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 (PMBOKGuide – 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
Chapter 9: Measuring Project Management's Value—New Directions for Quantifying PM/ROISM
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