Project Management: A comprehensive description of Theory and Practice

Prologue
Preface of the Eighth Edition
Preface of the First Edition
Introduction to the Book
Contents
About the Author
1: Importance of Project Management for Industry and Authorities
	1.1	 Project Management—A Revolutionary Concept
		1.1.1	 Why Project Management?
		1.1.2	 What Is a Project?—Definition of Terms
		1.1.3	 Project Management Can Cause Organizational Instability
		1.1.4	 Project Management as an Extended Arm of Company Management
		1.1.5	 Project Size
	1.2	 Historical Review
		1.2.1	 The Basic Idea of Project Management
		1.2.2	 Project Management in Europe
	1.3	 Project Management and Systems Engineering as a Way of Thinking—The Integral View
		1.3.1	 New Perspectives
		1.3.2	 Thinking More Broadly Through Project Management
	1.4	 Project Management—A Significant Future Task for Industry and Public Authorities
		1.4.1	 Through Decentralization at the Scene of the Action
		1.4.2	 Centralization Versus Decentralization
		1.4.3	 Balance of Forces
		1.4.4	 Project Managers on a Long Leash
	1.5	 Cost Control Through Project Management
		1.5.1	 Early Determination of Life Cycle Costs
		1.5.2	 Saving Costs Without Project Risk
		1.5.3	 Change Costs
	1.6	 Project Management—Mediator Between Company Management and Development Department
		1.6.1	 Developer as Creative Problem Solver
		1.6.2	 Management Expectations: Creativity in a Given Time Frame
		1.6.3	 Expectation of the Developer: Clear Goals and Creative Freedom
		1.6.4	 Is There a Controversy Between Management and Developer?
		1.6.5	 Problem Solving Through Project Management
	1.7	 Aerospace as a Pioneer of New Management Concepts
		1.7.1	 Going Completely New Ways
		1.7.2	 Management and Organizational Improvements
		1.7.3	 NASA Study: Transferring Aerospace Management Techniques to Other Fields
		1.7.4	 HELIOS Solar Probe: Management Progress of German Space Industry
		1.7.5	 Transfer of Project Management Know-How to Other Areas
	1.8	 International Authorities Cannot Do Without Project Management
		1.8.1	 Sand in the International Gears
		1.8.2	 Funding and Return of Funds
		1.8.3	 Compensation Transactions
		1.8.4	 Currency Problems
		1.8.5	 Cooperation of European Authorities Using the Example of ESA
	1.9	 Project Management—An Integral Part of Mastering Complex Project Tasks
		1.9.1	 Project Management Does Not Have to Be Complicated and Should Be Simple
		1.9.2	 Approaches to Simplification
		1.9.3	 Good Project Results Ensure the Success of the Performing Organizations
		1.9.4	 Planning Effort Pays Off
	Literature
2: Definition of Project and Program
	2.1	 A Project—What Is It?
		2.1.1	 Need to Define the Term Project
		2.1.2	 Special Features of a Project
		2.1.3	 Historical Review
		2.1.4	 Systems Engineering and Project Management Are Required for Implementation of Projects
	2.2	 Literature Analysis
		2.2.1	 Literature Compilations
		2.2.2	 Matching Project Characteristics
		2.2.3	 Critical Examination of the Statements
		2.2.4	 Project or Program
	2.3	 Final Consideration
	Literature
3: Crises During Project Execution
	3.1	 Repetition of Past Mistakes
	3.2	 Projects That Got Out of Hand
		3.2.1	 Berlin Capital Airport
		3.2.2	 Elbe Philharmonic Hall
		3.2.3	 Comparison of Management Failures at the New Capital Airport Berlin (BER), the Elbphilharmonie Hamburg (ELB) and the Euro-Rocket (ELDO)
	3.3	 Learning from Mistakes
		3.3.1	 Field Reports
		3.3.2	 The Taxpayer as Controller
		3.3.3	 Change in the Task Definition
		3.3.4	 Lack of Training
	3.4	 Lack of Cost and Schedule Adherence—A Serious Problem for Business
		3.4.1	 Cost Explosion Threatens the National Economy
		3.4.2	 Collapse in 2054
		3.4.3	 Only the Tip of the Iceberg
		3.4.4	 Improving Cost and Schedule Adherence
	3.5	 Follow-Up Costs—Who Pays Them?
		3.5.1	 Follow-Up Costs 15-Fold
		3.5.2	 Significance of the Consequential Cost Approach for the Economy
		3.5.3	 Transparency of Life Cycle Costs
	3.6	 Where To Go With the Project Organization—Help from the Matrix?
		3.6.1	 Project Management—An Outsider Role
		3.6.2	 Compulsion for Reorientation
	3.7	 The Working Group (ARGE) Without a Helmsman—The Dilemma in the Management of Complex Large-Scale Projects
		3.7.1	 Who Controls the ARGE?
		3.7.2	 Assistance from the Leader
		3.7.3	 Compulsion to Design Wholeness
	3.8	 International Projects Influenced by Politics—The Tragedy of ELDO
		3.8.1	 Problems, Crises, Permanent Crises, Project Disasters
		3.8.2	 Program Discontinued After 11 Years of Development
		3.8.3	 On the History of ELDO
		3.8.4	 Europe’s Missile Development—A Total Tohubohu
		3.8.5	 Analysis of the ELDO Problem
		3.8.6	 Learning from Negative Experiences
	3.9	 All Well That Ends Well
	Literature
4: Life Cycle of a Project
	4.1	 The Life Cycle—An Iterative Process
		4.1.1	 Project Requirements
		4.1.2	 Birdseye View
		4.1.3	 Approaching the Situation
		4.1.4	 Major Milestones of the System Level
		4.1.5	 Relative Cost Comparison of the Project Phases
	4.2	 Project Sequence from A to Z
		4.2.1	 Project Start and End Often Unclear
		4.2.2	 Phased Approach Eliminates Uncertainty
	4.3	 Planning the Project Phases
		4.3.1	 Comparison of Different Phase Concepts
		4.3.2	 Phase Models of Different Industries
		4.3.3	 Application of Phase Models
		4.3.4	 Life Cycle and Project Decisions
		4.3.5	 Phase Overlaps
		4.3.6	 The Road Map Concept
	Literature
5: Principles of Project Organization
	5.1	 Project Management and Project Office
		5.1.1	 Task, Responsibility, and Authority of the Project Manager: “Like a Company Boss”
		5.1.2	 Management Functions in the Project
		5.1.3	 Project Team and Organizational Structure
		5.1.4	 Key Personnel
		5.1.5	 Team Strength and Costs of the Project Office
		5.1.6	 Organizational Changes
	5.2	 Project Organization in the Company
		5.2.1	 Operational Organizational Structures
		5.2.2	 Organizational Integration of Project Management into the Company Organization
		5.2.3	 Forms of Project Organization
		5.2.4	 Matrix Project Management in Practice
		5.2.5	 Project Management Office
		5.2.6	 Project Steering Committee
	5.3	 Project Management in the Context of Industrial Cooperation
		5.3.1	 Need for Community Projects
		5.3.2	 Project Management in the Context of Cooperation
		5.3.3	 Proven Cooperation Models
		5.3.4	 Multi-Level Project Organization
		5.3.5	 Multinational Cooperations
	Literature
6: Project Management Planning
	6.1	 Avoiding Ambiguity Through Management Planning
		6.1.1	 The Five W-Questions
		6.1.2	 Identification of the Required Management Plans
		6.1.3	 Implementation of the Management Plans
	6.2	 Management Plan Contents and Evaluation Criteria
		6.2.1	 Management Plan Contents
		6.2.2	 Management Plan Checklists
	6.3	 Management Concept for a Plant Project
	Literature
7: Systems Engineering Management for Projects
	7.1	 System Technical Processes in the Project
		7.1.1	 Overarching System View
		7.1.2	 The Black Box Approach
		7.1.3	 Closed and Open Systems
		7.1.4	 The System Engineering Control Loop
		7.1.5	 Systems Engineering Applications in Project Management
	7.2	 Specification Processes in the Project
		7.2.1	 The System Specification
		7.2.2	 The Specification System
		7.2.3	 Significance of the Interface Specification
	7.3	 System Reviews
		7.3.1	 Concept and Procedure
		7.3.2	 Review Milestones and Their Chronological Assignment
		7.3.3	 Implementation of the Review Concept
	7.4	 System Engineering Management
		7.4.1	 Tackling Complex Problems
		7.4.2	 Technical Performance Monitoring
		7.4.3	 Configuration Monitoring
		7.4.4	 Industrial Systems Engineering in Germany
	7.5	 Innovation Management
		7.5.1	 In the Beginning Is the Invention
		7.5.2	 Implementing Inventions Through Systems Engineering
		7.5.3	 Systems Engineering Versus Systems Architecture
		7.5.4	 System Engineering Challenges of the Future
		7.5.5	 Space Drives Engineers Towards Effective Management
			7.5.5.1	 Interaction of Systems Engineering and Project Management
			7.5.5.2	 Management of Future Space Projects
			7.5.5.3	 “SpaceLiner” Rocket Aircraft from DLR
	Literature
8: Quality Assurance Management for Projects
	8.1	 Product Assurance Is an Important PM Function
		8.1.1	 Detailed Task Description of Product Assurance
		8.1.2	 Initiate PA Measures in the Early Phases of the Project
		8.1.3	 Anchoring Product Assurance in the PM Team
		8.1.4	 Product Assurance Documentation Using ESA for Example
	8.2	 Quality Influences the Economic Efficiency of the System
		8.2.1	 Quality Assurance and Its Importance for the System
		8.2.2	 Reliability of the System
		8.2.3	 Availability of the System
	8.3	 Producer Liability and Safety
	8.4	 Product Assurance: Quality, Availability, Safety, Costs
	8.5	 Product Assurance Checklist of a Technology Project
	Literature
9: Project Control Management
	9.1	 Project Control in Historical Retrospect
		9.1.1	 The Planning and Monitoring System C/SCSC
		9.1.2	 Project Control—NASA Developments
		9.1.3	 Project Control—Expansion in Europe
		9.1.4	 German Company Handles Satellite Project According to NASA PC Standards
		9.1.5	 Project Control—Developments in Germany
	9.2	 Significance of Project Planning for Management
		9.2.1	 Planning Requires Fantasy and Imagination
		9.2.2	 Definition of the Project Objective
		9.2.3	 Why Planning Can Fail
	9.3	 Planning Instruments and Their Use
		9.3.1	 A Whole Arsenal of Modern Planning Instruments
		9.3.2	 Requirements and Specifications—Statement of Work
		9.3.3	 Work Breakdown Structure
			9.3.3.1	 Creating Transparency
			9.3.3.2	 System Structure and Work Breakdown Structure
			9.3.3.3	 The WBS Is a Central Management Tool
			9.3.3.4	 WBS Standard and Diversification
			9.3.3.5	 WBS Levels and Model Philosophy
			9.3.3.6	 WBS Tables of Contents
			9.3.3.7	 Work Packages and WP Descriptions
			9.3.3.8	 WBS Versus Project Organization
			9.3.3.9	 WBS Number Key
		9.3.4	 Scheduling and Sequence Planning
			9.3.4.1	 WBS and Scheduling
			9.3.4.2	 Creation of Schedules and Flowcharts
			9.3.4.3	 Bar Chart Applications
			9.3.4.4	 Planning Logic and Network Planning Technology
			9.3.4.5	 Importance of Time Estimation
			9.3.4.6	 Milestone Definition
	9.4	 Methods of Integrated Project Monitoring
		9.4.1	 Significance of Integrated Project Monitoring
		9.4.2	 Project and Work Release
		9.4.3	 Project Progress Control
		9.4.4	 Action Control
		9.4.5	 Cost Monitoring
			9.4.5.1	 Cost Control per Work Package
			9.4.5.2	 Cost Control at Project Level
			9.4.5.3	 Integrated Schedule and Cost Control
		9.4.6	 Earned Value Management
		9.4.7	 Technical Performance Monitoring
			9.4.7.1	 TPC Analysis
			9.4.7.2	 Key Performance Indicators
			9.4.7.3	 Technology Readiness Level
	9.5	 Project Control Management
		9.5.1	 Implementation of PC Management
		9.5.2	 Tasks and Competences of PC Management—Trust But Verify!
		9.5.3	 Integration of Schedule, Costs, and Technical Performance
			9.5.3.1	 The Software Supported Dashboard
			9.5.3.2	 Collaboration Tools
			9.5.3.3	 Artificial Intelligence
		9.5.4	 PC Checklist
	Literature
10: Finance Control
	10.1	 Cost Estimation Methods
		10.1.1	 Forecasting—A Difficult Art
		10.1.2	 Estimation Methods and Their Application
		10.1.3	 Detailed Work Package Cost Estimates
		10.1.4	 Target Costs and Basic Rules
		10.1.5	 Cost Breakdown and Pricing
		10.1.6	 Cost Estimation—Responsibility
	10.2	 Cost Analyses and Databases
		10.2.1	 Evaluate Completed Projects
		10.2.2	 Analyses Improve the Quality of Cost Estimation
		10.2.3	 Cost Databases
	10.3	 Parametric Cost Estimation Models
		10.3.1	 From CERs to Cost Estimation Models
		10.3.2	 Universal Cost Estimation Models
		10.3.3	 Use of Cost Estimation Models at MBB
		10.3.4	 Parametric Cost Estimation Models in Use
	10.4	 Estimation Accuracy
		10.4.1	 Credibility of Cost Estimates
		10.4.2	 Time Pressure Jeopardizes Cost Estimation Quality
	10.5	 Cost as a Design Parameter
		10.5.1	 System Comparisons Including Costs
		10.5.2	 Life Cycle Cost Consideration
		10.5.3	 Design-to-Cost: Cost as a Design Parameter
		10.5.4	 Optimization of Life Cycle Costs
	10.6	 Efficient Methods for LCC Reduction
		10.6.1	 Avoiding of “Nice-to-Have” Concepts
		10.6.2	 Developments Under DTC and LCC Specifications
		10.6.3	 Identification of Significant Cost Drivers
		10.6.4	 Development of Efficient Measures for LCC Reduction
		10.6.5	 Avoidance of Excessive Documentation Requirements
	Literature
11: Information Control
	11.1	 Project Management Information
		11.1.1	 Information and Reporting Systems
		11.1.2	 Verbal and Written Information
		11.1.3	 Information Tools
	11.2	 Project Reporting
		11.2.1	 Reporting According to Ordered Guidelines
		11.2.2	 Fast Information Transfer
		11.2.3	 Integrated Reporting Systems
		11.2.4	 Standard Status Reports: Examples
		11.2.5	 Standard Contents: Report Contents
	11.3	 Project Meetings
		11.3.1	 Exchange of Information through Meetings
		11.3.2	 Regular Status Meetings
		11.3.3	 Project Reviews: Reviews
		11.3.4	 The Results Protocol: Minutes
	11.4	 Modern Information Systems
		11.4.1	 The Project Control and Information Center
		11.4.2	 Bridging Distances
		11.4.3	 Communication Via Video/Teleconference
		11.4.4	 MIS Checklist
	Literature
12: Documentation and Configuration Control
	12.1	 Documentation Management
		12.1.1	 Importance of Documentation Management
		12.1.2	 Main Tasks of Documentation Management
		12.1.3	 Identification of the Document Types
		12.1.4	 Determination of Documentation Requirements
		12.1.5	 Documentation Numbering System
		12.1.6	 Documentation Release and Distribution
		12.1.7	 Monitoring of the Documentation Status
	12.2	 Configuration Management
		12.2.1	 Significance of Configuration Management
		12.2.2	 Historical CM Development
		12.2.3	 Configuration Identification
		12.2.4	 Configuration Monitoring
		12.2.5	 Configuration Changes
		12.2.6	 Configuration Status Determination
		12.2.7	 Documentation and Configuration Control Checklist
	Literature
13: Contract Management
	13.1	 Contracts as a Link between the Partners
		13.1.1	 Project Contracts
		13.1.2	 Contract Types and Pricing
		13.1.3	 Fixed Price Versus Cost Price with Premium Regulation
		13.1.4	 Performance Bonuses
	13.2	 Project Contracts and their Structure
		13.2.1	 Modular Contract Structure
		13.2.2	 The Statement of Work
		13.2.3	 Special Contractual Arrangements
		13.2.4	 Consortium Agreements
		13.2.5	 Producer Liability
		13.2.6	 Contractual Risks
	13.3	 Contract Management
		13.3.1	 Contract Negotiations
		13.3.2	 Contract Implementation
		13.3.3	 Contract Amendments
	Literature
14: Acquisition and Proposal Management
	14.1	 From the Vision to the Competitive Product
		14.1.1	 Looking Far into the Future
		14.1.2	 Procurement Processes in the Project Environment
	14.2	 Call for Competition
		14.2.1	 Tender Documents
		14.2.2	 Tender Requirements and Conditions
	14.3	 Offers: An Important Marketing Tool
		14.3.1	 Offer Strategies in the Project
		14.3.2	 Proposal Preparation
		14.3.3	 Features and Options
		14.3.4	 The Roles of the Customer and the Contractor
	14.4	 Proposal Coordination
		14.4.1	 Proposal Process Planning
		14.4.2	 Tender Evaluation
		14.4.3	 Supply Planning and Organization
		14.4.4	 Proposal Preparation
		14.4.5	 Importance of Proposal Integration
		14.4.6	 Preparation of Proposal Activities
	14.5	 Proposal Evaluation
		14.5.1	 Evaluation Criteria and Standards
		14.5.2	 Weighting of the Results
		14.5.3	 Evaluation Team
	14.6	 Chances of Winning
		14.6.1	 To Win or Not to Win, that Is the Question Here
		14.6.2	 Difficulties with the GO-NOGO Decision
	14.7	 Contract Negotiations
	Literature
15: Project Personnel
	15.1	 Motivation: a Key to Success
		15.1.1	 Success, Recognition, and Development Opportunities
		15.1.2	 Project Management: Motivation and Career Path
	15.2	 Project Managers and their Teams: Where do they Come from and Who Trains them?
		15.2.1	 Shortage of Project Management Specialists
		15.2.2	 Importance of Project Management Training
		15.2.3	 Sustainable Training to Become a Project Management Specialist
		15.2.4	 Suggestions for a Project Management Training Concept
	15.3	 Leadership in Project Management
		15.3.1	 Leadership Claim of the Project Manager
		15.3.2	 Leadership Style in the Project
	15.4	 Staff Increase and Reduction in the Project
		15.4.1	 Overcoming Personnel Bottlenecks
		15.4.2	 Where to Put the Project Staff after the End of the Project?
	Literature
16: International Project Management
	16.1	 Trend towards Internationalization
		16.1.1	 International Governmental Joint Projects
		16.1.2	 Handling International Industrial Projects
		16.1.3	 International Project Cooperation
		16.1.4	 International Project Teams
		16.1.5	 International Cooperation Models
	16.2	 International Financing Aspects
		16.2.1	 Geographical Distribution of Funds
		16.2.2	 Currency Problems
		16.2.3	 Prequalification
		16.2.4	 Project Financing
		16.2.5	 Offset and Compensation Agreements
	16.3	 International Management Using the Example of Space
		16.3.1	 Project Requirements of the Privately Owned TV-Satellite Astra 1A
		16.3.2	 Project Organization
		16.3.3	 Project Planning and Monitoring
	16.4	 Procurement Process
	16.5	 International Cooperation
		16.5.1	 Experts with International Management Knowledge
		16.5.2	 Cultural Aspects of International Management
	16.6	 Summary
	Literature
17: Project Management Implementation
	17.1	 Project Management: Yes! Change—No?
		17.1.1	 Situation Analysis
		17.1.2	 Consequence: Project Management
		17.1.3	 Changes through Organizational Development
		17.1.4	 Project Management Costs
	17.2	 A Place for Project Managers and Their Teams
		17.2.1	 Project Management: A Decentralized Business Unit
		17.2.2	 Project Manager at the Scene of the Event
		17.2.3	 Home Port for Project Managers
	17.3	 Project Managers: “What” and “How” They Should Be
		17.3.1	 Tasks, Responsibilities, and Authority
		17.3.2	 Project Manager Training
		17.3.3	 Dealing with Project Employees
		17.3.4	 Ethics in Project Management
	17.4	 Project Management Implementation Plan
		17.4.1	 Project Management Strategy
		17.4.2	 Introductory Measures: Start of a New Corporate Culture
		17.4.3	 Accompanying Personnel Development
		17.4.4	 Motivational Measures
		17.4.5	 Project Management: Handbook—Checklists
	Literature
18: IT Support in Projects: Project Management Software
	18.1	 Project Management Software
		18.1.1	 IT Support for Projects Over Time
		18.1.2	 Project Management with General Software
		18.1.3	 Freeware Solutions to PM
		18.1.4	 Professional PM-IT Solutions
		18.1.5	 Project Management and the Web 2.0
	18.2	 Project for the Selection and Implementation of Project Management Software
		18.2.1	 Overview
		18.2.2	 The Selection and Implementation of PM-IT Is a Change Project
		18.2.3	 Success Factors and Maxims in PM-IT
		18.2.4	 Importance of Project Work in the Organization
	18.3	 Project Management Software Selection
	18.4	 Implementation of Project Management Software
	18.5	 Summary and Outlook
	Literature
19: Project Risk Management
	19.1	 Risk Management
		19.1.1	 Definitions of Risk Management
		19.1.2	 Risk and Innovation
		19.1.3	 Risk Management: A Sub-Task of Project Management
		19.1.4	 Main Objectives of Risk Management
	19.2	 Risk Management Process
		19.2.1	 Main Steps of Risk Management
		19.2.2	 Implement Risk Management at an Early Stage
	19.3	 Risk Identification
		19.3.1	 Recognizing Risks in Time
		19.3.2	 Systematically Identify Risks
		19.3.3	 Consideration of Supplier Risk
	19.4	 Risk Analysis and Assessment
		19.4.1	 Prerequisite for Risk Control
		19.4.2	 Risk Assessment
		19.4.3	 Internal and External Influences
	19.5	 Risk Reduction and Mitigation
		19.5.1	 Eliminate Risks in the Approach
		19.5.2	 Financial Risk Assessment
	19.6	 Risk Monitoring, Documentation, and Reporting
		19.6.1	 Continuous Risk Monitoring
		19.6.2	 Risk Documentation
		19.6.3	 Risk Reporting
	Literature
20: Project Management in a Global Environment
	20.1	 The Role of Project Management in Meeting the Future Challenges of the Global Marketplace
		20.1.1	 The Common Thread of Project Management
		20.1.2	 Globalization Requirements for Management
	20.2	 Global Competition and its Effects
		20.2.1	 Examples of Globalization
		20.2.2	 Globalization in the Telecommunications Sector
		20.2.3	 Selection of System Suppliers
		20.2.4	 Global Competition and Procurement
		20.2.5	 Global Satellite-Based Communication Systems
	20.3	 Global Cooperation and Procurement Concepts with European Participation and Leadership
		20.3.1	 Global System Planning
		20.3.2	 Competence to Assume Management Tasks
		20.3.3	 Tight Deadlines and Adherence to Schedules Are a Decisive Competitive Advantage
	20.4	 Project Management in Europe
		20.4.1	 PM Implementation Errors
		20.4.2	 Management Requirements for the European Industry
		20.4.3	 The Right Application Is What Counts
	20.5	 Importance of Project Management for European Industry
		20.5.1	 Increasing Competitiveness Through Project Management
		20.5.2	 Implement Project Management Consciously
	20.6	 Project Management Performance
		20.6.1	 Increasing the Performance of Project Management
		20.6.2	 Competitiveness of European Industry
		20.6.3	 Mastering Globalization Through Project Management
	20.7	 Cultural Influences
		20.7.1	 The Cultural Environment
		20.7.2	 Languages and Their Meaning
		20.7.3	 Creation of a Basis of Trust
		20.7.4	 How to Deal with Disputes?
		20.7.5	 Management of Global Projects
	Literature
21: Competition in a Global Environment
	21.1	 Visions and Planning for Global Customers
		21.1.1	 Orderly Transition from One Management Leadership to Another
		21.1.2	 Inside Today’s Industries
		21.1.3	 Fast Forward: 50 Years Later
		21.1.4	 Perspectives for the Next Years: 1991–2041
	21.2	 Understanding of Customer Requirements
	21.3	 Global Acquisition Process: RFI, RFP, Proposal, Evaluation, and NEGO
		21.3.1	 The Request for Information
		21.3.2	 The Request for Proposal
		21.3.3	 Proposal Preparation
		21.3.4	 Proposal Negotiation (NEGO)
	21.4	 Industrial Partnership and Alliance in a Global Environment
		21.4.1	 “The Only Independent Variable in the Formula is Technology versus Time”
		21.4.2	 Industrial Cooperation and Alliances for Global Business
		21.4.3	 Space Alliances to Help Stabilize Global Economy
		21.4.4	 Technology, Economy and Humanity: One Frontier
		21.4.5	 Worldwide Success Stories in Space over the Past 50 Years
		21.4.6	 When Working on the Frontiers of Globalization Think Globally
	Literature
22: Standardized Project Management Plan (PMP)
	22.1	 Introduction
		22.1.1	 Scope and Applicability
		22.1.2	 Role of the Customer and Contractor
		22.1.3	 Subcontractor Control
	22.2	 Project Management Approach
		22.2.1	 General Project Requirements
		22.2.2	 Customer Reference Documents
		22.2.3	 Industrial Organization and Management Structure
			22.2.3.1	 Project Structure
			22.2.3.2	 Commitment of the Project Team
			22.2.3.3	 Management Approach
	22.3	 Project Breakdown Structure
		22.3.1	 General
		22.3.2	 Program Organization Breakdown Structure
			22.3.2.1	 Responsibility and Authority of the Program Manager
			22.3.2.2	 PM Support Functions
			22.3.2.3	 Assigned Key Personnel
			22.3.2.4	 Company Organization of the Contractor
			22.3.2.5	 Reporting to Company Management
			22.3.2.6	 Project Advisory Board
		22.3.3	 Product Tree and Work Breakdown Structure
		22.3.4	 Work Package Description
		22.3.5	 Program Directory
	22.4	 Management and Control
		22.4.1	 Introduction
		22.4.2	 Master Project Bar-Chart
		22.4.3	 Definition of Program Milestones
		22.4.4	 Schedule Monitoring and Control
		22.4.5	 Biweekly Schedule Reviews
		22.4.6	 Schedule Reporting
	22.5	 Manpower and Cost Control
		22.5.1	 Introduction
		22.5.2	 Preparation of Manpower and Cost Plan
			22.5.2.1	 Labor Efforts
			22.5.2.2	 Manpower Deployment
			22.5.2.3	 Non-Labor Costs
			22.5.2.4	 Total Cost per Work Package
			22.5.2.5	 Cost References
			22.5.2.6	 Manpower and Cost Summaries
			22.5.2.7	 Resubmission of Cost Documents
		22.5.3	 Manpower and Cost Control at Prime Contractor
			22.5.3.1	 Work Authorization
			22.5.3.2	 Company-Wide Accounting
			22.5.3.3	 Cost Reporting at the Contractor
			22.5.3.4	 Manpower and Cost Control at Subcontractors
		22.5.4	 Manpower and Cost Reporting to Customer
	22.6	 Configuration Management and Control
		22.6.1	 Introduction
		22.6.2	 Organization of the Configuration Management and Control
		22.6.3	 Configuration Baselines
		22.6.4	 Configuration Items
		22.6.5	 Configuration Control Procedures
		22.6.6	 Configuration Management Reporting to Customer
	22.7	 Documentation Management and Control
		22.7.1	 Introduction
		22.7.2	 Documents Format and Presentation
		22.7.3	 Document Preparation
		22.7.4	 Generic Documentation Numbering System
		22.7.5	 Document Type
		22.7.6	 Originator Code
		22.7.7	 Document Categories
		22.7.8	 Contractual Data Requirements List
		22.7.9	 Document Approval and Release
		22.7.10	 Document Distribution
		22.7.11	 Documentation Management Reporting to Customer
		22.7.12	 Document Review
	22.8	 Risk Management
		22.8.1	 Introduction
		22.8.2	 Definitions and Policy
		22.8.3	 Risk Assessments and Management
		22.8.4	 Risk Control and Reporting
	22.9	 Contract Change Control
		22.9.1	 Introduction
		22.9.2	 Definition of Changes
		22.9.3	 Classification of Changes
		22.9.4	 Contract Change Notice (CCN)
	22.10	 Information Management System
		22.10.1	 Introduction
		22.10.2	 Responsibility and Accountability
		22.10.3	 Meetings and Reviews
		22.10.4	 Company Internal Management Review Meetings
		22.10.5	 Action Items
		22.10.6	 Risk Management Reporting
		22.10.7	 Report Requirements
23: Management Concept of a Plant Project
	23.1	 Project Management and Organization
		23.1.1	 Responsibility of the Project Management
		23.1.2	 Authority of the Project Management
		23.1.3	 Organizational Concept of the Project Management
		23.1.4	 Integration of the Plant PM into the Company Organization
		23.1.5	 Management Interfaces with Ministries, Offices, and Authorities
		23.1.6	 PM’s Right to Issue Instructions to Industry Participants
		23.1.7	 Implementation of the Plant PM
		23.1.8	 Project Commission
	23.2	 Industrial Organization and Key Personnel
		23.2.1	 Interindustry Project Organization
		23.2.2	 Contractor: Project Management
		23.2.3	 PM Right of Instruction
		23.2.4	 PM Monitoring Function
		23.2.5	 Qualifications of the Industrial Companies
		23.2.6	 Industrial Tendering Procedure
	23.3	 Project Structuring
		23.3.1	 Work Breakdown Structure as a Central Management Tool
		23.3.2	 Determining the WBS Levels for a Plant Project
		23.3.3	 WBS Development and Change Monitoring
		23.3.4	 WBS and Organizational Structure
		23.3.5	 Developments of a WBS Procedure
	23.4	 Project Planning and Monitoring/Project Control
		23.4.1	 Definition of Project Phases
		23.4.2	 Scheduling and Process Planning
		23.4.3	 Cost Planning
		23.4.4	 Status Control
		23.4.5	 Action Item Control
		23.4.6	 Cost Control
	23.5	 Information Management
		23.5.1	 Information System in the Project
		23.5.2	 Reporting
		23.5.3	 Information Distribution
		23.5.4	 Meetings and Minutes
		23.5.5	 Conducting Tele- and Videoconferences
	23.6	 Configuration and Documentation Management
		23.6.1	 Documentation Identification
		23.6.2	 Documentation Creation Procedure
		23.6.3	 Documentation Monitoring
		23.6.4	 Configuration Control
	23.7	 Review Coordination
		23.7.1	 Review Plan
		23.7.2	 Review Coordination
	23.8	 Systems Engineering
		23.8.1	 System Design
		23.8.2	 Specification Processes
		23.8.3	 System Management
	23.9	 Product Assurance
		23.9.1	 Reliability of the System
		23.9.2	 System Safety
		23.9.3	 Quality Control Program
	23.10	 Handling Interfaces
	23.11	 Contract Management
		23.11.1	 Types of Contracts and Prices
		23.11.2	 Standard Contracts
		23.11.3	 Service Specifications (Specifications)
		23.11.4	 Contract Management
	23.12	 Manufacturing and Testing Equipment
		23.12.1	 Need for the Present Project
		23.12.2	 Plant Availability
	23.13	 Operations Management
	23.14	 Utilization Management
24: Practical Example Cost Estimation Model
	24.1	 Operation of the Model
		24.1.1	 Consistent Application of Cost Estimation Models
		24.1.2	 Areas of Application of 4Cost-Aces
		24.1.3	 Functional Relationship of the Model Elements
		24.1.4	 Production Costs Considering Learning Curves
	24.2	 Parametric Costing
		24.2.1	 Determination of Hardware Costs
		24.2.2	 Determination of Software Costs
	24.3	 Sensitivity and Risk Analyses
	24.4	 Life Cycle Costs
		24.4.1	 The Challenge
		24.4.2	 The Method
	24.5	 4cost Method Mix
	24.6	 A Practical Example of an Independent Cost Estimation with 4cost-aces
25: Project Management: Training Concept
	25.1	 Seminar Elements and Their Titles
		25.1.1	 Theoretical Part (Lectures)
		25.1.2	 Practical Part (Case Studies)
		25.1.3	 Excursion Examples
	25.2	 Project Case Study “Urban Rapid Transit System”
	25.3	 Curriculum Drafts
	Literature
26: Project Management Training Proposal
	26.1	 Introduction and Overview
	26.2	 Process Description
		26.2.1	 Objectives of the Project Manager Training Course
			26.2.1.1	 Proposed Classroom Activities
			26.2.1.2	 Coordinated Lectures and Simulations
			26.2.1.3	 Training Assessment Plan
			26.2.1.4	 Training Topics
			26.2.1.5	 Client Participation Plan
			26.2.1.6	 Evaluation of Training Assessment and Course Effectiveness (TAC-EVAL)
		26.2.2	 Approach and Development Logic
			26.2.2.1	 Topics to Be Trained
			26.2.2.2	 Proven Training Methodology
			26.2.2.3	 Simulations and Real-Life Case Studies
			26.2.2.4	 Special Features for Advanced PM Methodologies
		26.2.3	 Task Description of the Four Phases
			26.2.3.1	 Phase 1: Training Course Program Design
			26.2.3.2	 Phase 2: Training Course Development
			26.2.3.3	 Phase 3: Course Implementation
			26.2.3.4	 Phase 4: Training Course Evaluation
	26.3	 Training Management and Logistics
		26.3.1	 Training Schedule and Deliveries
		26.3.2	 Training Heritage of the Training Organization
		26.3.3	 Proposed Training Locations and Facilities
		26.3.4	 Identification of Training Professionals
		26.3.5	 Training Management
	26.4	 Information of International Space University
	Literature
Abbreviations