Index
Hans Mikkelsen
(PRODEVO Consulting, Aalborg University, Denmark)
Jens O. Riis
(Aalborg University, Denmark)
ISBN: 978-1-78714-830-7, eISBN: 978-1-78714-829-1
Publication date: 10 October 2017
This content is currently only available as a PDF
Citation
Mikkelsen, H. and Riis, J.O. (2017), "Index", Project Management, Emerald Publishing Limited, Leeds, pp. 789-816. https://doi.org/10.1108/978-1-78714-829-120171017
Publisher
:Emerald Publishing Limited
Copyright © 2017 Emerald Publishing Limited
INDEX
Acceptance process
, 101–102
Action-oriented uncertainty
, 67
Action plan
, 127, 249, 354, 464, 467
Activity and event logbook
, 696
Activity and time control
, 669–683
activity planning
, 670
critical chain
, 677–678
cyclogram
, 681
Gantt chart
, 678–681
rolling work planning
, 670–674
scheduling
, 675–677, 682–683
Activity overlap, rules for
, 687
Administrator
, 212, 271, 657
Agile company development
, 336, 342
elements of
, 374
framework for
, 374–375
portfolio management
, 376–377
projects
, 375
principles of
, 375
resources
, 377
Agile project management
, 23, 74, 78, 139, 141, 142, 222, 317, 386, 523, 538, 556
competent and empowered project team
, 570–572
direction and coherence
, 561–562
flow and speed
, 563–570
simplification and improvement
, 572–575
topicality
, 560–561
users on board
, 562–563
value and quality
, 557–560
Agile thinking
, 139–142, 348, 374
Agreement logbook
, 696
Ambition, managing level of
, 78
American GERT/GAN
, 464
Anchorage in the user organization
, 152, 170–174
APM BOK
, 35, 422–424
Appreciative inquiry
, 629, 631, 632
Architect
, 149, 162–163
Authority
, 90, 156, 189, 197–198, 206, 241, 263–264, 591–592, 614, 646, 649
Basic models and situational approach
, 32
Beginning of a project
, 133–134
Behavioral competency
, 652, 655–656
Benefit goals
, 442–446, 452, 453
Benefit management
, 403–404
Bidding phase
, 143, 722
Black-box description of a system
, 750
Blog
, 693
BOT projects (Build, Operate, Transfer)
, 147
Bottom-up planning strategy
, 355–356
Briefing meetings
, 225
Budget
, 57, 81, 270, 325–330, 721, 725, 727
Budget control
, 325, 327–329, 722, 725–727
Buffer management
, 678
Business and entrepreneurial perspective, of project
, 26
Business development and value creation
, 401
aligning partners’ business interests
, 403
benefit management
, 403–404
business modeling
, 402
visioneering
, 402
Business development projects
, 16, 100, 154
environment
, 17
project management
, 17–18
project task
, 16–17
resources
, 17
stakeholders
, 17
Business modeling
, 402
Buyer–supplier situation
, 192–193
Capacity calculations
, 719–720
Career ladder
, 273
Cascade model of a production group project
, 94
Cash flow
, 329
Cause-and-effect diagram
, 199, 741, 744
Cause-effect analysis
, 634
Challenges, project. See Project challenges
Change logbook
, 695–696
Change management
, 44, 100, 104, 172, 174, 261, 392
management of development initiatives
, 399–401
and project management
, 395–398
renewal project and change, relationships between
, 394
total change process
, 395
Change process
, 19, 38, 42, 43–44, 97, 99–101, 104–105, 120, 173, 174, 368, 396, 526
change analysis
, 530–531
change task
, 531
considering the approach
, 526–530
course of action as
, 122–124
four tasks of
, 100
influence and engagement
, 532–534
Kotter’s eight points in
, 123
project as part of
, 42–45
Characteristics of project
, 204, 244, 415
models of project management functions
, 422–426
portrait
, 415–421
Circular working mode
, 12–15
Circular work pattern
, 233–234
“Circular” planning process
, 13, 14
Closing the project
, 136–137
Coach
, 369, 630–631, 634
Coalition model
, 40, 41, 434
Collaborative behavior
, 603
Collective learning
, 27, 33, 101, 249–250, 408, 629, 630
Co-management
, 154, 269, 274, 275, 276, 571
Commitment to the project work
, 220
Committed costs account
, 328
Communication
, 19, 174, 208, 215–216, 261, 310, 398, 462, 571, 621
Communication place
, 691, 693
Communication plan
, 230, 624–626
Communication system, for project control
, 301
documentation
, 302
issue management
, 303
project control file
, 301–302
project info-room
, 302
Company and organizational development projects
, 18
environment
, 19
project management
, 19
project task
, 18
resources
, 19
stakeholders
, 19
Company competency
, 230
in joint reflection
, 640–641
Company organization, interaction with
, 590
double-sided authority relationship
, 592–593
permanent authority overlap
, 592
project organization as separate department
, 593–594
temporary authority overlap
, 591–592
traditional organization with unambiguous responsibility structure
, 591
Company project model
, 32–33
Competencies
, 49, 250, 570, 627–629, 652, 655
development
, 652
of project management
, 36–37, 653
requirements
, 267–273
Competency center
, 378–379
Competency development
, 37, 49, 227, 250, 257, 344, 379, 392, 406, 652, 653
as step-wise process
, 410–411
Competency-gap analysis
, 571
Competency organization
, 196, 227–229, 250–251, 408
Competency Profile Form
, 658
Completed project, evaluation of
, 301
Completion of project task
, 134
Completion plan
, 702
Complex competency
, 249
Complexity, dimensions of
, 45, 53, 69, 70, 233
Complexity, handling
, 233
circular work pattern
, 233–234
concept thinking
, 235–236
creation of shared pictures in workshops
, 237
elevator model
, 234–235
interplay between holism and details
, 234
use of models for dialog
, 237
visualization and experience
, 236–237
Complexity syndrome
, 84
Complex project, controlling
, 297–299
Computer-based simulations
, 236
Concept-based phase model
, 118, 125
Concept development
, 129, 186, 275, 309, 453, 511, 512, 514–516, 522–524, 555, 562, 565, 751, 758
Concept documentation
, 453, 454, 456
Concept thinking
, 235–236
Concretization process
, 94, 120
Condition-oriented uncertainty
, 67
Conditions for project management
, 267
Configuration management (CM)
, 306, 775–777
change control
, 776–777
design review
, 776
identification of configuration
, 775
reference basis
, 776
Conflicts, dealing with
, 609–616
reactions to conflict situation
, 613
Construction cost, percentage of
, 735
Consultants
, 129, 167–168
Contracting
, 733–737
contract administration
, 736–737
types of contracts
, 735–736
types of delivery
, 733–735
Contract management
, 330–332
Contract manager
, 255
Contract orientation
, 137
Control, of project work
, 669
activity and time control
, 669–683
analysis of problems and needs
, 737–750
configuration Management (CM)
, 775–777
contracting
, 733–737
cost control
, 721–730
failure modes and effects analysis (FMEA)
, 772–775
imposed effects
, 769–772
issue management
, 694–695
logical framework
, 750–755
materials control
, 731–733
network planning
, 683–689
performance measurement (PM)
, 704–709
product/system specification
, 758–759
progress measurement
, 697–704
project info-room
, 689–694
project logbooks
, 695–697
quality assurance
, 759–765
Quality Function Deployment (QFD)
, 766–769
resource control
, 715–721
status report and management report
, 709–714
utility values and benefits
, 756–758
Control functions and processes, of project planning
, 285
Control meetings
, 597–598, 599
Control of results
, 303
product and quality
, 304–310
utility value
, 304
Control task stems from uncertainty
, 285–287
Cooperation in the project organization
, 201, 595
authority of the project group
, 206–207
communication plan
, 624–626
cooperation with interested parties/stakeholders
, 223
communication plan
, 230
cooperation with norm-setting parties
, 229
cooperation with resource organization
, 227–229
cooperation with users
, 224–227
management attention
, 223–224
neighbors and spectators
, 229
co-play
, 203–205
dealing with conflicts
, 609
disagreements
, 610–616
decision process
, 616, 619–623
decision model
, 617
four basic ideas
, 617–618
garbage-can model
, 618–619
five elements of cooperation
, 207–209
good teamwork
, 602
during
, 606–608
ending
, 609
start
, 604
learning
, 245–251, 626
across projects
, 636–641
collective learning
, 629
during the project
, 630–636
individual learning
, 629
organization’s project competencies
, 627–629
meetings
, 595
control meetings
, 597–598, 599
launch meetings
, 596
meeting minutes
, 598–602
work meetings
, 595–596, 597
norms for cooperation
, 206
project organization maturity
, 239
group values
, 244
stages in group development
, 242–244
project team, cooperation in
, 207
meetings
, 216–218
project room
, 215–216
work intensity
, 218–222
work patterns
, 209–215
project work
, 230
decision process and limited rationality
, 230–233
fields of tension
, 238–239
handling project complexity
, 233–237
steering committee’s work patterns
, 222–223
Cooperation on the project
, 168
anchorage in the user organization
, 152, 170–174
change management
, 174
management contribution
, 152, 169–170
professional contribution
, 151, 169
stakeholders and influence
, 152, 174–179
Cooperation place
, 691
Coordination
, 92, 127, 168, 184, 208
Coordination and control schedule
, 313, 314, 534
activities
, 539–541
activity responsibility
, 541
approach
, 537
documenting plan
, 547–548
milestone planning
, 543–547
milestones
, 537–539
schedule
, 541–543
work paths
, 535–537
Coordination group
, 168, 192–193
Co-play
, 203–205
Core team
, 270
steering meeting
, 672
Correspondence logbook
, 696
Cost control
, 327–329, 721–730
activities
, 728
budget
, 725
budget control
, 725–727
cost estimation
, 721–722
project accounts
, 727
successive calculation
, 723–725
Cost drivers
, 307, 770
Cost estimation
, 721–722
Cost plus contribution margin
, 735
Course of action
, 11, 38, 40, 80, 87, 94–96, 98, 107–110, 113, 114, 115, 117, 119, 120, 121, 124, 142, 275
Agile and Lean project management
, 139–142
aspects of preparing a master plan for
, 128
as a change process
, 122–124
choice of
, 110
closing the project
, 136–137
complexity
, 109
concept-based phase model
, 118
course as decisions
, 114–117
detailed planning
, 127–129
dilemma, planning
, 131–133
formal start of the project
, 136
four-perspective model
, 112
entrepreneurial/business perspective
, 113
organizational perspective
, 113
political perspective
, 114
technical perspective
, 112
holistic project planning
, 124–125
hospital catering system
, 92–93
industry-based phase model
, 117–118
iterative approach
, 118
deliveries for each stage
, 118
development with solution experiments
, 118–119
explorative processes
, 119
maneuverability
, 137–139
new business, developing
, 94–95
planning events during the project
, 125–127
pregnant women, healthy food for
, 90–91
product-determined phase model
, 117
production groups, introduction of
, 93–94
project processes
, 96
dealing with environment
, 106
management processes
, 106–107
related to application and operation of project result
, 105–106
related to the project task
, 97–105
project task, structuring
, 108–109
relationship to other rhythms
, 142–143
standard phase model
, 119–122
technical equipment, delivery of
, 91–92
theater performance, creating
, 95–96
typical life cycle for internal renewal initiative
, 129–131
Course-of-action models
, 504
classic models
, 505–507
concept-based approach
, 507–512
closing phase
, 518
concept development phase
, 512–516
implementation phase
, 516–517
operations and use phase
, 517–518
iterative development
, 522–525
parallel streams model
, 518–520
step-wise development and implementation
, 520–521
timebox approach
, 521–522
version stages
, 522
Critical chain
, 316, 677–678
Critical line
, 316, 548, 688
Culture in the project group, evaluating
, 607
Cyclogram
, 681, 682
Daily morning meeting
, 673
Deadline trend
, 700, 701
Decision group
, 19, 157–160
Decision makers
, 73, 230, 232, 240–241, 623
Decision minutes
, 599
Decision part of the project organization
, 151, 155–160
Decision process
, 616, 619–623
activities in
, 621
decision model
, 617
four basic ideas
, 617–618
garbage-can model
, 618–619
and limited rationality
, 230–233
Decisions during the project
, 116, 289, 482
Decision tree
, 464, 466, 738, 741
Definitions of a project
, 5
Delimitation strategy
, 117
Delivery, types of
, 733–735
Delivery of work
main delivery
, 331
systems delivery
, 331
technical/professional delivery
, 331
Delivery projects
, 135, 136, 142, 156, 157, 159, 170, 171, 173, 181, 297, 344, 393, 513, 520, 525
Design for value
, 770–771
Design-to-cost (DTC) method
, 308, 309, 771–772
Desirable properties
, 78
Detailed planning
, 121, 126, 469, 548
of course of action
, 127–129
Development conversations
, 638–639
Development of project management
, 383
1970s – planning
, 383–384
1980s – organization
, 384
1990s – management
, 385
2000s – professionalism
, 385–386
2010s – multi-perspective leadership
, 387
challenges for projects
, 387
Development task
, 212, 391, 747
Deviation report
, 711–712
Disagreements
, 239, 609–610, 611–614
characterizing
, 610
dealing with
, 611–616
reasons for emotional tension
, 611
Diversity
, 429
Documentation
, 302, 454
Documentation place
, 690
Double-sided authority relationship
, 592–593
Dreyfus & Dreyfus’ model
, 37, 410, 411
Dulewitz and Higgs Company Model
, 663
Elevator model
, 234–235
“Embrace change”, principle of
, 74
End-users
, 20, 63, 225
Energy creators
, 221
Energy killers
, 221
Engagement interview
, 588
Entrepreneur
, 657
Entrepreneurial/business perspective, of project
, 113
Entrepreneurial picture
, 416, 417, 420
Environment, project. See Project environment
Event logbook
, 696
Expectation account
, 328
Experience-based methods
, 715, 716
Experience competency
, 653
Explicit knowledge
, 248–249
Explorative change strategy
, 124
Explorative processes
, 119
Externalizing
, 248
Failure modes and effects analysis (FMEA)
, 772–775
Field of tensions
, 10, 206, 208, 238–239, 243, 278
Financial control
, 323–325
cost control
, 327–329
financing the project
, 329–330
project costs and budget
, 325–327
First to do
, 80–81
First to see
, 80
First to think
, 79–80
Five-by-five model
, 6, 7, 96–97, 175, 237, 284, 469
of control functions
, 489
detailed planning
, 469
overall planning
, 469
project environment
, 10
project management
, 11
circular working mode
, 12–15
leading and managing the project
, 11
learning
, 12
master plan and course of action
, 11–12
organization and collaboration
, 12
points of attention
, 12
project task
, 8
content and extent of
, 8
goals and products
, 8
implied change
, 8–9
need and benefit
, 8
time frame
, 9
resources
, 11
as a scorecard
, 713
stakeholders
, 9–10
5C Model
, 47, 207–209
“Fixed deadline-fixed price” contract
, 138–139
Fixed price
, 139, 331, 733
Formal start of the project
, 136
Forming and defining the project
, 427
analysis of interested parties
, 433–441
analysis of uncertainty and risk
, 456–467
project challenges
, 427–432
project values and goals
, 442–453
solution concept
, 453–456
Forming the project
, 75–77
Forward-oriented follow-up
, 293–297
Forward reporting
, 292
Free slack
, 688
Functions, description of
, 743–748
Function tree
, 746, 747
Future of project management
, 381
business development and value creation
, 401–404
change management
, 392–401
changing organizational forms
business processes, increased focus on
, 391–392
project-working mode
, 388, 390–391
silo companies or network companies
, 389–390
learning and knowledge sharing
, 404–408
Future situation
, 30–32
Gantt chart
, 547, 678–681, 684–685, 689, 699–700
Gap analysis
, 743, 745
Garbage-can model
, 618–619
Generalist project manager
, 269–270
Globalization
, 216, 691
Goal/point of departure, best practice as
, 34–35
Goals
, 8, 30, 49, 442–453, 713–714, 739, 754
benefit
, 444–445, 452
clear goal
, 443
common goals
, 208, 443
description of
, 448–449
implementation
, 448
picture
, 442–443
process
, 448
product
, 446–447
strategy goals versus project goals
, 367
utility
, 401
Goals/means tree
, 739
Good teamwork
, 602
during
, 606–608
ending
, 609
start
, 604
Good work plan, characteristics of
, 674–675
Grant-funded projects
, 329
Groupthink
, 204
Group values
, 244
Healthy food for pregnant women
, 90–91
Hierarchical influence diagram, example of
, 739
Holism and details, interplay between
, 234
Holistic project planning
, 124–125
Hospital catering system
, 92–93
Humanistic change strategy
, 124
Illustration methods
, 685
Implementation goals
, 448
Imposed effects
, 306, 769–772
design for value
, 770–771
design to cost (DTC)
, 771–772
life cycle cost (LCC)
, 769–770
value analysis
, 772
Inappropriate group culture
, 205
Independent project organization
, 149
Independent slack
, 688
Individual learning
, 249–250, 629
and developing competencies
, 630
Industry-based phase model
, 117–118
Influence diagram, example of
, 740
Influence tree
, 738–739
Initiation part of a project
, 134
Instability
, 71, 429
Integrated project work
, 212, 214
Integrated teamwork
, 307
Integrator
, 657
Intensive work patterns
, 219
Interested parties, analysis of
, 433–441
analysis of change
, 438–439
analysis of tensions and coinciding interests
, 439–440
coalition model
, 434
identification of the parties
, 435–436
position analysis
, 436–438
sociogram
, 440–441
Interface management
, 21, 23, 462
Internal company development projects
, 153, 271, 338–339, 340
Internalizing
, 249
Internal renewal initiative, typical life cycle for
, 129–131
IPMA (International Project Management Association)
, 35, 409, 422, 424–425
Iron triangle
, 57
Issue management
, 303, 694–695
Iterative approach
, 118
deliveries for each stage
, 118
development with solution experiments
, 118–119
example of
, 524
explorative processes
, 119
principle of
, 523
Joint competencies
, 640
Joint decision-making
, 347, 620
Joint venture and network
, 193
Key performance indicators (KPIs)
, 397, 404
Knowledge database
, 639
Knowledge sharing
, 408, 637, 639
in competitive environment
, 407–408
joint perception
, 639
Kotter’s eight points in a change process
, 123
Large projects
, 415
Launch meetings
, 596
“Lead by trust”
, 274
Leadership
, 253
competency requirements
, 267–273
mastering paradoxes
, 277–278
personal leadership
, 264–267
project manager’s place in the organization
, 278
project manager’s task
, 257
basis for project management authority
, 263–264
leadership versus administration
, 262–263
many disciplines and coherence
, 260–261
project management and change management
, 261
top management
, 273–277
Leading and managing the project
, 11
Lean project management
, 293
Lean thinking
, 139–142
Learning
, 12, 245–251, 626
across projects
, 636–641
central elements
, 247
individual and collective learning
, 249–250
reflection and experimenting
, 247–248
tacit and explicit knowledge
, 248–249
collective learning
, 629
competencies
, 246–247
competency organization
, 250–251
during the project
, 630–636
environment
, 637
individual learning
, 629
and knowledge sharing
, 404
competency organization
, 408
knowledge-based systems and organizational learning
, 406–407
knowledge sharing in competitive environment
, 407–408
planning as social process
, 405–406
reflective and experimenting project manager
, 405
means
, 250
organization’s project competencies
, 627–629
recognition and
, 79–81
Learning diary
, 633–634
Learning groups
, 638
Life cycle cost (LCC)
, 308, 721, 769–770
Life-cycle economy
, 324
Line of balance technique
, 701–702
Logbooks
, 667, 695–697
activity and event
, 696
agreement
, 696
change
, 695–696
correspondence
, 696
event
, 696
negotiation
, 696
problem
, 695–696
technical
, 697
Logical framework
, 750–755
Management and control competency
, 653–655
Management attention
, 41, 223–224, 397
Management contribution to the project organization
, 152, 169–170
Management part of the project organization
, 151, 153–155, 512
Management processes
, 97, 106–107
Management report
, 709–714
Management tasks
, 48, 154, 266
Management triad
, 401
Managerial grid
, 660, 662
Managers of change
, 171–172
Maneuverability
, 48, 125, 137–139, 287–289
unexpected events and improvisation
, 290
Man-hour consumption
, 445, 720–721
Master plan and course of action
, 11–12
Materials control
, 322–323, 731–733
Matrix organization
, 278
in new product development department
, 593
in technical manufacturing company
, 592
Maximum price
, 735
Mechanistic organization
, 187
Meeting minutes
, 598–602
Meetings
, 216–218, 595
control meetings
, 597–598, 599
daily team meeting
, 568
launch meetings
, 596
meeting minutes
, 598–602
work meetings
, 595–596, 597
Mentor
, 631
Method competencies
, 652–653
Methodical risk analysis
, 457–458
Micro-managing
, 194
Milestone meeting
, 670, 673–674
Milestone plan
, 315, 543, 596, 700
Milestone report and deviation report
, 711–712
Mission
, 59, 79, 82–83
Mission determining the project
, 82–83
Muddling through
, 231
Multi-disciplinary cooperation
, 214–215
Multiplicity
, 70
Multi-project management
, 335
Agile company development
, 371
Agile projects
, 375
framework for
, 374-375
portfolio management
, 376–377
resources
, 377
myriad of development projects
, 337–342
program and program management
, 359–363
information system
, 370–371
organizing
, 367–370
program, preparation for
, 363
strategy goals versus project goals
, 367
strategy to projects
, 364–367
project office
, 378
competency center
, 378–379
planning and control office
, 378
projects organization in portfolio
, 342–344
development portfolio, forming
, 349–350
interrelationships among development projects
, 344–345
orchestration forms
, 356–357
planning and control of portfolio
, 357–359
portfolio of development initiatives, prioritizing
, 345
strategy and development projects, connection between
, 354
Mutual interplay in the project organization
, 189–190
Mutual problem solving
, 614
Myers–Briggs type indicators
, 83, 659
Necessary properties
, 78, 521
Need orientation
, 137
Negotiation logbook
, 696
Neighbors and spectators
, 229
Network companies
, 389–390
Network planning
, 547, 683–689
analysis of
, 689
illustration methods
, 685
process diagram, construction of
, 685–687
schedule, calculating
, 687–689
Network projects
, 194
New business, developing
, 94–95
Nice-to-have properties
, 78, 447, 521
Norm-setting parties, cooperation with
, 229
Opaqueness
, 70, 428
Openness strategy
, 116–117
Operating organization, adjoining with
, 81
Operational organization, change capability in
, 103–104
Opinion makers
, 173–174
Opportunistic budget
, 326
Opportunity orientation
, 137
Optimistic budget
, 325
Orchestration forms
, 356–357
Organic organization
, 187
Organigram
, 581
Organization, project
arranging
, 577–583
basic pattern of
, 579
as separate department
, 593–594
Organizational forms, changing
, 388
business processes, increased focus on
, 391–392
project-working mode
, 390–391
silo companies/network companies
, 389–390
Organizational learning
, 196, 594
central elements in
, 247
individual and collective learning
, 249–250
reflection and experimenting
, 247–248
tacit and explicit knowledge
, 248–249
knowledge-based systems and
, 406–407
Organizational perspective, of project
, 26–27, 113
Organizational picture
, 416, 418, 420
Organization of operations
, 63
Organization theory
, 36, 39
Organization’s project competencies
, 627–629
Organizing a project
, 12, 145
basic pattern
, 151
decision part
, 151, 155–160
management part
, 151, 153–155
working part
, 151, 160–168
cooperation on the project
, 168
anchorage in the user organization
, 152, 170–174
change management
, 174
management contribution
, 152, 169–170
professional contribution
, 151, 169
stakeholders and influence
, 152, 174–179
designing
, 179
development and adjustment of the project organization
, 186–191
planning
, 180–183
trust and control
, 183–186
dismantling
, 190–191
supplementary organizational forms
, 191
competency organization
, 196
organizing parallel projects
, 195–196
project organization with several partners
, 192–195
Ovalogram
, 741
example of
, 742
symbols and drawing rules for
, 743
Overall planning
, 469, 470, 471
Overall project head
, 156, 158, 160
Paradoxes, mastering
, 277–278
Parallel projects, organizing
, 195–196
Participants, project
, 163–168, 174
appointment of
, 166–167
Partnering agreements
, 331
Partners’ business interests, aligning
, 403
PASS
, 464
Payment account
, 328
Performance measurement (PM)
, 704–709
Performance measurement system (PMS)
, 708
Permanent authority overlap
, 592
Personal leadership
, 264–267
competency
, 264
Personal meeting minutes
, 602
Persons
, 63
Perspectives of project
, 25, 33–34
business and entrepreneurial perspective
, 26
organizational perspective
, 26–27
political perspective
, 27
technical perspective
, 26
PERT planning method
, 677, 682
Planning and control office
, 378
Planning dilemma
, 131–133
Planning events during the project
, 125–127
Planning model
, 469, 472–473
anchoring of project and plan
, 488–489
approach and plan
, 482
control and management
, 488
forming the project
, 481
interested parties around project and product
, 476
organizing, manning, and cooperation
, 483–484
planning points in project process
, 470
planning process
, 471–474
points of special attention
, 486–487
project and product environment
, 478
project background and mission
, 474
resources, work effort, and economy
, 485–486
See also Project planning
Planning workshop
, 470, 553–556
Point-of-no-return
, 114, 138
Points of attention
, 12
Political activities to gain influence
, 615
Political change strategy
, 123
Political environment, projects in
, 23, 39–41
environment
, 24
project management
, 24–25
project task
, 24
resources
, 24
stakeholders
, 24
Political perspective, of project
, 27, 114
Political picture
, 416, 418, 420
Porter’s five forces model
, 237
Portfolio, organizing projects in
, 342
connection between strategy and development projects
, 354
bottom-up planning
, 355–356
top-down planning
, 354–355
development portfolio, forming
, 349–350
idea land
, 353
principles for
, 350–352
staging and organizing
, 352–353
four approaches to prioritizing portfolio of development initiatives
, 345
company situation
, 348–349
development activities in competition
, 346–347
dynamic coherence management
, 347–348
explicit rules for selecting activities
, 346
forming development activities in coherent clusters
, 347
interrelationships among development projects
, 344–345
management of development initiatives
, 356–357
planning and control of portfolio
, 357–359
Portrait of the project
, 28, 415–421
entrepreneurial picture
, 416, 417, 420
examples of
, 419
four pictures of the project
, 416
frame for
, 419
organizational picture
, 416, 418, 420
political picture
, 416, 418, 420
technical picture
, 416, 417, 420
Position analysis
, 437–438
Position properties
, 78
PPSOP model
, 61–64, 62, 99, 455
Practice, broad basis for
, 35–36
Predictable events
, 67
Pregnant women, healthy food for
, 90–91
Preoccupation with daily operations
, 83–84
Price per delivered unit
, 733
Price per resource unit
, 735
PRINCE2
, 422, 426
Problem interview
, 631, 632
Problem logbook
, 695–696
Problem matrix
, 742–743, 745
Problems and needs, analysis of
, 737–750
cause-and-effect diagram
, 741
decision tree
, 741
description of functions
, 743–748
gap analysis
, 743
goals/means tree
, 739
influence tree
, 738–739
ovalogram
, 741
problem matrix
, 742–743
relationship diagrams
, 741
system concept
, 748–750
tree diagrams
, 738
Problem-solving meetings
, 217
Problem-solving processes
, 231
Process diagram, construction of
, 685–687
Processes
, 96
dealing with environment
, 106
management processes
, 106–107
related to application and operation of the project result
, 105–106
related to the project task
, 97
acceptance process
, 101–102
change capability in the operational organization
, 103–104
change process
, 99–101
necessary competencies
, 102
product/system process
, 98–99
resistance to change
, 102, 103
suitable stages
, 104–105
understanding, process of
, 101
Process goals
, 448
Procurement guidelines
, 731–732
Producer
, 656
Product and quality, control of
, 304
imposed effects and value thinking
, 306–309
need and solution
, 304–305
quality management
, 309–312
scope and configuration
, 305–306
Product breakdown structure
, 314
Product-determined phase model
, 117
Product development projects
, 156, 169
phase model for
, 507
Product goals
, 446–447
Production groups, introduction of
, 93–94
Products
, 61
Product/system process
, 98–99
Product/system specification
, 758–759
Profession, project management as
, 408
competency development as step-wise process
, 410–411
profession needs
, 411–412
shift of paradigm
, 412–414
Professional contribution to the project organization
, 151, 169
Program and program management
, 359–363
information sheets for
, 380
information system
, 370–371
organizing
, 367–370
preparation for program
, 363
strategy goals versus project goals
, 367
strategy to projects
, 364
rhythm of realization
, 366–367
strategic readiness
, 364–366
Program scorecard
, 371
Progress curve
, 701
Progress measurement
, 697–704
Gantt chart, status in
, 699–700
line of balance
, 701–702
milestone plan, monitoring in
, 700
percentage done
, 698
progress curve
, 701
trend curve
, 700
valued step
, 698
work done
, 698
work effort and estimated remaining effort
, 698
Project accounts
, 727
Project administrators
, 264
Project challenges
, 427–432
analysis and prioritization of
, 431
as a basis for planning
, 428
description of project complexity
, 430
points of special attention
, 432
project conditions
, 431
Project committee. See Decision group
Project control
, 281, 332–333
communication system
, 301
documentation
, 302
issue management
, 303
project control file
, 301–302
project info-room
, 302
complex project, controlling
, 297–299
contract management
, 330–332
control functions and processes
, 285
control of results
, 303
product and quality
, 304–310
utility value
, 304
control task stems from uncertainty
, 285–287
culture
, 290–292
financial control
, 323–325
cost control
, 327–329
financing the project
, 329–330
project costs and budget
, 325–327
five-by-five project control model
, 284
forward-oriented follow-up
, 293–297
general control model
, 294
good activity control
, 291
Lean management
, 293
maneuverability
, 287–289
unexpected events and improvisation
, 290
materials control
, 322–323
project management reports
, 297
project testimonial
, 300–301
resource control
, 319
consumption of supplies
, 322
facilities and work conditions
, 322
monitoring resource consumption
, 321
resource planning
, 319–321
time and work control
, 312–314
monitoring progress
, 316–317
scheduling
, 315–316
speed
, 317–319
work planning
, 314
Project coordination tasks
, 261
Project coordinators
, 264
Project environment
, 6, 9, 10
business development projects
, 17
company and organizational development projects
, 19
projects in a political environment
, 24
technical oriented development projects
, 22
technical oriented repetitive projects
, 20
Project group
as a force field
, 166
special characteristics of
, 204
umbrella role for
, 159–160
Project info-room
, 302, 689–694
Project leader role
, 643–651
behavior
, 646–648
challenges for leading the team
, 648
checklist for project leader selection
, 647
delegation of tasks
, 649
general role descriptions
, 643–644
leading in a political milieu
, 650
management areas
, 644–646
measuring the project manager’s performance
, 650–651
project manager’s contract
, 648–649
requirements
, 646
Project leader’s competency
, 652–664
behavioral competency
, 655–656
experience competency
, 653
general behavioral models
, 656–662
management and control competency
, 653–655
match between project manager’s competency and style and the type of project
, 662–664
Project leader’s plan
, 665–668
Project management 2.0 systems
, 693, 694
Project management body of knowledge (PMBOK)
, 409, 422, 653, 655
“Project management by manual”
, 264
Project Management Institute (PMI)
, 35, 409, 422
Project management reports
, 297
Project manager
, 153–155, 160, 162, 163, 166
authority of
, 263–264
career
, 273
competence profile
, 657
contract
, 648–649, 651
focus areas
, 259
personal performance
, 650–651
required technical and professional competencies of
, 272
requirements for
, 269
role of
, 255–256
task
, 257
basis for project management authority
, 263–264
leadership versus administration
, 262–263
many disciplines and coherence
, 260–261
project management and change management
, 261
Project objectives
, 79
Project office
, 378
competency center
, 378–379
planning and control office
, 378
Project organization
, 3
arranging
, 577–583
basic pattern of
, 151–168, 579
designing
, 179–191
maturation
, 239–244
as separate department
, 593–594
stakeholders and influence in
, 174–179
Project participants
, 163–168, 174, 245, 339, 408
Project people’s competencies
, 638–639
Project planning
, 490, 492–494
dilemma of
, 132
holistic
, 124–125
model of
, 126
project control file
, 494–495
project owner’s project charter
, 491–492
See also Planning model
Project portrait. See Portrait of the project
Project processes. See Processes
Project responsible manager
, 223–224
Project room
, 215–216
Project scorecard
, 712–714
Project status report
, 710–711
Project structure. See Structuring the project
Project task
, 8, 56, 65, 97
acceptance process
, 101–102
additional analyses
, 74–75
business development projects
, 16–17
change process
, 99–101
company and organizational development projects
, 18
complexity
, 69
pro-active action against challenges
, 72–74
content and extent of
, 8, 56
four-perspective model
, 65–66
goals and products
, 8, 56–57
implied change
, 8–9, 57
necessary competencies
, 102
need and benefit
, 9, 56
operational organization, change capability in
, 103–104
product objectives
, 61
PPSOP model
, 61–64, 62
product/system process
, 98–99
projects in a political environment
, 24
resistance to change
, 102, 103
structuring
, 108–109
success criteria
, 64–65
suitable stages
, 104–105
technical oriented development projects
, 22
technical oriented repetitive projects
, 20
time frame
, 9, 57
uncertainty
, 66
chances and risks
, 68–69
understanding, process of
, 101
value creation
, 57–60
Project team, manning
, 583–588
Project team structure
, 580
Project teamwork
, 203, 302
Project values and goals
, 442–453
benefit goals
, 444–445
description of goals
, 448–449
goal picture
, 442–443
implementation goals
, 448
measuring results
, 451–452
process goals
, 448
product goals
, 446–447
value analysis
, 449–451
Project-working mode
, 3, 4, 5, 134, 390, 391
task orientation of
, 29–30
“Pull forces”
, 181
Pull principle
, 123, 561
“Push forces”
, 181
Push principle
, 123
Quality assurance
, 240–241, 310, 311–312, 759–765
actions
, 763–764
activity plan
, 759–763
review
, 764–765
test
, 765
Quality Function Deployment (QFD)
, 766–769
Quality management
, 309–312, 762
Question-and-answer dialog
, 13–14, 28
Realistic budget
, 325
Recognition and learning
, 79–81
Reference groups
, 226–227
Relationship diagrams
, 741
Renewal project, typical life cycle for
, 130
Renewal project and change, relationships between
, 394
Reports
, 297
Requirement specification
, 20, 559
Resistance to change
, 102, 103
Resource control
, 319, 715–721
capacity calculations
, 719–720
consumption of supplies
, 322
estimating resource effort
, 715–718
facilities and work conditions
, 322
monitoring resource consumption
, 321
planning resource load
, 718–719
resource planning
, 319–321
time sheet
, 720–721
Resource organization, cooperation with
, 227–229
Resources
, 11
business development projects
, 17
company and organizational development projects
, 19
projects in a political environment
, 24
technical oriented development projects
, 22
technical oriented repetitive projects
, 20–21
Responsibility charts
, 581–583, 584
Retelling minutes
, 599
Rethinking project management
, 45–46, 387
Rethinking Project Management movement
, 58, 387
Review
, 764–765
Risk breakdown structure (RBS)
, 461
Risk stones
, 467, 566
Rolling work planning
, 670–674
RPD method (research planning diagram)
, 464, 465–466
Schedule, calculating
, 687–689
Scheduling
, 315–316, 675–677, 682–683
Scorecard
, 712–714
S-curve
, 701
Secretaries
, 264
Self-created complexity
, 84–85
“Self-organized” project group
, 164
Self-sustaining learning processes
, 85–86
Shared pictures, creation of
in workshops
, 237
Shorthand minutes
, 600
Short-term planning
, 670
Silo companies
, 389–390
Situational approach, basic models and
, 32
Situational leadership
, 257, 662
SMART model
, 449
Socializing
, 248
Sociogram
, 440–441
“Soft” planning of a project
, 13
Solution concept
, 453–456
Special characteristics, of project management
, 256
Spectrum of different projects
, 25
Sponsor
, 170–171
Stakeholder expectations
, 64–65
Stakeholder involvement
, 176
compromise strategy
, 177
dominance strategy
, 176–177
harmony strategy
, 177
practical issues
, 179
in the project organization
, 177–178
Stakeholders
, 9–10
analysis of
, 433–441
business development projects
, 17
company and organizational development projects
, 19
projects in a political environment
, 24
technical oriented development projects
, 22
technical oriented repetitive projects
, 20
Stakeholders and influence
, 152, 174–179
Standard phase model
, 119–122
Start of the project
, 136
Start-up workshops
, 216
Status report
, 297, 709–714
Steering committee. See Decision group
Steering committee meetings
, 241
Steering committee’s work patterns
, 222–223
Steering meeting
, 672
Strategy, projects and
, 81–82
Structuring the project
, 495
combining structures
, 500–503
organizational affiliation, structuring
, 498–500
physical/geographical structure
, 498
in result functions
, 496–497
in systems
, 497–498
Structuring the project task
, 161
Subcontracting
, 212–214
Successive calculation
, 723–725
example of
, 724
formulas in
, 723
Successive time planning
, 683
Sunk costs
, 328
Supplementary organizational forms
, 191
competency organization
, 196
organizing parallel projects
, 195–196
project organization with several partners
, 192–195
Supplementary organizational units
, 153
Supplier and customer aspects, balance between
, 158–159
Suppliers and consultants
, 167–168
Support functions
, 155
SWOT analysis
, 463
System concept
, 748–750
Systems
, 62–63
System thinking
, 748–750
Tacit knowledge
, 248–249
Task orientation of project-working mode
, 29–30
Teacher
, 631
Team, empowering
, 274–275
Teambuilding
, 604, 605
Teamwork issues
, 605
Technical equipment, delivery of
, 91–92
Technical logbook
, 697
Technical opinion makers
, 173
Technical oriented development projects
, 21
environment
, 22
project management
, 23
project task
, 22
resources
, 22
stakeholders
, 22
Technical oriented repetitive projects
, 19
environment
, 20
project management
, 21
project task
, 20
resources
, 20–21
stakeholders
, 20
Technical perspective, of project
, 26, 27, 112
Technical picture
, 416, 417, 420
Technical–rational change strategy
, 123
Technical skill
, 272
Temporary authority overlap
, 591–592
Tensions
, 70, 429, 439
Test
, 765
Theater performance, creating
, 95–96
The British Association for Project Management
, 422
“The project portrait”
, 428
Time and work control
, 312–314
monitoring progress
, 316–317
scheduling
, 315–316
speed
, 317–319
work planning
, 314
Timebox
, 319, 521–522
Time calculation in process diagram
, 688
Time control
, 669–683
Time-out evaluation
, 633
Time schedule, characteristics of
, 674–675
Time sheet
, 720–721
Time-to-market
, 44
Timing
, 266
Top-down planning strategy
, 354–355
Top management
, 198–199, 273–277
Total slack
, 688
Transformation matrix
, 364
Tree diagrams
, 738
Trend curve
, 700
Types of project
, 16, 137, 387
Uncertainty, consequences of
, 68
Uncertainty and complexity, reactions to
, 83–86
complexity syndrome
, 84
preoccupation with daily operations
, 83–84
self-created complexity
, 84–85
self-sustaining learning processes
, 85–86
Uncertainty and risk, analysis of
, 456–467
action plan
, 464, 467
causes of uncertainty
, 461–463
dealing with the uncertainties
, 459–461
decision tree
, 464, 466
finding the uncertainties
, 459
methodical risk analysis
, 457–458
RPD method (research planning diagram)
, 464, 465–466
sorting uncertainties
, 460
SWOT analysis
, 463
what–if plan
, 463–464
Understanding, process of
, 101
Unforeseeable events
, 67
User representatives
, 165
Users, cooperation with
, 224–227
Users on board
, 562–563
Utility goals
, 79, 401
Utility values
, 59–60
and benefits
, 756–758
control of
, 304
Value-adding
, 340
Value analysis
, 449–451, 772
Value creation
, 57–61
business development and
, 401–404
in political environment
, 37
emphasis on creating value and utility
, 38
implementation, including
, 38
task as a unified whole
, 38–39
time limitation
, 39
portfolio management’s attention toward
, 358
Value of work done
, 701
Virtual project organization
, 216
Vision
, 79
Visioneering
, 402
Visualization and experience
, 236–237
Week plan
, 667
What–if plan
, 463–464
Wikis
, 693
Work breakdown structure (WBS)
, 109, 314
Work done
, 698, 701
Work effort and estimated remaining effort
, 698
Work groups, interfaces between
, 211
Working and business processes
, 61–62
Working groups
, 161, 405
Working part of the project organization
, 151, 160–168
Work intensity
, 218–222
Work meetings
, 573, 595–596, 597
Work patterns
, 209–215, 222–223
Work planning
, 314, 667, 670, 671
Works council
, 227
- Prelims
- 1 Introduction
- 2 Forming and Defining the Project
- 3 Planning the Course of Action
- 4 Organizing
- 5 Cooperation in the Project Organization
- 6 Project Leadership
- 7 Project Control
- 8 Management of Several Projects
- 9 Trends and Challenges for Future Projects
- Appendix A: Project Characteristics
- Appendix B: Forming and Defining the Project
- Appendix C: Planning the Course of Action
- Appendix D: Organizing
- Appendix E: Cooperation in the Project Organization
- Appendix F: Project Leadership
- Appendix G: Project Control
- References
- About the Authors
- Index