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Aabusive behavior, 124,
199, 273AC. See actual cost (AC)accept response strategy, 200acceptance
deliverables, 104, 197, 253, 271 – 272
documentation of, 338accepted deliverables in
Close Project or Phase process, 352
accounts payable systems, 120accuracy
bottom-up estimating, 336, 349
parametric estimating, 107vs. precision, 327
Acquire Project Team processenvironmental factors, 185outputs, 111Project Human Resource
Management knowledge area, 260 – 261
purpose, 186tools and techniques, 110,
185, 276acquiring clients as
performance indicator, 320
action change control, 180action item logs, 41activities
attributes, 334baseline start and finish
dates, 335cost estimating, 336for deliverables, 178dependencies, 28, 105, 109durations, 331, 351lists, 179, 334metrics, 342PDM, 105
procurement management, 195
resource estimates, 255resource requirements,
179, 349team-building, 261, 349in templates, 334variance, 256
activity on arrow (AOA) analysis, 179, 200
activity on node (AON) diagrams, 291, 330
actual cost (AC), 28in CPI, 100, 257, 341, 351in CV, 100, 182, 340 – 341in EAC, 258in ETC, 181formulas, 29, 43in TCPI, 342
actual cost of work performed (ACWP), 42, 112
actual progress vs. planned, 342
additional work, change requests for, 265
ADM (arrow diagramming method), 200
Administer Procurements process
claims administration, 268inputs, 270outputs, 271performance reporting, 196procurement management,
120, 194, 197, 267, 270
purpose, 120, 270seller performance
requirements, 195tools and techniques, 269
administrative closure procedures, 251
alternative dispute resolution (ADR), 42, 196
alternatives in Lessons Learned, 322
analogous estimating, 107activity duration, 179costs, 181, 258description, 331parameters, 337
anonymous expert judgment in Delphi technique, 175
AOA (activity on arrow) analysis, 179, 200
AON (activity on node) diagrams, 291, 330
appeals, 41appraisal costs, 29, 336, 350approval for project
charters, 346approved change requests
monitoring, 249scheduling, 173
archived records, 346archiving
documents, 271seller performance, 196
arrow diagramming method (ADM), 200
aspirational standardsCode of Ethics and
Professional Conduct, 199, 274
conduct, 33, 198fairness, 123, 198, 274 – 275honesty, 123, 199purpose, 273respect, 198
Assigned Project Manager Responsibility in project charters, 244
assigning project managers, 327
assumptionsdefined, 327Lessons Learned, 322Plan Communications
process, 339in planning, 246
attributes for activities, 334
Index
169766bindex.indd 353 12/12/11 11:12 AM
COPYRIG
HTED M
ATERIAL
354 audits – change requests
auditsAdminister Procurements
process, 269configuration, 171as inspections, 347ISO, 265procurement, 196 – 197quality, 41, 109, 182, 260risk, 192
authority level in project charters, 244
authorization in project charters, 170
authors in project charters, 35availability as assignment
factor, 261avoid risk strategy, 39, 191awards, 340
BBAC. See budget at
completion (BAC)backward pass method in
critical path method, 179balanced matrix
structures, 124bar charts, 106, 180baselines
integrity of, 249performance
measurement, 114projects, 189schedule, 180 – 181, 256scope, 105, 171start and finish dates, 335
behaviorabusive, 124, 199, 273unethical, 122,
273 – 275, 321benefit-cost analyses
change requests, 324process, 339
benefits, employee, 262best practices, identifying, 183biases, official, 326bidder conferences
Conduct Procurements process, 268
description, 193purpose, 194 – 195, 269synonyms, 118
bids in procurement, 276binding arbitration, 121bottom-up estimating, 181,
336, 349bottom-up ETC in EAC
calculations, 258boxes for PDM activities, 105brainstorming
for conflicting objectives, 322
group creativity technique, 347
information gathering, 134nominal group
technique, 325project risks, 115
budget at completion (BAC)in EAC, 258in ETC, 108, 181formulas, 43in TCPI, 342
budgets and budgetingbudgeted cost of work
scheduled, 42cost, 257, 336creating, 37 – 38Determine Budget
process, 345functional managers, 172Project Cost Management
knowledge area, 181Project Integration
Management process, 246
project manager tools, 170RBS, 38Report Performance
process, 189buffers, duration, 255business cases
benefits, 332contents, 172project chartering
and initiation prerequisite, 244
business needsfor project charter, 171project sponsors or
initiators, 171SOW, 244
Ccalendars
Conduct Procurement process, 269
project, 330Capability Maturity Model
Integration (CMMI), 29career paths, 262catastrophic risks, 38cause and effect diagrams,
109, 184CCBs. See change control
boards (CCBs)CCWP (contract work
breakdown structure), 112change control and
changes, 178action, 180components, 324contested, 271contracts, 195, 269description, 173implementation
monitoring, 249meetings, 193process, 187, 246, 269project scope and
requirements, 178review steps, 175
change control boards (CCBs)alternative terms, 32need for, 247responsibilities, 250, 350reviews by, 178
Change Control Procedures process, 245
change requestsfor additional work, 265approaches, 42benefit-cost analyses, 324CCBs. See change control
boards (CCBs)components, 98Conduct Procurement
process, 269contents, 172dealing with, 100for effectiveness and
efficiency, 183implementing, 324initiation and influence
on, 324
169766bindex.indd 354 12/12/11 11:12 AM
changes – configuration status accounting 355
for issue resolution, 189letters for, 264processes. See Perform
Integrated Change Control process
for project expansion and contraction, 98
in quality assurance, 260scheduling, 173status updates, 249, 338written forms, 265
changes. See change control and changes
charters. See project charterscharts. See diagrams and
chartsclaims, 41claims administration, 268client acquisition as
performance indicator, 320
Close Procurements processactions, 102contract completion, 197documentation, 120inputs, 121outputs, 121, 272, 338Project Procurement
Management knowledge area, 120, 267
purpose, 271seller performance, 196tools and techniques,
121, 272Close Project or Phase process
administrative closure, 176deliverables, 175inputs, 95, 101, 251, 352Lessons Learned, 101organizational process
assets, 102outputs, 248Project Integration
Management knowledge area, 244
project management plans for, 175
project manager responsibilities, 176
purpose, 340
Closing process group, 326closing projects
functions, 250processes, 25project administrative
procedures, 251project management process
group, 326terms, 43 – 44
CMMI (Capability Maturity Model Integration), 29
co-location, 262coaching teams, 112Code of Ethics and Professional
Conduct, 24application, 33, 122, 272aspirational standards, 274basis for, 197conflicts of interest,
274 – 276ownership of decisions, 321purpose, 197, 273reports, 123unethical behavior
reports, 321violations, 198 – 199vision statement, 197
codes of accounts, 337collaborating conflict
resolution technique, 350Collect Requirements process
description, 248, 326Project Scope Management
knowledge area, 103stakeholders needs, 328tools and techniques, 252
collective bargaining agreements, 110
commitments, 124communication
components, 30, 264for deliverable
acceptance, 272methods, 31PMBOK Guide, 30 – 31potential channels, 38,
266, 341project manager
responsibilities, 189skills, 188team member styles, 32
verbal face-to-face, 266virtual teams, 262
communications management plans
components, 264contents, 188modifying, 114Project Communications
Management knowledge area, 113
purpose, 38responsibilities for, 188
compensation plans, 262competence improvements
as team effectiveness indicator, 262
competencies of team members, 111
compression, schedule, 334 – 335
compromising techniques, 196, 322, 344, 350
conductabusive, 124, 199, 273unethical, 122, 273, 321
Conduct Procurements processdescription, 193factors, 119inputs, 194, 196outputs, 268 – 269procurement
management, 270Project Procurement
Management knowledge area, 120, 267
purpose, 270seller proposals, 195tools and techniques, 118weighting systems, 345
conferences, bidder. See bidder conferences
confidential information, 320 – 321
configurationmanaging, 100, 178,
247, 324verification and audit, 171
configuration status accounting, 249
169766bindex.indd 355 12/12/11 11:12 AM
356 conflicts and conflict resolution – cost variance (CV)
conflicts and conflict resolution
avoiding, 30compromise techniques,
196, 350confronting, 349duties of loyalty, 124factors, 262managing, 186overall level, 263stakeholders, 322, 339techniques, 350
conflicts of interest, 123Code of Ethics and
Professional Conduct, 274 – 276
disclosing, 198conformance costs, 29, 350confronting technique, 340,
349 – 350consistent underperformance
as termination reason, 196
constraintscontractual agreements, 339documenting, 246Plan Communications
process, 339time-related, 330triple, 322
contested changes, 41, 271contingency reserves
vs. management reserves, 258
managing, 245contingent response
strategies, 191continuous process
improvement, 259contract work breakdown
structure (CWBS), 112contractors
conferences, 118contracts, 270
contractsadministering, 270change control systems,
195, 269closure, 176contractors, 270early termination, 271external customers, 96FP-EPA, 31, 276life cycles, 192, 276
managing, 193modifications, 119procurement, 194procurement management
plans, 268procurement negotiations
discussions, 269in project charters,
170, 244reviewing, 120risk-related decisions, 117seller, 195source selection
criteria, 193terms and conditions, 121types, 31with unions and employee
groups, 339variations, 31
control charts, 43, 109, 184, 267
Control Costs process, 107 – 108, 339
Control Schedule processinputs, 256outputs, 106performance reviews, 254Project Time Management
knowledge area, 254purpose, 106SV and SPI in, 351variance analysis, 180
Control Scope processbaselines, 105inputs, 104, 253outputs, 104project management plan
updates, 178Project Scope Management
knowledge area, 103, 178
purpose, 172, 177variance analysis, 330 – 331variance cause, 253
controllingperformance, 42product and project
scope, 177project management process
group, 326projects, 99
coordinating procurements, 41copying work products, 274
COQ (cost of quality), 29, 108, 350
corporate knowledge base, 250corrective actions
change requests, 98, 172description, 323for issue resolution, 189need for, 123
cost budgeting, 257, 336cost estimates, 336
analogous. See analogous estimating
bottom-up, 336description, 338Planning process
group, 346resource requirements
for, 348three-point, 191
cost managementconsiderations, 335PMBOK Guide, 28 – 29
cost management plans, 335characteristics, 336project budgets, 37
cost of quality (COQ), 29, 108, 350
cost performance index (CPI), 28
calculating, 341CV in, 182in ETC, 108formulas, 28 – 29, 43,
100, 257purpose, 351
cost plus award fee (CPAF) contracts, 31
cost plus fee (CPF) contracts, 118
cost plus fixed fee (CPFF) contracts, 31, 118
cost plus incentive fee (CPIF) contracts, 31, 118
cost plus percentage of cost (CPPC) contracts, 112
cost-reimbursable contracts, 117, 268
cost variance (CV), 28analysis, 180calculating, 340 – 341in EV, AC, SV, CPI, and
SPI, 182formulas, 29, 43, 129
169766bindex.indd 356 12/12/11 11:12 AM
costs – Determine Budget process 357
costsactivities, 336appraisal, 29, 336, 350as assignment factor, 261budgeting, 257, 336conformance and
nonconformance, 29, 350
estimating. See cost estimates
failure, 29, 108overhead, 257, 340prevention, 29, 336project cost management,
181, 335quality, 29, 108, 259, 350resources, 336in triple constraints, 322
country cultural norms, 320CPAF (cost plus award fee)
contracts, 31CPF (cost-plus fee)
contracts, 118CPFF (cost plus fixed fee)
contracts, 31, 118CPI. See cost performance
index (CPI)CPIF (cost plus incentive fee)
contracts, 31, 118CPM (critical path
methodology), 32description, 179forward pass using, 254purpose, 347 – 348
CPPC (cost plus percentage of cost) contracts, 112
crashing schedules, 334 – 335Create WBS process, 102, 171
components, 337decomposition, 103,
330 – 331, 333inputs, 252outputs, 261, 329purpose, 36, 176, 328scope baselines, 105
criteriadecomposition
verification, 329project charter, 338selection factors,
118 – 119, 194
seller evaluation, 268success, 244
critical chain method, 255critical path method (CPM), 32
description, 179forward pass using, 254purpose, 347 – 348
critical pathsdescription, 255network diagrams, 106resources for, 349revising, 351
cultural issues, 171, 320customers
educating, 320requests by, 244
CV. See cost variance (CV)CWBS (contract work
breakdown structure), 112
Ddates, baseline, 335deception, 321decision rating charts, 347decision tree diagrams,
267, 347decisions
in Lessons Learned, 322ownership, 198, 275, 321style factors, 32styles, 32
decompositionCreate WBS process, 103,
330 – 331, 333Define Activities
process, 254hierarchical, 171objectives, 333verification criteria, 329WBS, 103 – 104
defect repairs, change requests for, 172
Define Activities processdecomposition, 254Project Time Management
knowledge area, 254, 331
purpose, 330Define Activity process, 326
Define Scope processinputs, 349output, 252purpose, 328requirements
documentation, 252tools and techniques, 103
delay, lag, 332deliverable-oriented
hierarchical decomposition, 171
deliverablesacceptance, 104, 197, 253,
271 – 272activities, dependencies,
and resources for, 178Close Project or Phase
process, 175, 352Direct and Manage Project
Execution process, 248from execution stage, 174executive management
reviews, 351milestone charts, 180as process outputs, 174projects, 98transfer, 251Verify Scope process, 177in WBS, 252
Delphi techniqueanonymous expert
judgment and feedback, 175
risk identification, 115, 266dependencies
activities, 28AON diagrams, 179deliverables, 178mandatory, 330PDM activities, 105, 199project schedules, 331types, 332 – 333
dependent variables in scatter diagrams, 43
detailcost estimates, 346product descriptions, 325
Determine Budget process, 107, 336, 339, 345
169766bindex.indd 357 12/12/11 11:12 AM
358 Develop Human Resource Plan process – effectiveness
Develop Human Resource Plan process
actions, 184, 186inputs, 261Project Human Resource
Management knowledge area, 260 – 261
RAM, 347Develop Project Charter
process, 124inputs, 171 – 172, 326, 347Project Integration
Management knowledge area, 244
purpose, 170Develop Project Management
Plan processdescription, 184expert judgment, 246,
330 – 331inputs, 321outputs, 248Project Integration
Management knowledge area, 244
scope management plans in, 343
Develop Project Team processactivities, 184 – 185, 187awards, 340outputs, 111Project Human Resource
Management knowledge area, 260 – 261
tools and techniques, 185 – 186
Develop Schedule processactivities, 332inputs, 330milestone charts, 350outputs, 106, 334Project Time Management
knowledge area, 254, 256, 339
tools and techniques, 180Develop the Project Charter
process, 35diagrams and charts
ADM, 200
AON, 179, 291, 330bar, 106, 180charts of accounts, 38control, 43, 109, 184, 267decision rating, 347decision tree, 267, 347Gantt, 184, 335Ishikawa, 39, 109milestone. See milestone
chartsnetwork, 106, 180, 184Pareto, 109, 184, 260, 351PDM, 33, 105,
199 – 200, 330precedence diagramming
method, 333RACI, 260run, 184scatter, 43, 184sensitivity, 39tornado, 267
dictatorships, 251dictionary, WBS, 253Direct and Manage Project
Execution process, 256activities, 323inputs, 173, 276outputs, 99, 247 – 248Project Integration
Management knowledge area, 244
purpose, 98timing of, 95
direct labor costs, 257disclosure of private and
confidential matters, 320discount rates, 35discounted cash flow, 38dishonest behaviors, 123disputes, 41 – 42, 196Distribute Information process,
113, 263 – 264distribution of
information, 188dividing work, 331divulgence, 320documentation
acceptance, 338archiving, 271assumptions and
constraints, 246
procurement, 196project charter criteria, 338
documented change requests, dealing with, 100
dollar amount (monetary value), 115
duration buffers, 255duties of loyalty
conflicting, 124description, 199
EEAC (estimate at
completion), 28calculating, 258formulas, 29, 43in TCPI, 342
early termination of contracts, 271
earned value (EV), 28, 256 – 257
in CPI, 100, 257, 341, 351in CV, 100, 182, 340 – 341in ETC, 108, 181formulas, 29, 43for performance, 115in SPI, 107, 341in SV, 107in TCPI, 342
Earned Value Management (EVM)
acronyms, 28forecasting formulas for
EAC, 29for future performance
prediction, 174limitations, 342performance index
formulas, 29variance formulas, 29
educating customers, 320EEFs. See enterprise
environmental factors (EEFs)
effective communication, 38Effective Team Working
process, 186effectiveness, change requests
for, 183
169766bindex.indd 358 12/12/11 11:12 AM
efficiency – failure mode and effect analysis (FMEA) 359
efficiency, change requests for, 183
80/20 Rule, 43elaboration, progressive
description, 34prototyping, 251rolling wave planning, 254scope, 345
email communications for virtual teams, 262
employee groups, contractual agreements with, 339
EMV (expected monetary value), 32
favorability, 116statistics, 267
encoding in communications, 264
Engineering Review Boards, 324
enterprise environmental factors (EEFs)
Acquire Project Team process, 185
examples, 96Plan Procurement
process, 342project charters, 35success factor, 347updates, 111
Estimate Activity Durations process
description, 255Project Time Management
knowledge area, 254tools and techniques, 348
Estimate Activity Resources process
activity resource requirements, 349
Estimate Costs process relationship, 105, 333
inputs, 105Project Time Management
knowledge area, 254, 331
estimate at completion (EAC), 28
calculating, 258formulas, 29, 43in TCPI, 342
Estimate Costs processactions, 336Estimate Activity Resources
process relationship, 105, 333
Project Cost Management knowledge area, 107, 244, 267, 339
estimate to complete (ETC), 28BAC, EV, and AC in, 181variances in, 108
estimatesactivity duration, 351activity resources, 255analogous. See analogous
estimatingbottom-up, 181, 336, 349Conduct Procurements
process, 268cost. See cost estimatesby extension, 331independent, 41, 119, 194parametric, 107, 181,
331, 339Project Cost Management
knowledge area, 181from suppliers, 119three-point, 28, 191, 255tools and techniques, 28
ETC (estimate to complete), 28BAC, EV, and AC in, 181variances in, 108
ethicsCode of Ethics and
Professional Conduct, 33
in conflicts, 262unethical behavior, 122,
273 – 275, 321EV. See earned value (EV)evaluation criteria and
techniquesConduct Procurement
process, 269proposals, 195selection factors, 119sellers, 196, 268
EVM. See Earned Value Management (EVM)
exclusions, project, 329
executing process group, 189, 326
execution stagedefinition, 173deliverables from, 174processes, 99
executive communication requirements, 264
executive management reviews, 351
expected monetary value (EMV), 32
favorability, 116statistics, 267
experience as assignment factor, 261
experience sharing in team effectiveness, 263
expert judgmentDelphi technique, 175Develop Project
Management Plan process, 246, 330 – 331
experience for, 326project charter, 171Project Integration
Management knowledge area, 95, 101
project management plans, 99
project scope statements, 173
seller proposals, 194 – 195exploit strategy, 191, 267external customers, contracts
with, 96external environmental
factors, 347external failures, 29, 108
Fface-to-face communication,
115, 266facilitated workshops, 95failure costs, 29, 108failure mode and effect analysis
(FMEA), 33
169766bindex.indd 359 12/12/11 11:12 AM
360 fairness – independent variables in scatter diagrams
fairnessaspirational, 123, 198,
274 – 275description, 275mandatory, 274types, 33value of, 198
fait accompli tactic, 41fast tracking
defined, 335project teams, 111
feasibility studies, 345feedback
Delphi technique, 175team member, 263verbal communication, 266
FF (finish-to-finish) dependencies, 199, 333
FFP (firm fixed price) contracts, 31
final acceptance of deliverables, archiving, 271
final project reports, 338financial control
procedures, 96finish dates, baseline, 335finish-to-finish (FF)
dependencies, 199, 333finish-to-start (FS)
dependencies, 105, 179, 199, 332 – 333
firm fixed price (FFP) contracts, 31
fishbone diagrams, 39fixed-price contracts, 192, 268fixed price economic price
adjustment (FP-EPA) contracts, 31, 276
fixed price incentive fee (FPIF) contracts, 31
flowcharting, 109FMEA (failure mode and effect
analysis), 33focus groups, 36, 124forcing conflict resolution
technique, 344, 350forecasts
budget, 189EAC formulas, 29
formal acceptance, 104, 272formal reviews, 112
formal training, 111forward pass in critical path
method, 179, 254FP-EPA (fixed price economic
price adjustment) contracts, 31, 276
FPIF (fixed price incentive fee) contracts, 31
fringe benefits, 340FS (finish-to-start)
dependencies, 105, 179, 199, 332 – 333
functional managersbudgets, 172matrix organization, 343team members, 110, 112
funding reductions, 348funds remaining formula, 342future performance prediction,
EVM for, 174
GGantt charts, 184, 335general knowledge in PMBOK
Guide, 24 – 26general management
processes, 247good/best practices,
identifying, 183good faith negotiations, 274government standards for
EEFs, 96grade vs. quality, 258graphical representations for
project schedules, 106ground rules for teams, 186group creativity
techniques, 347Guide to the Project Management
Body of Knowledge. See PMBOK Guide
Hhalf-truths, 123hammocks, 332hard copies, 114hard logic, 330
hierarchical organizations, 186Hierarchy of Needs, 338high-quality project
management performance, 320
histogramsPareto charts, 184, 260resource, 184 – 185
history-based estimating, 331honesty
aspirational, 123, 199, 275description, 275mandatory, 274 – 275standard, 123
human resourcesplanning, 261 – 262PMBOK Guide, 30Project Human Resource
Management knowledge area, 260 – 261
IIdentify Risks process, 266
outputs, 115, 325, 343risk register, 191
Identify Stakeholders processInitiating process
group, 265inputs, 326outputs, 323Project Communications
Management knowledge area, 263
tools and techniques, 261IFBs (invitations for bid), 33illegal conduct, reporting, 122,
274 – 275impact matrices, 190improvements as team
effectiveness indicator, 262
Improving Team Competencies process, 186
independent estimates, 41, 119, 194, 268
independent variables in scatter diagrams, 43
169766bindex.indd 360 12/12/11 11:12 AM
influence – management reserves vs. contingency reserves 361
influenceon change requests, 324in Initiating phase, 346
informal assessment, 112informal communication
for deliverable acceptance, 272
informal training, 111information distribution, 264information gathering, 39information sharing in team
effectiveness, 263Initiating phase
activities, 248influence/control in, 346
Initiating process group, 326Identify Stakeholders
process, 265processes, 325 – 326verbs used with, 26
initiationchange requests, 324projects, 35, 244
initiatorsbusiness need, 171description, 34project charters, 95, 97resource authorization, 346
inspectionAdminister Procurements
process, 269components, 104forms, 253increasing, 350terms, 347Verify Scope process, 178,
330 – 331intangible deliverables, 98integration, 244
PMBOK Guide, 27process. See Project
Integration Management knowledge area
trade-offs, 247integrity of project
baselines, 249internal environmental
factors, 347internal failures, 29, 108interpersonal conflicts, 262
interpersonal relationships improvements, 186
interpersonal skills, 186examples, 347motivating project
team, 351PMBOK Guide, 32 – 33project managers, 352
interviews, 124invitations for bid (IFBs), 33invoices, seller, 42IRR values, 35Ishikawa diagrams, 39, 109Ishikawa seven basic tools of
quality, 30, 260ISO audits, 265issue logs, 187, 189, 266
Jjudgment. See expert judgmentjudgmental method, 42
Kkey concepts and processes, 34knowledge areas order, 25knowledge sharing in team
effectiveness, 263known risks, 266
Llabor costs, 257lag, 332laws and customs of
countries, 320lead, defined, 333legal contractual
relationships, 268legal requirements as project
chartering stimulant, 244legitimate need to know, 264Lessons Learned
documentationactions and suggestions
in, 188archiving, 271
assumptions and decisions in, 322
closing process, 101, 196project manager
sessions, 114purpose, 188recommendations in, 197
letters for change requests, 264level of effort (LOE), 33life cycle stages, 41lines of communication, 38listening techniques, 32loaded costs, 340LOE (level of effort), 33logical relationships, 28,
332 – 333logs
action item, 41issue, 187, 189, 266
loyaltyconflicting, 124description, 199
Mmajority decision method, 251make-or-buy analysis, 192Manage Project Team process
activities, 184, 186components, 263organizational process
assets, 187Project Human Resource
Management knowledge area, 260 – 261
Manage Stakeholder Expectations process
communications management plans, 113
inputs, 266outputs, 115Project Communications
Management knowledge area, 263
management by walking around (MBWA), 112
management reserves vs. contingency reserves, 258
169766bindex.indd 361 12/12/11 11:12 AM
362 mandatory conduct – parameters
mandatory conduct, 33, 198mandatory dependencies, 330mandatory honesty code,
123, 199mandatory respect
standard, 198mandatory responsibilities, 122marketplace conditions, 342Maslow, Abraham, 338Maslow’s Hierarchy of
Needs, 338material costs in
budgeting, 257matrix organizations
functional managers, 343project managers, 112,
124, 344team members, 112types, 34
MBWA (management by walking around), 112
measurable project objectives, 244
measuring performance, 42meetings
face-to-face, 115offsite, 186status, 267, 323structured, 193
messages in communications, 264
milestone chartsdescription, 180, 345Develop Schedule
process, 350project schedules, 106
milestone events, 330milestone lists, 326mitigate risk strategy, 39,
191 – 192modern quality
management, 259modifications of contracts, 119monetary value (dollar
amount), 115Monitor and Control Project
Work process, 99, 244Monitor and Control Risk
process, 191Monitor and Control Risks
process, 267
monitoringapproved changes
implementations, 249product and project
scope, 177projects, 99quality activities for
performance, 182Monitoring and Closing
process group, 26Monitoring and Controlling
process group, 174, 326, 341
Monte Carlo analysis, 175, 334, 339
morals in conflicts, 262most likely estimates in three-
point estimates, 255motivating project team, 351multiple processes,
managing, 244
Nnegative consequences,
preventive actions for, 174negative performance, focus
on, 112negative risks and threats, 31,
116 – 117, 200, 267, 342negotiating in good faith, 274net path value, 116network diagrams, 106,
180, 184nodes in PDM activities, 105noise in communications, 264nominal group brainstorming
technique, 325nonconformance costs, 29, 350
Oobjective criteria in selection
factors, 119objectives
completing, 246in directing and managing
project execution, 249in project charters, 244
OBS (organizational breakdown structure), 33
official biases, 326offsite meetings, 186one-on-one meetings, 193OPAs. See organizational
process assets (OPAs)operations, 34OPM3 (Organizational Project
Management Maturity Model), 29
optimistic estimates in three-point estimates, 255
oral communication techniques, 188, 272
organizational breakdown structure (OBS), 33
organizational corporate knowledge base, 96
organizational impacts in contracts, 120
organizational process assets (OPAs)
categories, 96, 250Close Project or Phase
process, 102, 352Define Scope process, 349described, 171Develop Project
Management Plan process, 321
factors, 346Manage Project Team
process, 187project charters, 35qualified sellers list, 193updates, 101, 248, 338
Organizational Project Management Maturity Model (OPM3), 29
organizational structures, 25overhead costs, 257, 340ownership of decisions, 198,
275, 321
Pparameters
analogous estimating, 337quantifiable, 334
169766bindex.indd 362 12/12/11 11:12 AM
parametric estimating – PMIS (project management information system) 363
parametric estimatingdescription, 107, 331purpose, 339statistical relationships, 181
Pareto charts, 109description, 184, 260purpose, 351
pay raises, 263payback analysis, 38payback period, 170payment systems, 42PDCA (plan-do-check-act
cycle), 29PDM (precedence
diagramming method), 33, 330
activities, 105vs. ADM, 200dependencies, 199
Perform Integrated Change Control process
activities, 94application, 174change requests, 109communications
management plans, 114
outputs, 175, 248 – 250, 338Project Integration
Management knowledge area, 95, 244
project management methodology, 175
purpose, 178, 325staffing changes, 113tools and techniques, 100
Perform Process Improvement process, 182
Perform Qualitative Risk Analysis process, 339, 343
Perform Quality Assurance process, 327
activities, 182, 259change requests, 109inputs, 183
Perform Quality Control process
activities, 182 – 183change requests, 109
outputs, 327vs. Verify Scope
process, 329performance
Control Schedule process, 254
EVM, 29, 174focus on, 112measurement purpose, 104measuring and controlling,
42, 104PMB, 38, 114procurement, 271project management plans,
99, 174quality activities for, 182reviews, 180, 254sellers, 195 – 196team, 111, 186, 263as termination reason, 196work performance
information, 189performance measurement
baselines (PMB), 38, 114performance reports
budgets, 189contents, 249, 265inputs, 187process, 263status meetings, 267tools, 265
permissions for copying work products, 274
personal gain, 320personnel management
processes, 247PERT formula, 28pessimistic estimates in three-
point estimates, 255Plan Communications process
inputs, 187, 200outputs, 113Project Communications
Management knowledge area, 263
starting, 339plan-do-check-act cycle
(PDCA), 29Plan Procurements
process, 195description, 244
outputs, 117, 268procurement management,
267, 270source selection criteria,
118, 194tasks, 342
Plan Quality processactivities, 182conformance and
nonconformance costs, 350
COQ technique, 108outputs, 327project management
plans, 324Plan Risk Management
process, 38, 343Plan Risk Responses process,
117, 190 – 191, 343planned progress vs.
actual, 342planned value (PV), 28
formulas, 29, 43, 256 – 257in SPI, 107, 341
Planning process group, 326detailed cost estimates, 346outputs, 97, 245risk management, 190verbs used with, 26
plurality decision method, 251PMB (performance
measurement baselines), 38, 114
PMBOK Guide, 24communications
management, 30 – 31cost management, 28 – 29general knowledge, 24 – 26human resource
management, 30integration management, 27interpersonal skills, 32 – 33procurement
management, 31quality management, 29 – 30risk management, 31scope management, 27time management, 28
PMIS (project management information system)
aspects, 246description, 322, 330
169766bindex.indd 363 12/12/11 11:12 AM
364 PMO (project management office) – project initiators
PMO (project management office)
coordination of management, 175
description, 34portfolios, 34, 124positive performance, focus
on, 112positive risks and opportunities
strategies, 31, 267potential communication
channels, 38, 266, 341power
characteristics, 337reward, 344
pre-bid conferences, 118preassignment
project managers, 327staff, 185team members, 110 – 111
precedence diagramming method (PDM), 33, 330
activities, 105vs. ADM, 200dependencies, 199
precedence relationships, 105precision vs. accuracy, 327prevention costs, 29, 336preventive actions
change requests, 98, 172for negative
consequences, 174recommended, 192
pricing, defined, 336private matters, disclosure
of, 320probability
computing, 320description, 39ordering, 116
probability distributions, 191probability impact
matrices, 190problem solving, 340, 344, 349process control charts, 184process improvement plans,
173, 183processes
closing projects, 25integration, 244key components, 25
organizational process assets, 250
starting projects, 25verb-noun format, 25 – 26
procurementaudits, 196contracts, 194, 269coordinating, 41documentation, 196, 271file archives, 271negotiations, 268 – 269, 339performance reviews, 271PMBOK Guide, 31process. See Conduct
Procurements processProcurement Audit
process, 197procurement document
packages, 119procurement management
plansactivities described in, 195contracts, 268producing, 120purpose, 271 – 272
product scopeevaluating, 326monitoring and
controlling, 177SOW, 244
productsanalysis, 329descriptions, 325skills requirements, 323in SOW, 96 – 97
professional conduct. See Code of Ethics and Professional Conduct
professional responsibility terms, 43 – 44
programs, description, 34progressive elaboration
description, 34prototyping, 251rolling wave planning, 254scope, 345
project chartersapproval, 346contracts in, 170creating, 35, 95criteria documentation, 338Define Scope process, 349
delegating, 95Develop Project Charter
process, 170development, 94expert judgment, 171inputs, 97issuing, 327items in, 97, 244need for, 170 – 171prerequisites, 244processes, 97project authorization,
94, 170project management team
responsibilities, 172project manager
development, 171project purpose, 95and requirements, 248, 340staff preassignment, 185stimulants for, 244
project closure documentscontents, 176description, 176
Project Closure Guidelines process, 245
project closure in projectized organizational structure, 348
Project Communications Management knowledge area
activities, 187processes, 113, 263
Project Cost Management knowledge area
Estimate Costs process, 244, 267
processes, 107, 181, 244, 339
project document updates, 269Project Human Resource
Management knowledge area
processes, 260 – 261purpose, 94
project initiatorsbusiness need, 171description, 34project charters, 95, 97resource authorization, 346
169766bindex.indd 364 12/12/11 11:12 AM
Project Integration Management knowledge area – projects 365
Project Integration Management knowledge area
budget and schedule, 246expert judgment, 95, 101processes, 244purpose, 94
project knowledge in unplanned training environments, 262
project management information system (PMIS)
aspects, 246description, 322, 330
project management office (PMO)
coordination of management, 175
description, 34project management plans
change request effects in, 100
Close Project or Phase process, 175, 352
components, 173description, 322expert judgment, 99options, 245performance
comparison, 174Planning Process Group
outputs, 97process improvement and
scope management plans, 173
scope in, 253, 326subsidiary plans, 27, 324updating, 178work performance
information, 99, 174project management process
groups, 326Project Management Professional
(PMP) Examination Content Outline, 24
Project Management Professional (PMP) Handbook, 24
project managersactivities, 110, 173budget tools, 170
Close Project or Phase process responsibilities, 176
communication responsibilities, 189
consideration factors, 170critical path
calculations, 351description, 34final project reports, 338identifying and
assigning, 327interpersonal skills, 352Lessons Learned
sessions, 114matrix organization, 112project charters, 35,
171 – 172projectized organization
authority, 263quality control
responsibility, 260RACI charts, 260requirements collection, 27responsibilities
overview, 265scope statement
responsibilities, 172skills requirements, 323stakeholder
responsibilities, 342tools and techniques, 94
project objectivescompleting, 246in directing and managing
project execution, 249in project charters, 244
Project Procurement Management knowledge area
Close Procurements process, 272
processes, 120 – 121, 244, 267
Project Purpose or Justification in project charters, 244
Project Quality Management knowledge area
processes, 108, 327purpose, 94
Project Risk Management knowledge area
components, 190processes, 115, 339
Project Scope Management knowledge area
Control Scope process, 178Create WBS process,
261, 328processes overview, 103purpose, 94, 176WBS, 102
project scope statementsapproval, 171contents, 177, 326developing, 36expert judgment, 173product scope descriptions
in, 252purpose, 328responsibilities for, 172for work to be done, 177
project status meetings, 193Project Time Management
knowledge areadeliverables, 178Develop Schedule
process, 256processes, 254, 331, 339
projectized organizationsdescription, 34project closure, 348project manager
authority, 263projects
activity metrics, 342assumptions. See
assumptionsbudgets. See budgets and
budgetingcharters. See project
chartersdeliverables. See
deliverablesdescription, 34environment
considerations, 171exclusions, 329issue logs, 187, 189, 266managers. See project
managers
169766bindex.indd 365 12/12/11 11:12 AM
366 proposals – requirements
monitoring and controlling, 99
performance. See performance
planning methodologies, 322
procurement. See procurement
quality. See qualityresources. See resourcesrisks. See risksschedules. See schedulesscope. See project scope
statements; scopeselection methods, 35sponsors. See sponsorsteams. See teams and team
membersproposals, 194
expert judgment evaluations, 195
RFPs, 33sellers, 118 – 119, 193 – 195
prototypesprogressive elaboration, 251test failures, 121working models, 177
purchase order approval process, 114
PV (planned value), 28formulas, 29, 43, 256 – 257in SPI, 107, 341
QQA. See quality assurance (QA)QC. See quality control (QC)qualified sellers list, 193qualitative measures, 259
vs. quantitative, 328risk analysis, 191
qualityactivities, 109,
182 – 183, 259audits, 41, 109, 182, 260checklists, 183costs, 29, 108, 259, 350vs. grade, 258inspection increases, 350managing, 259metrics, 183
PMBOK Guide, 29 – 30seven basic tools of, 30, 260
quality assurance (QA), 33change requests in, 260components, 108project, 259
quality control (QC), 33description, 350prevention and appraisal
costs, 336project manager
responsibility, 260requirements, 109
Quality Improvement process, 182
quantifiable parameters, 334quantitative measures, 259
vs. qualitative, 328risk analysis, 191
quotations in procurement, 276
RRACI (responsible,
accountable, consult, and inform), 33, 260
RACI charts, 260RAM (responsibility
assignment matrix), 33description, 184 – 185Develop Human Resources
process, 347random quality audits, 109rank-orders in Pareto
charts, 351rating
decision rating charts, 347risks, 115, 190sellers, 41, 195
RBS (requirements budgeting system), 38
RBS (risk breakdown structure), 33
reasons for starting projects, 345
recognition systems, 186recommended preventive
actions, 192recording quality activities, 182records management
systems, 269
rectangles in PDM activities, 105
references to purpose in project charters, 95
regular reports, 188related success criteria in
project charters, 244relationships
contractual, 268dependencies. See
dependenciesinterpersonal, 186logical, 28precedence, 105statistical, 181between variables, 184
reliability of parametric estimating, 107
Report Performance process, 113
budget forecasts, 189description, 189inputs, 114outputs, 265Project Communications
Management knowledge area, 263
reportsCode of Ethics and
Professional Conduct, 123
final, 338performance. See
performance reportsregular, 188unethical and illegal
behaviors, 122, 273 – 275, 321
requests for information (RFIs), 33
requests for proposal (RFPs), 33
requests for quotation (RFQs), 33
requirementschanges, 178collecting process. See
Collect Requirements process
collection tools and techniques, 27
169766bindex.indd 366 12/12/11 11:12 AM
requirements budgeting system (RBS) – schedules 367
for costs estimates, 348Define Scope process,
252, 349performance, 195and project charters,
248, 340project scope statements, 36resource, 340, 348skills, 323
requirements budgeting system (RBS), 38
requirements management plans, 175
requirements traceability matrices, 36, 172
reservesanalysis, 117contingency vs.
management, 258residual risks, 38, 117resolving stakeholder
issues, 115resource calendars, 330
Conduct Procurement process, 269
contents, 256resource leveling, 185
purpose, 333, 348for schedule variance
activities, 256resources
authorization, 346cost information, 336for critical paths, 349for deliverables, 178for dividing work, 331estimating, 255histograms, 184 – 185planning, 39 – 40requirements, 340, 348sharing, 263
respect, 198, 274 – 275responsibility
description, 275owners, 198, 275, 321
responsibility/aspirational conflicts of interest, 274 – 276
responsibility assignment matrix (RAM), 33
description, 184 – 185
Develop Human Resources process, 347
responsible, accountable, consult, and inform (RACI), 33, 260
return on investment, 38review steps in integrated
change control systems, 175
reviewsas inspections, 347performance, 180, 254
reward power, 344reward programs, 111 – 112reward systems, 186RFIs (requests for
information), 33RFPs (requests for
proposal), 33RFQs (requests for
quotation), 33risk breakdown structure
(RBS), 33Risk Management knowledge
area, 191risk management plans,
191 – 192producing, 343risk tolerance level, 340updating, 266
risk registerscontents, 117, 267, 325creating, 115, 191description, 187fields, 190, 192for issue resolution, 189
risk-related contract decisions, 117
risksaudits, 192identifying, 115, 190, 266known and unknown, 266mitigation, 192planning for, 38 – 39PMBOK Guide, 31rating, 115, 190strategies, 39, 116 – 117,
190 – 191, 200, 267, 342
rolling wave planningdescription, 36, 105progressive elaboration, 254
ROM (rough order of magnitude) ranges, 107, 181
root cause analysis, 256root causes, 267rough order of magnitude
(ROM) ranges, 107, 181run charts, 184
SS curves, 38salaries
pay raises, 263team members, 262
samplingstatistical, 184systematic, 110
sanctions, 199scatter diagrams, 43, 184schedule networks, 347 – 348schedule performance index
(SPI), 28calculating, 341in Control Schedule
process, 351CV in, 182formulas, 29, 107performance reviews, 254schedule progress, 181
schedule variance (SV), 28analysis, 180in Control Schedule
process, 351formulas, 29, 107, 256 – 257performance reviews, 254resource leveling for, 256
scheduled quality audits, 109scheduled training, 262schedules
approved change requests, 173
baselines, 180 – 181, 256compression, 334 – 335Control Schedule process.
See Control Schedule process
creating, 37first iterations, 331Gantt charts, 335
169766bindex.indd 367 12/12/11 11:12 AM
368 scope – strengths
graphical representations, 106
Project Integration Management process, 246
summary, 180updating, 344
scopeapproved work in, 172baseline, 105, 171changes, 178controlling. See Control
Scope processevaluating, 326monitoring, 177PMBOK Guide, 27progressive elaboration, 345project management plans,
253, 326scope definitions, 38scope statements. See
project scope statements
SOW, 244in stakeholder formal
acceptance, 253in triple constraints, 322verifying. See Verify Scope
processscope management plans
contents, 329in Develop Project
Management Plan process, 343
and project management plans, 173
purpose, 176screening systems, 41, 194selecting sellers, 118 – 119, 196self-learning, 273sellers
evaluation criteria, 268invoices, 42performance, 195 – 196proposals, 118 – 119,
193 – 195rating systems, 41, 195selection factors,
118 – 119, 196sellers lists, 193```sensitive information, 321
sensitivity analysis, 267sensitivity diagrams, 39Sequence Activities process,
254, 331seven basic tools of quality,
30, 260SF (start-to-finish)
method, 199share risk strategy, 39shared goals in virtual
teams, 262sharing
information, 41resources, 263
should-cost estimates, 41simulation, 175, 334, 339situational actions, 172skill improvements as
team effectiveness indicator, 262
smoothing, 344, 350snitching, 320social issues, 171social need as project
chartering stimulant, 244socializing after work
hours, 261Soft Skills Training
process, 186source selection criteria
Conduct Procurements process, 196
contracts, 193Plan Procurements process,
118, 194SOW (statement of work), 33
basis for, 170contents, 244products and services,
96 – 97SPI. See schedule performance
index (SPI)sponsors
business need, 171description, 34project charters, 95, 97resource authorization, 346
squealing, 320staff and staffing
communication with, 264
Develop Human Resource Plan process, 184
negotiation, 110 – 111preassignment, 185turnover, 262
staffing management plans, 261
stages in contract life cycle, 276
stakeholdersanalysis tool, 261conflicts, 322, 339description, 34face-to-face meetings, 115formal acceptance by, 253informing, 122managing, 265needs, 328project scope
statements, 172responsibilities to, 342
standardsconduct. See Code of Ethics
and Professional Conduct
EEF, 96start dates, baseline, 335start-to-finish (SF)
method, 199starting projects
processes, 25reasons, 345
statement of work (SOW), 33basis for, 170contents, 244products and services,
96 – 97statistical relationships
in parametric estimating, 181
statistical sampling, 184statistics in EMV analysis, 267status meetings, 267, 323status updates for change
requests, 249, 338stock prices, 268strategic plans in SOW, 244strengths, weaknesses,
opportunities, and threats (SWOT), 33
169766bindex.indd 368 12/12/11 11:12 AM
strong matrix structures – verbal communication 369
strong matrix structures, project managers in, 124
structured meetings, 193subjective selection
criteria, 119subsidiary project management
plans, 27, 324success criteria in project
charters, 244summary bar charts, 180summary schedules, 180sunk costs, 257suppliers, estimates from, 119SV. See schedule variance (SV)SWOT (strengths, weaknesses,
opportunities, and threats), 33
systematic sampling, 110
TT&M (time and material)
contracts, 118tangible deliverables, 98target cost in profit
formula, 343task network diagrams, 184TCPI (to-complete
performance index), 28 – 29, 342
teaming agreements, 194teams and team members
communication styles, 32developing, 40 – 41, 111, 184development stages, 30effectiveness, 262 – 263fast-track mode, 111managing, 184matrix organizations, 112motivating, 351performance
assessment, 111performance reports, 187performance tracking,
186, 263preassigned, 110 – 111recognition and reward
systems, 186salaries, 262scheduled training, 262
team building, 186, 261, 349
training plans, 110unethical behavior, 273
Technical Assessment Boards, 324
technical Review Boards, 324technological advance as
project chartering stimulant, 244
templatesactivities in, 334work breakdown
structure, 177termination of contracts,
196, 271threats. See risks360-degree feedback principle,
112, 263three-point estimating, 28,
191, 255time
constraints, 322, 330PMBOK Guide, 28processes. See Project
Time Management knowledge area
units of measure, 200time and material (T&M)
contracts, 118time-series methods, 42to-complete performance index
(TCPI), 28 – 29, 342top-down estimating, 331tornado diagrams, 267total quality management
(TQM), 29tracking team performance,
186, 263trade-offs, integration, 247training, 110 – 111, 186,
261 – 262transfer of deliverables, 251transfer risk strategy, 39, 191tree decision analysis, 347tree diagrams, 267, 347trend analysis for risk, 267trust in team development, 262truthful statements, 123turnover as team effectiveness
indicator, 262
Uunanimity decision
method, 251underperformance as
termination reason, 196unethical behavior, 122,
273 – 275, 321unionized organizations,
110, 339units of time measure, 200unknown risks, 266unplanned training
environments, 262updates
change request status, 249, 338
Conduct Procurement process, 269
enterprise environmental factors, 111
organizational process assets, 101, 248, 338
project management plans, 178
risk management plans, 266schedule baselines, 181schedules, 344
Vvalue systems in conflicts, 262variables in scatter diagrams,
43, 184variance activities, resource
leveling for, 256variance analysis
Control Schedule process, 180
Control Scope process, 330 – 331
description, 181process, 337for risk, 267schedule, 180
variance formulas in EVM, 29vendor conferences, 118verb-noun format for
processes, 25 – 26verbal communication, 266
169766bindex.indd 369 12/12/11 11:12 AM
370 verification – zero sum (win-lose) rewards
verificationconfiguration, 171decomposition, 329
Verify Scope processdescription, 329inspection, 178, 330 – 331Monitor and Controlling
process group, 124, 341
vs. Perform Quality Control, 329
purpose, 104, 177violations of Code of Ethics
and Professional Conduct, 198 – 199
virtual teams, 110, 185, 262
Wwalkthroughs, 347WBS. See work breakdown
structure (WBS)weighting systems
Conduct Procurements process, 345
description, 41
win-lose (zero sum) rewards, 111 – 112
win-win situations, 112, 340withdrawing/avoiding conflict
resolution technique, 350withholding information, 123work, dividing, 331work authorization systems,
42, 323work breakdown structure
(WBS)component, deliverable, and
work items in, 252contents, 321creating. See Create WBS
processdecomposition tool,
103 – 104description, 171dictionary, 253Project Scope Management
knowledge area, 102purpose, 176, 328task responsibilities in, 172templates, 177terms, 27for work to be done, 177
Work Instructions process, 245work items in WBS, 252work packages, 36work performance information
deliverables, 189Perform Integrated Change
Control process, 250project management
plans, 99work performance
measurements, 174, 342work products, copying, 274work remaining formula, 342work results, controlling,
42 – 43working models, 177written communication
techniques, 188, 272
Zzero sum (win-lose) rewards,
111 – 112
169766bindex.indd 370 12/12/11 11:12 AM