|
PDM, see precedence diagram method
People Express, 258
performance
and cost/schedule, 195
customer-specified criteria for, 12–13
of team members, 251
performance-based SOWs, 85
performance indexes, 31–34
personnel
and development speed, 223–226, 228–229
project manager's report on, 251
reassignment of, 69–70, 250–251
PERT, see project evaluation review technique
planned value (PV), 28–31, 35
definition of, 203
in earned value analysis, 202–204, 207, 208
planning phase, 40
importance of, 64, 133
project life cycle in, 52–57
systems development life cycle in, 57–66
time spent on, 11, 127
see also project plan
PLC, see project life cycle
PMBOK Guide, 154
PMBOK (Project Management Body of Knowledge), 8
PMI, see Project Management Institute
PMP, see Project Management Professional
policies, 2, 156
political skills, 103–105
precedence diagram method (PDM), 20–23, 25, 138
preferred design, 189–191
preliminary design, 62–63
present value (PV), 172–173
prioritizing risk, 164, 166–168
priority of project, 47
probability of risk, 164, 168, 169, 174
problem-solving skills, 102–103
procedures, 2
processes
as dimension of development speed, 222–223, 229
traditional vs. project management, 13–15
product requirements
finalizing, 62
identifying, 48–49
specifications of, 143
see also requirements
products
completion/delivery of, 248
and development speed, 226–227, 230
errors in, 74
preparing for maintenance of, 252–253
testing, 65
product scope, 48, 50, 51
project book, 251
project charters, 46–47, 121, 122, 156
project control book, 69
project description (in project plan), 135
project evaluation review technique (PERT), 20, 21, 138
project life cycle (PLC), 39–43
in concept phase, 43–47
in customer service and system maintenance phase, 70–72
phases of, 40
in planning phase, 52–57
relationship of system development life cycle to, 41–43
in termination phase, 66–70
project management, 9–37
actual cost in, 28–29
applying tools and techniques of, 4–5
changes in, 3–4
cost and schedule variance in, 30–31
definition of, 13–14
definitions related to, 11–13
earned value in, 26, 28–30, 35–36
estimates at completion in, 33–34
estimate to complete in, 34–35
Gantt charts in, 25–27
generic approaches to, 2–3
for IT projects, 2–4
network analysis in, 20–25
planned value in, 28, 29
process deficiencies of, 2
schedule and cost performance indexes in, 31–34
and systems engineering, 183–184, 197–199
traditional processes vs., 13–15
work breakdown structure in, 14–20
World War II's effect on, 9–10
Project Management Body of Knowledge (PMBOK), 8
Project Management Code of Ethics, 104
Project Management Institute (PMI), 7–8, 104, 154–155
Project Management Professional (PMP), 8, 104, 225, 247
project manager, 99–105
apportioning time of, 20
basic responsibilities of, 101
budget verification by, 139
credibility of, 104
duration of involvement in project by, 111
emotional intelligence of, 105
EQ vs. IQ of, 107, 108
ethical behavior of, 104–105
skills required for, 101–105
team member selection by, 112–113
project office, 2, 69–70, 249–250
project organization, 2, 115–116
project-oriented organizations, 11
project plan, 56, 127–151
appendixes for, 142–144
contractual requirements in, 136–137
cost estimates in, 138–139
evaluation criteria in, 140, 141
evolution of, 127–128
executive summary in, 134–135
finalization of, 149–150
format for, 133–144
identifying potential risks in, 138–141
implementation of, 150
mapping WBS to, 144–145
preliminary considerations for, 128–132
project description in, 135
and resource allocation, 147–149
resource requirements in, 137
review process for, 149
schedule section of, 137–138
sign-off on, 149–150
technical approach in, 136
validating schedule/budget estimates in, 145–148
project(s), 11
bid decisions for, 90–93
changes within, 215
complexity of, 9
errors in, 74
functional activities vs., 11
IT, 2–6, 10
processes/tools for types of, 2, 38–39
technical/management approaches to, 38–39
transferring responsibility for, 71–72
uniqueness of, 12
project scope, 44, 45, 48, 51
project selection phase, 155, 156
project team, 53, 99–125
assignment of, 131–132
choosing members for, 112–113
and development speed, 223–226
and EQ of team members, 105
project manager on, 99–105
and project organization, 113–116
requesting people by name for, 113, 132
staffing, 111–112
and stakeholder management, 116–125
structuring, 108–111
in WEB development, 54
proof-of-concept phase, 40
proposals, system, 196–197
pure risks, 154
PV, see planned value; present value
pyramids, 9
|