| Fig 1.1 | Growth, or new value creation, in the organization comes only from projects |
| Fig 1.2 | Projects and processes |
| Fig 1.3 | Project difficulty |
| Fig 1.4 | The five project process groups |
| Fig 2.1 | Structure and style |
| Fig 2.2 | A taxonomy of organizations with respect to their implications for project management |
| Fig 2.3 | Types of organizational structure and their implications for project management -
The functional organization in its purest form -
The functional organization in weak matrix form -
One possible example of the pure form of the matrix organization |
| Fig 2.4 | A representative organizational structure of a project |
| Fig 2.5 | Personal working styles: task focus, maintenance focus |
| Fig 2.6 | Some examples of various project lifecycles |
| Fig 2.7 | Cost and probability of completion -
What a typical project looks like in terms of costs and risks, and to what extent its outcomes can be influenced -
As the project proceeds, risks reduce but the ability to influence its outcomes, and especially to change them, decreases |
| Fig 3.1 | The five project process groups and their deliverables -
Basic outline -
Some of the major interconnections between process groups and other assets |
| Fig 3.2 | The OODA loop |
| Fig 3.3 | The Plan Do Check Act loop |
| Fig 3.4 | The initiating process group -
Develop project charter -
Develop preliminary project scope statement |
| Fig 4.1 | Projects must obtain the use of assets and processes beyond their control -
The problem: a large gap between what the project needs, and what it has. Projects do not control sufficient resources and processes for their success -
The solution: understand where you can influence; and where you can't influence things, at least build a system to ensure you know what is happening |
| Fig 4.2 | A Gantt chart showing dependency relationship |
| Fig 4.3a | Example work breakdown structure (WBS) for 'House Build' project |
| Fig 4.3b | Example of excessive detail in a WBS |
| Fig 4.3c | Example of completed WBS, showing effort and duration in days (d) or weeks (w) |
| Fig 4.4 | Project Grapple Gantt chart |
| Fig 4.5 | Project initiation, before and after |
| Fig 4.6 | Project integration management processes, concepts, tools and techniques, outputs and inputs, showing when they are typically used and what kinds of tool they are |
| Fig 5.1 | Project scope management sequence of processes and activities |
| Fig 6.1 | Network diagram |
| Fig 6.2 | Network diagram showing dummy dependency |
| Fig 6.3 | Network diagram showing the critical path |
| Fig 7.1 | The cost estimating process |
| Fig 7.2 | The four approaches to cost estimation |
| Fig 7.3 | The cost budgeting process |
| Fig 7.4 | The cost control process |
| Fig 8.1 | The quality planning process |
| Fig 8.2 | The quality assurance process |
| Fig 8.3 | The quality control process |
| Fig 8.4 | Cause and effect diagram (also known as a fishbone diagram), with example |
| Fig 8.5 | Formal symbology conventions for use in flowcharts |
| Fig 8.6 | Example of a flowchart, with formal symbols |
| Fig 8.7 | Example of a control chart, of a process in control |
| Fig 8.8 | Control charts: (a) in control; (b) two ways to be out of control |
| Fig 9.1 | The two great dynamics in project HR management |
| Fig 9.2 | The HR planning process |
| Fig 9.3 | Hierarchical organization chart |
| Fig 9.4 | A matrix-based responsibility chart |
| Fig 9.5 | The acquire project team process |
| Fig 9.6 | The develop project team process |
| Fig 9.7 | The manage project team process |
| Fig 10.1 | The communication planning process |
| Fig 10.2 | The information distribution process |
| Fig 10.3 | Performance reporting |
| Fig 10.4 | Example of regular project report to project sponsor |
| Fig 10.5 | Manage stakeholders |
| Fig 11.1 | The risk management planning process |
| Fig 11.2 | The risk identification process |
| Fig 11.3 | The qualitative risk analysis process |
| Fig 11.4 | The quantitative risk analysis process |
| Fig 11.5 | Decision tree for a factory refurbishment |
| Fig 11.6 | The risk response planning process |
| Fig 11.7 | The risk monitoring and control process |
| Fig 12.1 | Project procurement management sequence of processes and activities |
| Fig 12.2 | Level of risk experienced by buyer and seller for different contract types |
| Fig 12.3 | Contract administration activities involved to meet contractual requirements |
| Fig A.1 | Activity merge bias |
| Fig A.2 | The cumulative effect of buffers on each task |
| Fig A.3 | The effect of aggregating contingencies is to reduce the total buffer time from four weeks (Fig. A.2) to two weeks |
| Fig A.4 | Skewed distribution for a single task |
| Fig A.5 | The distribution for aggregated tasks tends to the symmetrical 'normal' distribution |
| Fig A.6 | Activities merging onto critical chain |
| Fig A.7 | Feed buffer |
| Fig A.8 | Multitasking |
| Fig A.9 | Buffer usage and project status |
| Fig C.1 | PMP or CAPM decision tree |
