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computer-based training, 185-186
computer report generation, 179
computer simulations, 178
conceptual planning, 48
constraints, in project initiation documentation, 16
contingency planning, 89-95
guidelines for, 94-95
trend analysis of, 144-150
contingency utilization trends, 149
tracking of, 144-150
control
benefits of project plan for, 111-112
five-step model for, 116-130
formal and informal, 112-116
model for, 109-131
problem solving in, 121-124
project team members™ role in, 131
techniques for, 132-153
transition from planning to, 109-111
corporate change, 105
corporate image, 13-14
cost line graphs, 89, 92, 138, 140
cost objectives, alteration of, 44
cost performance assessment, 159-161
cost performance index, 161
cost
change caused by problems with, 106
client-driven change in, 103
computer documentation of, 179
revisions of, 128-129
trend analysis of, 144
cost spread sheet, 89, 90-91
credibility authority, 27
critical path, 66-67
breakdown of activity of, 79
expediting activity of, 86
removing activity from, 86
critical path analysis, 66-70, 134-138
critical path compression, 77-79
cycle of funding and project
initiation, 7
data collection, 131
mechanisms for, 117-118
in problem solving, 122
sources for, 118
deadlines, 4
dependency analysis, 62
validation of, 65
design change, 96-97
detailed planning, 48-51
direct line authority on team, 27
divisional change, 105
earned value, 154, 165-171
earned value model, 154-171
effort estimates, 59
emotional needs in directing project, 28-29
Environmental Protection Agency, changes instituted by, 104
environment-induced change, 105-106
estimates, 41
definition of, 66
negotiating revisions to, 43
estimating techniques, 66
European Economic Community, 104
experience/knowledge authority, 26
externally driven change, 105
fast tracking, 79-86
finish-to-start relationships, altering, 79-85
flexibility, of project product, 13
float time, 69, 71
shifting tasks within, 86
forecasting model, 66
forecast reports, 120
formal project control, 112
compared with informal control, 114-115
performance of, 113-114
relative effectiveness of, 115-116
functional manager, 87-88
Gantt chart, 71-73, 134, 135-137
on-screen, 177
go/no-go decision, 45
governmental change, 104
Harrison, F L (Advanced Project Management), 33-35
historical files, 53
image, corporate, 13-14
impact report, 16, 120-124
influence, requirements for, 29
informal project control
benefits of, 112-113
compared with formal control, 114-115
relative effectiveness of, 115-116
In Search of Excellence (Peters, Waterman), 112-113
institutional change, 104-105
integrated project plan, 36-38
internally driven change, 105-106
interviews, with client, 14-15
job title authority, 27
judgmental finish-to-start relationships, 80-85
labor budget approach of measuring milestones, 156
leader, formal, 22
listening behaviors
nonverbal, 25-26
verbal, 24-25
maintainability of project, 12
management
communication with, 129-130
keeping informed on project change, 129-130
project reports for, 153
status report information for, 120
support of, 172-192
mandated authority, 27
mandated target dates, 77-86
mandatory finish-to-start relationships, 79-80
manufacturability, 12-13
materials, use of, 13
milestones, 154-156
budgeted costs for scheduled versus performed, 159
budgeted costs vs. actual cost of performed, 159-161
multiproject resource allocation, 179
multiproject status reports, 129
Mythical Man-Month, The (Brooks), 33
national institutional regulators, 104
need, criteria for initiating project, 6-7
negotiating skills, 29-30
network, project, 60-65
network diagram, on-screen, 176
nonverbal listening behavior, 25-26
objectives, 9-10, 42-43
of client, 14
development of, 54-55
negotiating revisions to, 43-45
on-the-job training, 187-189
operability, 12
overtime, 33-35, 86
pecuniary authority, 27
performance requirement, 11-12
performance appraisal review authority, 27
performance feedback, 28
personality-based authority, 27
personnel changes, 97
Peters, Tom (In Search of Excellence), 112-113
planning horizon, 52
planning techniques, 58-95
politically driven change, 105
power, 28-29
preliminary plan, 42-43
problem/opportunity statement, 15
problems
definition of, 121-122
sources of, 122
problem solving, steps in, 121-124
productivity, 33-35
project
creating context for, 15
criteria for initiation of, 6-7
defining requirements of, 11-14
definition of, 1, 39-40
estimation and scheduling of, 40-41
initiation of, 6-16
management of change in, 96-108
modeling of, 40
objectives of, 9-10
parameters of, 10
performing segments of, 4
preparing initiation documentation for, 15-16
resource leveling within, 86-87
project baseline changes, 101-108
project communication meetings, 54-57
project control, 5
techniques for, 132-153
project control model, 109-131
project fast tracking, 79-86
project management, 1-5
definition of, 2
reselling benefits of, 111
support of, 172-192
project management software, 183-184
project manager, authority of, 26-28
project notebook, 111-112
project objectives, 10
project plan
and actual results, 120-127
analysis and publishing of, 47-48
balancing of, 45-47
benefits of, 111-112
effective, 57
facilitation of, 53-57
five-step model of, 38-48
integrated, 36-38
key business applications of, 77-95
model for, 36-57
obtaining sign-offs and freezing of, 110-111
revision of, 95, 127-129
techniques for, 58-95
transition from, to control, 109-111
validation of, 110
project team, 5
adding resources to, 33, 34
assembling of, 17-18
attaining and using power in, 28-29
communicating plan in, 23-26
defining and documenting member commitment of, 18-20
dependencies and durations of, 56
development of organization of, 55
influence on, 29
information for, on status reports, 119
management support for, 23, 31-35
negotiation in, 29-30
orienting and preparation of, 54
overtime and, 33-35
performance feedback in, 28
project manager in, 26-28
responsibility matrix in, 20-21
techniques for development of, 22-23
turnover in, 32
use of coercion in, 30-31
quality, as project requirement, 11
quantity, as project requirement, 11-12
regulatory compliance, as project requirement, 13
regulatory-driven changes, 104-105
reliability, as project requirement, 12
requirements, 11-14
change in, 96
resource calendars, 178
resource-constrained scheduling, 176
resource leveling, 86-88, 177
resource loading, 73-77
chart for, 138, 139
status report of, 138, 141-143
resources
analysis of, 77
assignment of additional, 85-86
change caused by demands on, 106
commitment of, 38
on-screen utilization of, 177
oversupply of, 87-88
pool of, 86-87
requirements of, in project initiation documentation, 16
revisions of, 128
risk factors in, 94
in software support, 176
solving utilization problems of, 88
resource trend analysis, 148
responsibility matrix, 20, 21
risk assessment, 89-95
risk factors, 89
identification of, 94
in project initiation documentation, 16
rolling wave planning, 51-53
schedule, 37
client-driven change in, 103
on-screen, 177
preparation of, 45
production of, 56-57
revisions of, 94, 106, 128
risk factors in, 94
tracking progress of, 178
schedule performance interpretations of, 159
schedule performance index, 161
sehedule status report, 138, 141-143
scheduling, 40-41, 71-73
flexibility of, 183
resource-constrained, 176
through first planning horizon, 52
scope, 15
change in, 97-101
client-driven change in, 101-103
development of, 54-55
risk factors in, 94
senior management reviews, 153
simulation training, computer-based, 186-187
skills inventory matrix, 18-20
software support, 172, 173-174
current trends in, 182-184
data export from, 180
direct costs of, 175-176
graphics/plotter in, 179
key features of, 174-181
micro/mainframe connection in, 180
output device support of, 184
pricing of, 175
resource availability and allocation in, 176
resource-constrained scheduling in, 176
speed of, 182
system linkages in, 184
total resources of, 175-176
tracking schedule progress in, 178
user manual for, 180-181
vendor support for, 180
windows in, 180
work breakdown levels in, 177-178
statement of work, 10
status, update of, 117
status report, 132-134
charts and graphs in, 134-143
design and production of, 132-150
format for, 132
for management, 129
questions for, 118-119
trend analysis in, 144-150
status reporting forms, 118-120
status review meetings
agenda for, 151-153
conducting of, 151-153
defining objectives of, 150-151
preparing for, 150-151
Stein, Gertrude, last words of, 6
strategic planning, 48-53
subprojects, 179
support, 172
administrative, 189-191
political aspects of, 191-192
software, 173-184
training, 184-189
survivability, 12
target dates, mandated, 77-86
task estimates, 41-42
task identifiers, 65
task list, 4
team communication plan
building of, 23-24
skills for, 24-26
team development techniques, 22-23
team members
defining and documenting of commitment of, 18-21
keeping informed, 23
poor performers, 31-32
role of, in controlling process, 131
search for prospective, 18
status report information for, 119
team resource analysis, 77, 82-84
team resource availability, 82
team spirit, 22
technical objectives, 3-4, 10
definition of, 37
development of reduced set of, 44
technological changes, 97, 105-106
temporary help, 86
time estimates, 67-69
top-down planning, 48-52
trade-offs, negotiation of, 124-127
training support, 172-173, 184-185
computer-based simulation training in, 186-187
computer-based training of, 185-186
on-the-job training in, 187-189
trend analysis, 144-150
urgency, creating sense of, 116
variance, acting on, 124-127
verbal listening behaviors, 24-25
Waterman, Bob (In Search of Excellence), 112-113
weighting techniques, 156
work, determining value of, 5
work breakdown levels, in software support, 177-178
work breakdown structure (WBS), 4, 17, 58-60, 182
categories for work assignments in, 59
development of, 48-49, 54-55
in project plan, 38


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