Running the Successful Hi-Tech Project Office (Artech House Technology Management Library) - page 69


Index

L

Line management, 4-5

goals, 5

need for, 224-25

relationships, 5

responsibilities, 47

Logarithmic least squares, 161-62

Low-visibility activities, cutting back, 24-27



Index

M

Management

action item, 123

attention, 34-35

change, 64-66

configuration, 103-4

document, 120-21

human-resources, 70, 71, 104-5

intervention patterns, 34

portfolio, 57-60, 115-18

process, 62-63, 64, 105-6

project, 4-5, 10, 224-25

project life cycle, 83-87

project portfolio, 4-5, 87-89

quantitative, 171-202

requirements, 92-93

risk, 94-96, 121, 123

Master plan, 48, 49

defined, 48

illustrated, 49

preparation, 115

Maturity models, 217-18

advice, 217

CMM, 27, 217-18

defined, 217

PO, 219-23

Measurement process, 63, 65, 102-3

activities, 63

illustrated, 65

See also Support processes

Measurement(s), 171-72, 173-87

aggregating, 179-83

difficulty, 173

dispersion, 176

intrusive nature of, 186-87

levels of, 174-76

purpose, 192

reliable, 174

sources of data, 185-86

summary, 201-2

time series, 183-85

timing of, 184

valid, 173-74

variability present in, 177

Mental models, 211-13

concept, 211-12

illustrated, 212

in information gaps, 213

right/wrong, 213

Mentoring, 105

Metadata

process description, 107

work product description, 108-9

Metrics

for controlling/steering projects, 187

customer satisfaction, 201, 202

for estimation, 187-89

people, 197-99

performance, 195-97

for process improvement, 189-92

product, 199-200

product quality, 200-201

progress, 193-95

selecting, 192-201

using, 187-92

See also Measurement(s)

Multiproject environment, 17, 21-22

complex behaved system, 19-21

execution modes, 25

feedback structure, 24

instability, 23

interactions, 20

project interference, 18-19

project uncertainty, 17-18

relationships, 18

Multitasking, 35-37



Index

N

NASA

failure investigations/studies, 28

project management practices, 26

Net present value (NPV), 144, 164-66

acceptable, 164

defined, 160

failure, 165-66

negative, 165

project valuation, 165



Index

O

Organizational culture, 208-9

defined, 208

information gap and, 208

mechanisms, 208-9

strong, 209

Orthogonal defect classification (ODC), 190-91

dimensions, 191

goal, 190-91

Overtime, 31-32



Index

P

Paired comparison process, 157-60

Performance

fatigue effects on, 33

measuring, 186-87

stress impact on, 29

Performance Analyzer

defined, 124

financial display, 125

organizational and work-breakdown structures, 124

Performance metrics, 195-97

defined, 195

interpretation, 197

list of, 196

See also Metrics

PO information systems

analytic/aggregation capabilities, 113

characteristics, 113-14

control integration, 113

data integration, 113

defined, 113

exception reporting, 114

functionality, 114-24

interactivity, 114

needs and, 112-13

openness, 113-14

presentation integration, 113

security/views, 114

single point of entry, 113

See also Tools

PO manager, 46, 70-71

defined, 70

importance, 71

tasks, 70-71

PO processes, 50-70, 81-109

administrative support, 67

architecture, 82-83

budgeting, 90-92

change management, 64-66

configuration management, 103-4

definitions, 82-106

description metadata, 107

estimation, 89-90

human-resources management, 70, 71, 104-5

improvement, 189-92

inclusion decision, 51

main, illustrated, 51

measurement, 63, 65, 102-3

portfolio control, 60, 62

portfolio-management, 57-60

process/information systems management, 62-63, 64

process management, 105-6

procurement management, 66, 67, 100-101

project accounting, 68-69, 101-2

project audit, 55-56, 96-99

project closure, 54-55

project execution, 54

project formulation, 52-53

project life cycle, 52-57

project life-cycle management, 83-87

project oversight, 59, 61

project portfolio management, 87-89

project portfolio planning, 58-59, 60

project startup, 53-54

quality assurance (QA), 66-67, 68, 99-100

requirements management, 92-93

risk/opportunity management, 94-96

summary, 106

support, 60-70

themes, 50

tollgate reviews, 56-57

tools and, 81

See also Project office (PO)

PO roles, 70-74

configuration management personnel, 74

PO manager, 70-71

project auditor and quality assurance personnel, 72-73

project controller, 72

project coordinators, 74

project manager, 73-74

See also Project office (PO)

Portfolio balancing, 129-31, 146-63

alternatives elimination, 152-54

forecasting resource needs, 146-52

forecasting revenues, 152-53

as iterative process, 130-31

portfolio approach, 155-56

process illustration, 130

ranking projects, 157-63

requirements, 130

visual map building, 156-57

Portfolio control

defined, 60

process illustration, 62

Portfolio-management process, 57-60

defined, 57

illustrated, 59

portfolio control, 60, 62

project oversight, 59, 61

project portfolio planning, 58-59

See also PO processes

Portfolio management tool, 115-18

areas, 115

capacity-versus-demand charts, 116

defined, 115

master/resource plans, 115

portfolio tracking, 117

project positioning, 116

project risk exposure, 117

vendors, 126-27

Posting, 69

Power

distribution, 211

personal sources of, 210

structural sources of, 210

structure, 209-11

Processes.See PO processes

Process management, 62-63, 64, 105-6

defined, 105-6

knowledge, embedding, 106

Procurement management, 66, 67, 100-101

areas, 100

defined, 100

external provisioning, 101

See also PO processes

Product metrics, 199-200

defined, 199

list of, 200

See also Metrics

Product quality, 200-201

Progress metrics, 193-95

assumption, 194

list of, 195

See also Metrics

Progress report, 4

Project accounting, 68-69, 101-2

activities, 68-69, 101-2

burden calculations, 68-69

defined, 68

goals, 101

illustrated, 69

invoicing, 69

organization, 102

period, 102

posting, 69

purpose of work, 102

transaction analysis, 69

type of hours, 102

type of labor, 102

validation, 68

work product, 101

See also Support processes

Project audit, 55-57, 96-99

contents, 96-99

defined, 55, 96

interviews, 99

process illustration, 57

purpose, 55-56

reviews vs., 96

See also Project life-cycle process

Project auditor, 72-73

Project controller, 72

Project coordinators, 74

Project delay responses, 23-41

effects on product quality, 27-30

fatigue, 32-34

head count increases, 38-39

low-visibility task cutbacks, 24-27

management attention, 34-35

multitasking, 35-37

overtime, 31-32

rework, 30-31

scope reductions, 39-41

Project formulation, 131-46

contingency allowance calculation, 136-39

contribution to benefits, 139-45

dependencies establishment, 145-46

process illustration, 131

rough estimate production, 132-36

tasks, 131

Project insurance

calculation, 140

economics of, 141

Project life-cycle management, 83-87

defined, 83-84

goals, 84

model, 84-85

project reviews, 85-86

queries, 86

roles, 86

See also PO processes

Project life-cycle process, 52-57

defined, 52

illustrated, 52

project audit, 55-56

project closure, 54-55

project execution, 54

project formulation, 52-53

project startup, 53-54

tollgate reviews, 56-57

See also PO processes

Project management, 4-5

effects on develop costs, 10

goals, 5

how much, 224-25

relationships, 5

See also Management

Project manager, 73-74

Project office (PO), 6-12, 45-79

benefits, 9

as coach, 7

context, 46-48

defined, 6

deployment, 14, 205-25

deployment success, 11-12

financial forecast, 48-49

information structures, 48-50

interfaces, 47

introduction of, 13

making case for, 8-11

as manager, 7, 8

master plan, 48, 49

maturity model, 219-23

objective, 45

as operational function, 45

positive perception of, 14

relationships, 75

reporting relationships, 46

as repository, 7

requirements dependency matrix, 49-50

resource plan, 48, 49

responsibility, 51

roles, 6-7

support, 6

types, 7-8

See also PO processes; PO roles

Project portfolio, 5-6

approach, 155-56

balancing, 129-31, 146-63

defined, 5

importance, 6

tracking, 117

Project portfolio management, 4-5, 87-89

areas, 88

considerations, 87-88

decision consequences, 89

defined, 87

goals, 5

relationships, 5

Project portfolio planning, 58-60

defined, 58

illustrated, 60

performance, 58-59

See also Portfolio management process

Project positioning chart, 116

Project ranking, 157-60

analytical hierarchy process, 162-63

judgment matrix, 159-60

logarithmic least squares, 161-62

paired comparison process, 157-59

verbal scale, 160

Project reviews, 85-86

audits vs., 96

basis, 86

defined, 85

goals, 85-86

Project risk exposure, 117

Project(s)

canceled, 35

closure, 54-55

controlling/steering, 187

dependencies, 145-46

execution, 48, 54

expected results vs. real results, 3

formulation, 52-53

interference, 18-19

oversight, 59, 61

planning, 119

simulation results, 2

startup, 53-54

uncertainty, 17-18

Project sponsors, 47

Project tracking, 120

basis, 120

illustrated, 121

system, 120

Propagation, of effort, 154-55

Propagation matrix, 146, 152-53

defined, 146

illustrated, 153

rows/columns comparison, 153-54