framework
		Summary
		19.1 Principle of Project Governance
		19.2 Initial Development of Project Governance Guidelines
		19.3 Planning and Building Governance Structure and Processes
		19.4 Operating Governance
		19.5 Authorizing Project Transition and/or Closure
		19.6 Project Management in Motion
Part 4 Beyond Project Management
	20 Working with People – Building, Mobilizing, Managing, and Leading Project Teams
		Summary
		20.1 Importance of Project Leadership
			20.1.1 The Trait Approach – “Great People” Theory
			20.1.2 Behavioral Approach – What Good Leaders Do
			20.1.3 Situational Approach – When Context is Important
			20.1.4 Servant Leadership – Placing Focus on the Followers
		20.2 Building Strong Project Teams
		20.3 Developing High-Performance Project Team
		20.4 Understanding Project Executives
		20.5 Project Management in Motion
	21 Program, Portfolio, Service Management, and Strategic Business Execution
		Summary
		21.1 What Happens on the Day After?
		21.2 What is Service Management?
			21.2.1 ITIL® 3.0
			21.2.2 ITIL® 4.0
		21.3 Beyond Project Closure
		21.4 Business Execution in Rear View
		21.5 Project Management in Motion
Appendix A: Selective Project Management Templates
Appendix B: Case Study – Whole World Enterprise (WWE)
Appendix C: Glossary of Key Terms
Index