Index_C

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C

calendars, relationship to project schedules, 244

case studies

applying Project Communications Management, 21-22

applying Project Human Resource Management, 20-21

enacting Project Cost Management, 18

enacting Project Scope Management, 16-17

enforcing Project Risk Management, 23-24

ensuring quality, 19-20

implementing Project Integration Management, 14-15

program in action, 29-30

utilizing Project Procurement Management, 24-25

cash flow projection, example of, 92

catalogs, paths for, 257-258

cause-and-effect diagrams, using in Project Quality Management, 324-325

CCB (Change Control Board), purpose of, 93, 161

CDRX sample product description, 183

change control. See also Integrated Change Control core process

implementing, 97-98

overseeing, 98

change control plans, creating, 93

Change Control Systems, relying on, 161-162

change requests

considering, 205-206

considering in Project Cost Management, 294

examining, 156-157

reason for, 206

changes

impact on projects, 52

protecting project scope from, 204-208

reaction to, 159-160

chart of accounts, referencing in Project Cost Management, 287

checklists

applying to Project Quality Management, 327-328

using in Project Risk Management, 433

client-vendor relationships, considering, 184

closing processes. See also administrative closure

core process

identifying, 99-102

mapping to knowledge areas, 112-113

for Project Cost Management, 302

recognizing, 109

coding structure, using with Project Time Management, 257-258

communication

ensuring success of, 395-396

relationship to EV (Earned Value), 403-404

variables and elements of, 67-68

communication avenues, examples of, 67

communication modalities, exploring, 392

communication models, components of, 394

communication process, components of, 395

communication requirements, identifying, 391

communication skills

examining, 394-395

using, 152

communications expertise, adapting, 26

Communications Management.

See Project Communications Management

Communications Management Plan, content of, 144, 146

communications matrix, creating, 396

communications planning

overview of, 390-393

purpose of, 106, 133

communications plans, creating, 93-94, 393

composite organizations, completing projects in, 64

computer software, using with Project Cost Management, 289

conditional diagramming methods, using with Project Time Management, 233

configuration management

implementing, 162

leading, 98

conflict resolution approaches

compromising, 370, 375

forcing, 370, 375

problem solving, 369, 375

smoothing, 370-371, 375

withdrawal, 371, 375

conflicts, seven reasons for, 369

constrained optimization methods, examining, 190-191

constraints. See project constraints

contingency reserve, establishing for risk response planning, 452

continuous probability distributions, relationship

to quantitative risk analysis, 442-443

contract administration

completing, 492-493

performing in Project Procurement Management, 491-494

preparing for, 492

purpose of, 108

reviewing results of, 493-494

contract closeout

performing in Project Procurement Management, 494-495

purpose of, 110

contract documentation, reviewing, 494-495

contracts

administering, 96

closing, 101

creating for risk response, 451

determining for Project Procurement Management, 479-481

control charts, creating for QC (quality control), 331-333

controlling processes

identifying, 97-99

mapping to knowledge areas, 112-113

recognizing, 109

core processes

explanation of, 104

table of, 105-106

corrective action

applying in Project Cost Management, 298

applying to Integrated Change Control, 163

applying to project plans, 151-152

applying to project schedules, 262

cost baselines

creating for Project Cost Management, 293

relying on, 294

cost budgeting process

completing in Project Cost Management, 291-293

inputs to, 292

purpose of, 106, 133

Cost Change Control Systems, considering, 294-295

cost control

implementing in Project Cost Management, 293-297

inputs to, 294

managing, 98

purpose of, 110

cost estimating. See also Project Cost Management

analyzing results of, 289-291

completing, 91

considering inputs to, 284-287

versus cost budgeting, 291

purpose of, 105, 133

refining in Project Cost Management, 290

relationship to Project Cost Management, 283-289

revising in Project Cost Management, 297

Cost Management. See Project Cost Management

Cost Management Plan

considering in Project Cost Management, 294

content of, 144-145

developing, 291

cost of risk, acknowledging in Project Cost Management, 287

cost-reimbursable contracts, using in Project Procurement Management, 480-481

cost value results, considering in Project Cost Management, 297-302

cost variances, controlling, 293-294. See also variances

costs

categories of, 284

impact of change requests on, 156-157

CPFF (Cost Plus Fixed Fee) contracts, using in Project Procurement Management, 481

CPI (Cost Performance Index)

calculating in Project Cost Management, 299, 307

formula for, 404

relationship to Project Communications Management, 402

CPIF (Cost Plus Incentive Fee) contracts, using in Project Procurement Management, 481

CPM (Critical Path Method), using, 241, 249

CPPC (Cost Plus Percentage of Cost) contracts, using in Project Procurement Management, 481

crashing, relationship to duration compression, 254

critical path

characteristics of, 241

discovering, 91

finding, 250

using, 249

cultural influences, considering, 71

culture shock, explanation of, 512

customers as stakeholders, role of, 56

CV (Cost Variance)

formula for, 404

relationship to Project Communications Management, 401

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