Visualizing Project Management: Models and Frameworks For Mastering Complex Systems, Third Edition	3
	Foreword to the Third Edition	7
	Foreword to the Second Edition	9
	THEORETICALLY, SUCCESS IS MANAGEABLE	10
	A NEW LOOK AT PROJECT MANAGEMENT	10
	THE LURE OF PROJECT MANAGEMENT	11
	SUMMARY	12
	About the Authors	15
	Acknowledgments	17
	Contents	19
	Introduction: USING VISUAL MODELS TOMASTER COMPLEX SYSTEMS	23
	IT’S ALARMINGLY COMMONPLACE FOR PROJECT TEAMS TO FAIL	23
	RESPONDING TO THE ULTIMATE “ WHY?”	24
	WHY DO COMPLEX SYSTEMS HAVE A DISMAL PROJECT PERFORMANCE RECORD?	25
	VISUALIZATION: A POWERFUL TECHNIQUE FOR ACHIEVING HIGH PERFORMANCE	26
	THE SIMPLIFYING POWER OF MODELS	27
	THE INTEGRATED PROCESS MODEL	27
	COPYRIGHTS AND SERVICE MARKS	30
	MARGIN NOTES	30
	SECTIONS	30
	Part One: Using Models and Frameworks to Master Complex Systems	29
	Chapter 1: WHY ARE PROJECT REQUIREMENTS A CRITICAL ISSUE?	31
	THE MARKETPLACE DYNAMICS DEMAND MORE RESPONSIVENESS AND AGILITY	32
	PROJECT SUCCESS DEPENDSONDELIVERING THE RIGHT SOLUTION, DONE RIGHT— THE FIRST TIME	33
	MANAGE REQUIREMENTS TO MANAGE THE PROJECT	33
	REQUIREMENTS MANAGEMENT: THE INTERSECTION OF PROJECT MANAGEMENT AND SYSTEMS ENGINEERING	34
	Chapter 2: VISUALIZING THE PROJECT ENVIRONMENT	36
	ZOOMING IN ON THE SOLUTION TRADE SPACE	38
	IDENTIFYING THE PROJECT STAKEHOLDERS	40
	THE PROFESSIONAL ATMOSPHERE	43
	OPPORTUNITIES AND RISKS	44
	THE PAYOFF: PERFORMANCE IMPROVEMENT	46
	Chapter 3: MODELING THE FIVE ESSENTIALS	47
	MODELING THE INTEGRATION OF PROJECT MANAGEMENT AND SYSTEMS ENGINEERING	47
	VALIDATION CRITERIA FOR THE INTEGRATED PROJECT MANAGEMENT MODEL	48
	FIVE ESSENTIALS FOR EVERY PROJECT	48
	ELABORATION OF THE WHEEL AND AXLE MODEL	53
	THE PROJECT MANAGEMENT ELEMENTS— TEN CATEGORIES OF SITUATIONAL TECHNIQUES AND TOOLS	59
	Part Two: The Essentials of Project Management	63
	Chapter 4: ORGANIZATIONAL COMMITMENT	65
	ESTABLISHING A PROJECT CULTURE WITH ALL THE RIGHT STUFF	66
	THE PROJECT ENVIRONMENT	70
	PROJECT RESOURCES	73
	ORGANIZATION COMMITMENT EXERCISE	75
	Chapter 5: PROJECT COMMUNICATION	76
	PARTICIPANTS AND THEIR INFLUENCE ON PROJECT COMMUNICATIONS	78
	TECHNIQUES FOR COMMUNICATING IN PROJECTS	81
	THE ENVIRONMENT	88
	LANGUAGE AND VOCABULARY— THE MANY MEANS USED TO EXPRESS THOUGHTS	90
	PROJECT COMMUNICATION EXERCISES	96
	Chapter 6: TEAMWORK	97
	WHY DO SO MANY TEAMS FAIL?	98
	THE FUNDAMENTALS OF AN EFFECTIVE TEAMWORK ENVIRONMENT	99
	TECHNIQUES FOR BUILDING AND SUSTAINING TEAMWORK: THE WORK OF TEAM WORK	105
	WHEN IS YOUR GROUP REALLY A TEAM?	109
	TEAMWORK EXERCISE	110
	Chapter 7: THE PROJECT CYCLE	112
	DEFINING THE RIGHT ROAD TO SUCCESS	113
	THE STUDY PERIOD YIELDS A HIGH RETURN ON INVESTMENT	117
	THE IMPLEMENTATION PERIOD IS FOR ACQUISITION OR DEVELOPMENT	122
	THE OPERATIONS PERIOD IS FOR FULFILLING USER NEEDS	123
	THE IMPORTANCE OF DECISION GATES	124
	THREE ASPECTS OF THE PROJECT CYCLE: BUSINESS, BUDGET, AND TECHNICAL	127
	SYSTEMS ENGINEERING IS VITALLY IMPORTANT TO THE TECHNICAL ASPECT	130
	MODELING THE TECHNICAL ASPECT	132
	VEE MODELS: TOOLS FOR VISUALIZING AND MANAGING TECHNICAL DEVELOPMENT	136
	TECHNICAL DEVELOPMENT TACTICS	144
	TECHNOLOGY INSERTION	147
	BASELINE MANAGEMENT	148
	TAILORING THE PROJECT CYCLE	150
	SHORTENING THE PROJECT CYCLE TIME	153
	PROJECT CYCLE EXERCISE	155
	Chapter 8: THE TEN MANAGEMENT ELEMENTS	157
	THE ELEMENTS	158
	PROJECT MANAGEMENT ELEMENTS EXERCISE	162
	Part Three: The Ten Management Elements in Detail	163
	Chapter 9: PROJECT REQUIREMENTS	165
	SIGNS OF OUR IDEAS	166
	REQUIREMENTS MANAGEMENT: A CRITICAL ACTIVITY THROUGHOUT THE PROJECT CYCLE	170
	REQUIREMENTS MANAGEMENT COMPLEXITY	171
	FROM REQUIREMENTS TO SYSTEM SOLUTIONS	171
	THE DECOMPOSITION ANALYSIS AND RESOLUTION PROCESS ENSURES THE DESIGN SATISFIES USERS AND STAKEHOLDERS	174
	THE VERIFICATION ANALYSIS AND RESOLUTION PROCESS	187
	PROJECT REQUIREMENTS TRACEABILITY AND ACCOUNTABILITY	189
	MANAGING TO BE DETERMINED AND TO BE RESOLVED REQUIREMENTS	189
	THE POTENTIAL FOR LOW-RISK HARDWARE AND SOFTWARE SOLUTIONS	190
	REQUIREMENTS MANAGEMENT TOOLS	191
	A REQUIREMENTS MODELING LANGUAGE— THE EMERGING ROLE OF SYSML	192
	REQUIREMENTS ELEMENT EXERCISE	194
	Chapter 10: ORGANIZATION OPTIONS	195
	FUNCTIONAL ORGANIZATIONS	197
	THE PURE PROJECT ORGANIZATION	199
	THE CONVENTIONAL MATRIX ORGANIZATION	200
	THE COMPOUND OR COLLOCATED MATRIX ORGANIZATION	202
	DESIGNING AND MAINTAINING A RELEVANT STRUCTURE	204
	INTEGRATED PROJECT TEAMS AND INTEGRATED PRODUCT TEAMS	204
	WIRING IN THE SYSTEMS ENGINEER	207
	MATRIX MANAGEMENT OPERATIONS	207
	ORGANIZATION OPTIONS EXERCISE	207
	Chapter 11: THE PROJECT TEAM	209
	ATTRIBUTES AND COMPETENCIES	210
	DEFINING THE PROJECT MANAGER’S ROLES, RESPONSIBILITIES, AND AUTHORITY	211
	SELECTING THE PROJECT MANAGER	213
	CHARTERING THE PROJECT AND CONFIRMING THE PROJECT MANAGER’S AUTHORITY	215
	STAFFING THE TEAM	217
	THE IMPORTANCE OF CONCURRENT ENGINEERING	219
	MANAGING THE MAJOR INTERFACES AND INTERRELATIONSHIPS	220
	PROJECT TEAM EXERCISE	223
	Chapter 12: PROJECT PLANNING	224
	PLAN THE WORK AND WORK THE PLAN	224
	IMPLEMENTATION PLANNING: CONVERTING THE PROJECT REQUIREMENTS INTO ORDERLY WORK	226
	THE PLANNING PROCESS: SIMULATING THE PROJECT	227
	DETERMINING THE PROJECT DELIVERABLES	230
	DEFINING THE WORK BREAKDOWN STRUCTURE AND THE TASKS	230
	WBS TASKS AND THE PROJECT DASHBOARD	235
	DEVELOPING THE PROJECT NETWORK AND SCHEDULES	236
	PLANNING THE RESOURCES	242
	ESTIMATING, COSTING, AND PRICING	243
	KEEPING THE PLAN CURRENT	247
	PLANNING ELEMENT EXERCISE	248
	Chapter 13: OPPORTUNITIES AND THEIR RISKS	251
	THE OPPORTUNITY— RISK RELATIONSHIP	251
	LEVELS OF OPPORTUNITY AND RISK	253
	PROJECT-VALUE-DRIVEN OPPORTUNITY AND RISK MANAGEMENT	254
	IDENTIFYING OPPORTUNITIES AND THEIR RISKS	258
	ASSESSING PROBABILITY AND IMPACT	264
	DECIDING ON REQUIRED ACTIONS AND INCORPORATING THEM INTO THE PLAN	267
	RELATING OPPORTUNITIES AND THEIR RISKS TO THE PROJECT CYCLE	268
	APPROACH TO THE USE OF COTS AND NDI	275
	OPPORTUNITY AND RISK ELEMENT EXERCISE	280
	Chapter 14: PROJECT CONTROL	282
	PROJECT CONTROL IS PROCESS CONTROL	283
	ACHIEVING THE APPROPRIATE LEVEL OF CONTROL	287
	GENERAL CONTROL TECHNIQUES	289
	CONFIGURATION MANAGEMENT AND CHANGE CONTROL	293
	QUALITY CONTROLS AND TECHNIQUES	299
	TECHNICAL CONTROLS AND TECHNIQUES	302
	THE CONDUCT AND RESOLUTION OF DECISION GATES	304
	PROJECT CONTROL ELEMENT EXERCISE	305
	Chapter 15: PROJECT VISIBILITY	306
	GLANCE MANAGEMENT	308
	THE PROJECT INFORMATION CENTER	310
	TIGER TEAMS FOCUS ON CONCERNS	311
	MEETINGS— THE PROJECT MANAGER’S DILEMMA	312
	TECHNIQUES FOR ENHANCING VISIBILITY	316
	TWENTY-FIRST CENTURY VISIBILITY TOOLS	318
	WHEN DESIGNING YOUR PROJECT’S VISIBILITY SYSTEM	318
	PROJECT VISIBILITY EXERCISE	319
	Chapter 16: PROJECT STATUS	320
	STATUS MEANS TECHNICAL AND BUSINESS— COMBINED	321
	CONDUCTING THE MAJOR STATUS REVIEWS	322
	EVALUATING STATUS	323
	USING TPMS AND MARGIN MANAGEMENT TO OBTAIN TECHNICAL STATUS	323
	DETERMINING SCHEDULE STATUS	326
	PERFORMANCE MEASUREMENT SYSTEMS QUANTIFY THE SERIOUSNESS OF VARIANCES	330
	EARNED VALUE TIES STATUS TO PLANNING	333
	INTERPRETING THE TRENDS	336
	PROJECT STATUS ELEMENT EXERCISE	339
	Chapter 17: CORRECTIVE ACTION	340
	CORRECTIVE ACTIONS ARE TAKEN TO FIX VARIANCES	340
	DETERMINING THE CORRECTIVE ACTION	343
	SUCCESSFULLY IMPLEMENTING CORRECTIVE ACTION	345
	CORRECTIVE ACTION ELEMENT EXERCISE	346
	Chapter 18: PROJECT LEADERSHIP	347
	THE ESSENCE OF LEADERSHIP: VISION AND ACTION	348
	THE MOTIVATIONAL TECHNIQUES OF PROJECT LEADERSHIP	350
	DETERMINING AND DECLARING YOUR LEADERSHIP STYLE	361
	LEADERSHIP ELEMENT EXERCISE	365
	Part Four: Implementing the Five Essentials	367
	Chapter 19: PRINCIPLES AND TACTICS FOR MASTERING COMPLEXITY	369
	COMBINING ARCHITECTURE AND ENTITY DEVELOPMENT TO CREATE THE SYSTEM SOLUTION	369
	THE ENTITY SOLUTION AND ARCHITECTURE PHASE SEQUENCE	371
	AGILE DEVELOPMENT PRACTICING IN-PROCESS VALIDATION	380
	TECHNICAL DEVELOPMENT TACTICS	382
	SELECTION OF TECHNICAL DEVELOPMENT TACTICS DETERMINES THE CRITICAL PATH	385
	ARTIFACTS AND THEIR ROLES	387
	Chapter 20: INTEGRATION, VERIFICATION, AND VALIDATION	389
	INTEGRATION	390
	VERIFICATION	394
	VALIDATION AND VALIDATION TECHNIQUES	404
	ANOMALY MANAGEMENT— DEALING WITH THE UNEXPECTED	407
	IV& V: THE OUNCE OF DISASTER PROTECTION	408
	Chapter 21: IMPROVING PROJECT PERFORMANCE	409
	PROJECT SUCCESS IS ALL ABOUT TECHNICAL, COST, AND SCHEDULE PERFORMANCE	409
	SUSTAINING PERFORMANCE IMPROVEMENT	415
	PROCESS IMPROVEMENT DONE RIGHT	418
	PUTTING IT ALL TOGETHER TO MASTER COMPLEX SYSTEMS	426
	BEYOND SUCCESS: SUSTAINING A HIGH PERFORMANCE CULTURE	427
	Appendix A WebSiteforForms andTemplates	429
	Appendix B THE PROFESSIONAL AND STANDARDS ENVIRONMENT	431
	THE PROFESSIONAL ENVIRONMENT	431
	REGULATORY BODIES AND STANDARDS ORGANIZATIONS	434
	Appendix C The Role of Unified Modeling Language in Systems Engineering	437
	ANALYZE NEEDS	440
	OTHER AREAS OF SYSML APPLICATION	442
	SUMMARY	442
	Appendix D A Summary of the Eight Phase Estimating Process	443
	PHASE 1: THE DESIGN BASELINE PHASE AND WORK BREAKDOWN STRUCTURE	443
	PHASE 2: THE SIZE BASELINE PHASE	444
	PHASE 3: THE ENVIRONMENT BASELINE PHASE	445
	PHASE 4: THE BASELINE ESTIMATE PHASE	445
	PHASE 5: THE PROJECT ESTIMATE PHASE	446
	PHASE 6: THE RISK ANALYSIS PHASE	447
	PHASE 7: THE BUDGETING PHASE	448
	PHASE 8: DYNAMIC DATA COLLECTION PHASE	448
	Appendix E Overview of the SEI-CMMI	449
	CAPABILITY MATURITY MODEL INTEGRATION ( CMMI)	450
	CONTINUOUS REPRESENTATION	452
	STAGED REPRESENTATION	453
	Glossary One Hundred Commonly Misunderstood Terms	455
	Notes	463
	Index	469