List of Figures

Chapter 2: Research Trends in the 1990s—The Need now to Focus on the Business Benefit of Project Management

Figure 1: Typical Project Life Cycle

Figure 2: The Anatomy of Major Projects Framework of Issues Affecting Project Success

Figure 3: PMI's Body of Knowledge Structure (PMBOK Guide – 2000 Edition)

Chapter 4: Proposition of a Systemic and Dynamic Model to Design Lifelong Learning Structure—The Quest of the Missing Link between Men, Team, and Organizational Learning

Figure 1: Mapping the Four Fields (Inputs) According to the Individual/Organizational and the Synchronic/Diachronic Dimensions

Figure 2: Interrelation between the Four Fields and Their Integration through Systems Thinking and System Dynamics

Figure 3: Systemic and Dynamic Model to Design Architecture for Lifelong Learning: The General System

Figure 4: Systemic and Dynamic Model to Design Architecture for Lifelong Learning: The Learning Subsystem

Figure 5: Organizational Learning Level: A Design Framework

Figure 6: Linking People, Teams, Organizations, and Competence through the Lifelong Learning Architecture

Chapter 5: What the United States Defense Systems Management College has Learned from Ten Years of Project Leadership Research

Figure 1: Project Management Career: Balance of Expertise

Figure 2: The More Complex the Job …

Figure 3: Personal Attributes Arrayed by Ease of Development

Figure 4: The Performance Multiplier Effect of Personal Competencies

Chapter 6: United States Defense Acquisition Research Program—A New Look

Figure 1: Acquisition Research Space

Figure 2: Acquistion Research Plot Points

Figure 3: EARP Organization

Chapter 7: Project Management for Intensive, Innovation-Based Strategies—New Challenges for the 21st Century

Figure 1: The Three Components of Design Systems in Innovation-Based Strategies

Figure 2: The Deployment of the Design System across Projects and Non-Project Areas

Figure 3: Evolution in Customers System from Linear to Concurrent Approach

Figure 4: The R&D Process: From "Conventional Funnel" Metaphor to "Porous Funnel"

Figure 5: The Representation of Various Scenarios Associated with the Same Project in a "Bubble Diagram" Representation on Conventional Type

Chapter 8: Profiling the Competent Project Manager

Figure 1: Quality Scores by Region

Figure 2: Communication Scores by Region

Figure 3: Monitoring & Controlling (Integrative)—Supervisor Ratings

Figure 4: Monitoring & Controlling (Integrative)—Self-Ratings

Figure 5: Monitoring & Controlling (Risk)—Supervisor Ratings

Figure 6: Monitoring & Controlling (Risk)—Self-Ratings

Chapter 9: Measuring Project Management's Value—New Directions for Quantifying PM/ROI^SM

Figure 1: Berkeley Project Management Process Maturity Model

Figure 2: Benchmarked Project Management Phases and Knowledge Areas (Ibbs 2000)

Chapter 10: Project Management Practices in French Organizations—A State of the Art

Figure 1: Project Types

Figure 2: Innovation Degree between Two Successive Projects

Figure 3: Goals-and-Methods Matrix

Figure 4: Ordinal Ranking of Key Success Factors (659 Answers)

Figure 5: Project Management Toolbox

Figure 6: Project Management Toolbox According to Job Assignment

Figure 7: Ways of Development of Project Management Culture

Figure 8: Ways of Development of Project Management Culture According to Company's Size

Chapter 11: A Framework for Analyzing the Development and Delivery of Large Capital Projects

Figure 1: A Framework for Analyzing the Development and Delivery of Large Capital Projects

Chapter 12: Competencies in the Project–Oriented Organization

Figure 1: Organization Chart of a POO

Figure 2: Dynamic Boundaries of the POO

Figure 3: Specific Processes of the POO

Figure 4: Project Management Process

Figure 5: Program Organization Chart

Figure 6: Project Management Career Path

Figure 7: POO Spider Web

Figure 8: Relationships between Individual, Team, and Organizational Learning in the POO

Chapter 16: Criteria for Effective Leadership in Technology-Oriented Project Teams

Figure 1: Traits of High-Performing Project Team

Chapter 17: Processes for Operational Control in the Project-Based Organization

Figure 1: Customer-Focused Processes versus Internally-Focused Functions (Turner and Peymai 1995)

Figure 2: Customer-Focused Processes Recommended by PRINCE 2 (CCTA 1996)

Figure 3: Our Sample Size by Size of Project and Number of Customers

Figure 4: The Relationship between Sales and Operations in a Project-Based Organization Undertaking Many Projects for Few Customers

Figure 5: The Fishbone Approach to Program Delivery in a Project-Based Organization Undertaking Many Projects for Few Customers

Chapter 18: Project Companies and the Multi-Project Paradigm—A New Management Approach

Figure 1: Boundaries between Different Organizational Units across the Extended Project Process

Figure 2: Boundaries between Different Organizational Levels in Companies

Figure 3: Subdivision of Project Companies into Three Categories According to Product Complexity and Level of Routine Operations (adapted from Hameri et al. 1998)

Figure 4: Levels of Company Management

Figure 5: Standard Structures for Both Processes and Products Are Combined to Build Up the Project Structure

Figure 6: Systematic Learning Process of a Project Company

Chapter 19: Selling Project Management to Senior Executives—What's the Hook?

Figure 1: The Value Continuum (Frost 1999)

Figure 2: Project Management Understanding and Values Matrix

Figure 3: Common Decision Process for Buying Project Management

Figure 4: Selling and Buying Relationships in Organizations

Chapter 20: Managing Risks in Projects with Decision Technologies

Figure 1: Simple Serial Project with Zero Lead-Times

Figure 2: Simple Serial Project with Nonzero Lead-Times

Figure 3: Effect of Changes in Lead-Time

Figure 4: Effect of Changes in Indirect/Penalty Cost

Figure 5: Project Cost versus Activity C Lead-Time

Figure 6: Expected Project Cost and Indirect Cost Rate

Chapter 21: Analysis of External and Internal Risks in Project Early Phase

Figure 1: Proposal Preparation Process

Figure 2: Decision Framework in the Bid Preparation Process

Figure 3: Work Breakdown Structure

Figure 4: Risk Breakdown Structure and Work breakdown Structure

Figure 5: Architecture of PRIMA Decision Support System

Chapter 22: Improved Owner-Contractor Work Relationships Based on Capital Project Competencies

Figure 1: Owner-Contractor Relationship Continuum

Figure 2: Steps in the OCWS Process and Process Worksheets

Figure 3: Composition of Participants' Experience Level

Figure 4: Participants' Familiarity with the OCWS Process

Chapter 23: Project Stakeholder Mapping—Analyzing the Interests of Project Stakeholders

Figure 1: Categorization of Stakeholders (Johnson and Scholes 1999, 2002—Reprinted with Permission from Pearson Education Limited)

Figure 2: Code to Stakeholder Maps

Figure 3: SOLIDERE Case Study Stakeholder Map

Figure 4: SOLIDERE Case Study Power/Interest Matrix

Figure 5: Toshka Case Study Stakeholder Map

Figure 6: Toshka Case Study Power/Interest Matrix

Figure 7: Montserrat Case Study Stakeholder Map

Figure 8: Montserrat Case Study Power/Interest Matrix

Chapter 25: A Comparison of Drum-Buffer-Rope (DBR) and Critical Chain (CC) Buffering Techniques

Figure 1: Product Flow Diagram for a Manufacturing Environment

Figure 2: Critical Path for a Project Network

Figure 3: Critical Chain for the Project Network in Figure 2

Figure 4: Project Network with Activity Safety Times Eliminated

Figure 5: Buffers for Drum-Buffer-Rope System

Figure 6: Buffers for a Critical Chain System

Chapter 26: Cross-Impact Analysis of Information Technologies and Project Management Knowledge Areas in the Building Design Process

Figure 1: Conceptual Model of Cross-Impact Analysis

Chapter 27: Managing Technological Innovation Projects—The Quest for a Universal Language

Figure 1: Traditionally Managed Innovation Projects

Figure 2: The TIPS Universal Innovation Project

Figure 3: The TIPS Concept as a Gantt Chart

Figure 4: TIPS Project Sheet for Weekly Time-Blocks

Figure 5: TIPS Portfolio Sheet

Figure 6: Iterative Action Research Approach Overview

Figure 7: Usefulness of Twenty-Seven Fields of TIPS Project Information

Figure 8: Usefulness of Fifteen Aspects of the TIPS Format.

Figure 9: The Rated Value of Implementing TIPS (In Your Organization)

Chapter 28: Deriving the 2^ND and 3^RD Dimensions of the BCWS

Figure 1: The EVM Relationships

Figure 2: Method 1 from Component Ranges

Figure 3: Method 2 from Component Variances

Figure 4: The Initial and Delayed BCWS

Figure 5: The BCWP against the Realistic Schedule

Figure 6: EVM is a Three-Dimensional Process

Figure 7: View of the BCWP and BCWS Band

Figure 8: View of the BCWP and BCWS Band