Index_P

P

parametric modeling, using in top-down estimating, 122

Pareto diagrams, using for quality, 371 “372

Parkinson s Law, applying to projects, 20

PDM (Precedence Diagramming Method), utilizing , 251 “253

peer review, role in QC, 369

Penalty power of IT project managers, applying to creating project teams , 197

per connection software licenses, explanation of, 133

per station software licenses, explanation of, 133

per usage software licenses, explanation of, 133

performance measurement baselines, including in project plan, 244

performing stage of team development, explanation of, 208

personal management skills, importance to IT project managers, 360 “361

personal satisfaction factor in WIIFM, explanation of, 77

personalities, dealing with, 210 “211

PERT (Program Evaluation Review Technique), using, 138

phased gate estimating, explanation of, 113

phases of projects, explanation of, 159

physiological layer of Maslow s hierarchy, explanation of, 82

planning phase of project management, significance of, 363

planning projects. See also contingency plans

challenges with short- term projects, 269

creating approach toward, 51 “56

creating feasibility plans, 38 “44

difficulties with long-term projects, 269

guidelines for, 36 “38

overview of, 54 “55

using PNDs for, 250

planning skills, importance to IT project managers, 360

PMO (Project Management Office), role of, 44

PNDs (Project Network Diagrams)

analyzing, 258 “263

building, 256 “257

creating with PDMs, 252

using external resources for, 249 “253

postmortem, conducting, 426 “430

post-project audits , conducting, 432 “433

presentations to management

beginning, 75 “76

selling ideas in, 79 “80

tailoring, 77 “79

problem solving

implementing, 206

importance to IT project managers, 360

Procurement Management Plan, adding to project plan, 245 “246

product section, including in feasibility plans, 40 “41

production costs, estimating, 117

productivity factor in WIIFM, explanation of, 77

productivity, role in estimating work hours, 137

products, making versus buying, 129 “131

profitability factor in WIIFM, explanation of, 77

progress of projects, tracking, 286 “291

progress reports , implementing quality with, 375 “376

Project Adventure, Inc. web address, 202

project authority, establishing, 391 “392

Project Change Requests, process of, 319 “323

project changes. See changes

project charters

creating, 15 “16

elements of, 16 “19

example of, 17 “19

importance of, 22

in project plans, 243 “244

project completion

activities associated with, 437 “438

benefits of, 437

creating reports of, 438

determining success of, 438

pitfalls to, 440

project completion, relationship to team members growth, 402 “403

project constraints, working with, 253 “256

project expenses

cost of goods, 129 “132

estimating work hours, 135 “137

outsourcing, 134 “135

PERT (Program Evaluation Review Technique), 138

software licensing, 132 “134

tracking, 300 “301

project goals, importance of, 22

project implementation phase

difficulties associated with, 300

guidelines for starting of, 299

outsourcing, 302

troubleshooting, 302

Project Information Center, creating, 361

project kickoffs

defining purpose of projects in, 88 “89

inventing, 86 “89

management s role in, 87 “88

setting stage for, 86 “87

project launch, attempting success of, 24

project management. See IT project management

Project Management Institute web address, 400

project management power, using, 74

project managers. See IT project managers

project milestones, achieving, 25

project planning. See planning projects

project plans

adding subsidiary plans to, 245 “246

building, 242 “246

changing during implementation phase, 336

dangerous changes to, 337

defining need for revision of, 316 “317, 335

determining flexibility of, 269

elements of, 243 “244

impact of change on, 318 “319

internal problems related to, 324 “326

revising, 337

troubleshooting, 270

project priority, establishing, 44 “51

project requirements, establishing, 3 “6

project results, including in project charters, 18

project schedules

adjusting, 261 “263

creating, 266 “267

defining, 246

determining project dependencies in, 267

determining viability of, 267

leaving room for variance in, 267

project slack , calculating, 258 “261

Project software. See Microsoft Project software

project sponsors

determining authority of, 6

participation in project kickoffs, 87

presenting WBS to, 169

role in PMOs, 44 “46

role in project management, 80 “81

project status meetings, hosting, 284 “286

project subteams, coordinating with project teams, 199 “201

project team development, phases of, 207 “208

project team managers, getting commitment from, 401

project teams

assessing internal skills of, 192 “196

becoming leader to, 493 “494

benefits of, 225

building relationships in, 201 “202

creating, 197 “202, 221

creating Roles and Responsibilities Matrix for, 194 “195

dealing with difficult members of, 406 “407

dealing with disagreements in, 206 “207

determining input on project schedules by, 268

detrimental effect of personal ambition on, 198

developing selection criteria for, 203 “204

development costs associated with, 115

difficulties associated with formation of, 224

disciplining members of, 212 “213

enhancing technical expertise of, 223

ensuring commitment of, 405

evaluating performance of, 434, 438 “439

holding meetings with, 396 “398

impact of morale on project s success, 285 “286

importance of cooperation between, 46 “47

inspiring , 406

interviewing prospective members of, 202 “205

leading, 390

maintaining leadership of, 398 “400

managing, 406

managing relationships with management, 22

managing successfully, 405

motivating, 199, 403 “404, 408 “409

motivating under tight deadlines, 268

motivating under tight implementations , 301

obtaining final sign-off for, 430 “432

organizing, 221 “222

orienting new members during integration phase, 408

recruiting and motivating, 222

regaining trust after project plan revisions, 338

relationship to managers, 392

removing members from, 213

reviewing assignments with, 282 “283

role in quality control, 378

selecting, 223

selling projects to, 199

and subteams, 199 “201

using external resources for, 213 “220

working with members of, 394 “395

projectized organizations, working in, 73 “74

projects

addressing integration phase of, 116

assessing worth of, 428 “429

avoiding duplication of, 6

avoiding internal competition related to, 46 “48

celebrating victory over, 436

completing, 22 “23

completing final tasks of, 422 “426

conducting postmortem for, 426 “430

conducting post-project audit of, 432 “433

conducting third-party review of, 429 “430

considering worst-case scenarios for, 9

creating final report of, 433 “434

creating outlines for, 52 “53

creating reasonable expectations for, 14 “15

declaring failure of, 435 “436, 439 “440

declaring victory over, 434 “435, 439 “440

decomposing into accessible work units, 248 “249

delaying, 330 “334

determining exact result of, 4 “5

determining financial commitment for, 6

determining reasonable deadlines for, 5 “6

ensuring quality through, 364 “373

ensuring success of, 10

estimating phases of, 116

finding completion dates for, 19 “20

focusing and refocusing, 333

focusing on, 283 “284

focusing on results of, 85 “86

impact of arguments on, 205 “206

industry and government sanction considerations, 5

managing deadline-oriented projects, 246 “248

planning, 36 “38

predicting finish dates for, 168 “169

presenting to management, 75 “80, 96

renewing commitment to, 333 “334

researching , 58

reviewing final quality of, 426 “427

runaway projects, 139 “141

selling to team members, 225

starting, 21 “22

stating purpose of, 17

tracking progress of, 286 “291

working toward finish of, 400 “403

promotion factor in WIIFM, explanation of, 77

proposal document, purpose of, 218

Prune personality type, dealing with, 211

PV (planned value), role in EVM, 294