List of Figures | IT Project Management: On Track from Start to Finish, Third Edition

Chapter 1: Initiating the Project

Figure 1-1: A project manager must balance the team and the technology.
Figure 1-2: Project managers must question all aspects of a project.
Figure 1-3: Well-informed decisions result in success for everyone, not just the project.
Figure 1-4: Decisions based on complaints, wishes, and sales spiels miss the mark.
Figure 1-5: An online survey can quickly tally users input to a new technology.
Figure 1-6: The project manager must lead the process to create a project charter.
Figure 1-7: If a project stays on schedule, so will the budget and the morale .

Figure 2-1: Time management is crucial to effective research.
Figure 2-2: The Concept Definition Statement is the foundation of the feasibility plan.
Figure 2-3: The project manager directs the flow of communication between the team and the sponsor.
Figure 2-4: Teams must work together for projects to succeed.
Figure 2-5: More time equals more expense.
Figure 2-6: A flowchart can help you visualize multiple steps of a project.
Figure 2-7: Microsoft Project is an excellent project management tool.
Figure 2-8: Contingency plans are in case of emergency decisions.

Figure 3-1: An effective presentation must sell the project through effective reasoning.
Figure 3-2: Project managers must address several factors in a presentation.
Figure 3-3: Project sponsors are mediators for project managers and management.
Figure 3-4: A working relationship with management is required for project success.

Figure 4-1: A project divided into phases allows each phase to be assessed a cost value.
Figure 4-2: Worst- and best-case scenarios allow for average amount predictions .
Figure 4-3: Zero-based budgeting requires a zero balance at the genesis.
Figure 4-4: Make-or-buy formulas are common practices in project management.
Figure 4-5: The vendors cost should not outweigh the cost of internal resources.
Figure 4-6: Per station and per connection are common licensing tactics.
Figure 4-7: Many factors can cause projects to run away from the original scope.

Figure 5-1: A WBS consists of the project, phases, work units, and tasks .
Figure 5-2: A WBS decomposes the project deliverables into manageable components .
Figure 5-3: Gantt chart visualizes the flow of work.
Figure 5-4: There are two methods used to create a WBS.
Figure 5-5: The sum of events can predict a finish date.
Figure 5-6: A timeline can help your audience visualize the deliverables of each phase.

Figure 6-1: Assessment of internal skills is derived from multiple sources.
Figure 6-2: A balance of certifications and experience proves expertise.
Figure 6-3: Personal ambitions must be put aside for the success of the project.
Figure 6-4: Subteams are crucial to large implementations .
Figure 6-5: Arguments take a project off schedule and increase costs.
Figure 6-6: Teams can make decisions on their own.
Figure 6-7: A method for resolving issues by testing should be implemented.
Figure 6-8: A vendor must have vision and dedication to the success of the project.
Figure 6-9: STAR is an interview methodology.

Figure 7-1: Assign tasks to be completed in units of time rather than by specific dates.
Figure 7-2: A WBS decomposed the project into similar, accessible work units.
Figure 7-3: Network diagrams demonstrate the relationship between tasks.
Figure 7-4: The AOA method uses arrows to represent the start and end of activities.
Figure 7-5: Arrows link predecessor and successor tasks using AON.
Figure 7-6: Dependencies describe the relationship between tasks.
Figure 7-7: The longest path to completion is the critical path .
Figure 7-8: The ES and EF dates are found by completing the forward pass.
Figure 7-9: The backward pass reveals the LF and the LS.
Figure 7-10: Management reserve accounts for task overruns.

Figure 8-1: The morale of the team can impact the projects success.
Figure 8-2: Tasks that exceed their durations impact both the budget and the project.
Figure 8-3: As risk is reduced, cost may increase.
Figure 8-4: The committed cost and actual cost should balance.
Figure 8-5: Earned Value can predict if a project will be financially strapped.
Figure 8-6: CPI reflects how closely the project is following the budget.
Figure 8-7: SPI is the ratio of the work planned and actual work performed.
Figure 8-8: TCPI is a formula to predict the ability of a project to stay on track.

Figure 9-1: The Project Change Request form formalizes proposed changes to a project.
Figure 9-2: Change control must follow a predetermined path.
Figure 9-3: Change control can spur new projects.
Figure 9-4: Long- term projects require dedication to avoid burnout.
Figure 9-5: Vacant team member positions cause delays.
Figure 9-6: Delays will ultimately result in budget overruns.

Figure 10-1: A project can deliver goods or a service such as a VPN.
Figure 10-2: Project managers must balance cost and reliability to obtain quality.
Figure 10-3: The project manager who is organized will generate success.
Figure 10-4: A project managers ability to lead impacts the project quality.
Figure 10-5: Quality is an issue in each of the five phases of project management.
Figure 10-6: Flowcharting shows how the components within a system are related .
Figure 10-7: Control charts measure results over time.
Figure 10-8: A Pareto diagram is a histogram ranking the issues from largest to smallest.
Figure 10-9: Project managers are the foundation for quality.
Figure 10-10: Quality can be achieved with a realistic balance of time, cost, and scope.

Figure 11-1: A project manager must have authority in proportion to responsibility.
Figure 11-2: The relationship between the project team and project manager is symbiotic.
Figure 11-3: Project managers must balance risk and reward to be successful.
Figure 11-4: Projects require the project managers constant attention.
Figure 11-5: Managerial and technical experience is necessary for IT project managers.
Figure 11-6: Project managers must keep many people informed on the project status.
Figure 11-7: Team members growth must be balanced with the projects health.

Figure 12-1: The project team will follow the project managers actions.
Figure 12-2: The final tasks in a project require the project managers full attention.
Figure 12-3: A depleted management reserve can impact final tasks.
Figure 12-4: The process must be in place to test the quality of the project deliverables.
Figure 12-5: The Law of Diminishing Returns prevents exponential productivity.
Figure 12-6: Team member evaluations are serious reviews of their contributions.

Figure B-1: IT Project+ candidates should know these fundamental formulas.
Figure B-2: IT Project+ candidates will be tested on Earned Value Management fundamentals.