Index_S

S

Sashkin, Marshall, 205

scatter diagrams, 212-213

schedule performance index (SPI), 227-229, 233-234

schedules

buffered, 114-119, 125, 201-202

crashing, 111-114

developing project, 89-93

early, 87-88, 89, 92, 125

fast-tracking, 111-114

float in, 93-95, 98, 100, 109, 111-112, 125

late, 87, 88-89, 92-93, 125

in project estimating, 43, 51, 54

in project management triangle, 9-10

risk identification and, 176, 178

schedule variance (SV), 224-225, 228

slack in, 93-95

time baseline, 10, 11, 60

scope, 14-41

deliverables, 16

project charter, 14-15

project justification, 15, 16-23

in project management triangle, 9-10

requirements process, 23-26

risk identification and, 178

scope baseline, 10, 11, 39-41, 60

scope change control, 39-41

scope statement, 26-29

work breakdown structure (WBS), 29-39, 108

scope creep, 10

scope statement, 26-29

defined, 26

goal statements, 26-27

product success criteria, 28

project success criteria, 27-28

scrap value, 79-80

selling price

cost of project versus, 55-56

defined, 55

profit and, 55-56

shipping cost, 66

simple cash flow, 71

simulation, Monte Carlo, 119-124, 185

single-entry accounting, 72

situational leadership, 132-135

situational theory of leadership, 128

skewed distributions, 52, 183-184, 185

slack in schedules, 93-95

space shuttle project, 199-200

speech parameters, 240

SPI (schedule performance index), 227-229, 233-234

sponsor

defined, 13

as stakeholder, 13

staff acquisition process, 150-151

staffing plans, 152

stakeholders, 11-13

buffered schedules and, 116-117

defined, 5, 11-12

development of deliverables list, 24, 25-26

identifying, 12

key stakeholders, 12

negative, 13

positive, 13

product success criteria and, 28

project success criteria and, 27-28

relationship with project team, 7, 8

standard deviation, 52, 53-54, 101-105, 185

standards, in quality management, 207-208

start of project, 86-89, 90

statistical cost estimating, 51-54

straight-line depreciation, 78, 79-81, 82

strategic change, 168-170

strong matrix organization, 162, 163

subcontractor fees, 74

subprojects, 29, 30, 33

success criteria

balancing, 28-29

for organizational change, 172-173

product, 28

project, 27-28

successor activity, 94, 97

summary activity, 107-108

sum of the years' digits depreciation, 81

SV (schedule variance), 224-225, 228

systems engineering, in testing work breakdown structure, 36-39

systems management, in testing work breakdown structure, 36-39