Wysocki R. K. , McGary R. - Effective Project Management, Wiley
Publishing, Inc., -2003, Third edition, -504p.
What Is a Project?
Defining a Project.
Sequence of Activities.
Unique Activities.
Complex Activities.
Connected Activities.
One Goal.
Specified Time.
Within Budget.
According to Specification.
What Is a Program?
Project Parameters.
Scope.
Quality.
Cost.
Time.
Resources.
The Scope Triangle.
Scope Creep.
Hope Creep.
Effort Creep.
Feature Creep.
Project Classifications.
Classification by Project Characteristics.
Classification by Project Type.
Putting It All Together.
Discussion Questions.
What Is Traditional Project Management?
Principles of Traditional Project Management.
Defining.
Planning.
Executing.
Controlling.
Closing.
Traditional Project Management Life Cycle.
Phases of Traditional Project Management.
Levels of Traditional Project Management.
Quality Management.
Continuous Quality Management Model.
Process Quality Management Model.
Risk Management.
Identifying Risk.
Assessing Risk.
Planning Risk Response.
Risk Monitoring and Control.
Risk Assessment Example.
Procurement Management.
Planning Procurement.
Soliciting Requests for Proposals.
Managing RFP Questions and Responses.
Selecting Vendors.
Managing Contracts.
Closing Out the Contract.
Relationship between Traditional Project.
Management and Other Methodologies.
The Pain Curve.
Putting It All Together.
Discussion Questions.
Chapter Scoping the Project.
Defining the Project.
Managing Client Expectations.
Sorting Wants versus Needs.
Developing Conditions of Satisfaction.
Conducting Milestone Reviews.
Creating the Project Overview Statement.
Parts of the POS.
Attachments.
Using the Joint Project Planning Session.
to Develop the POS.
Submitting a Project for Approval.
Participants in the Approval Process.
Approval Criteria.
Project Approval Status.
The Project Definition Statement.
Putting It All Together.
Discussion Questions.
Chapter Identifying Project Activities.
The Work Breakdown Structure.
Uses for the WBS.
Generating the WBS.
Top-Down Approach.
Bottom-Up Approach.
WBS for Small Projects.
Intermediate WBS for Large Projects.
Six Criteria to Test for Completeness in the WBS.
Measurable Status.
Bounded.
Deliverable.
Cost/Time Estimate.
Acceptable Duration Limits.
Activity Independence.
Using a Joint Project Planning Session to Build the WBS.
Approaches to Building the WBS.
Noun-Type Approaches.
Verb-Type Approaches.
Organizational Approaches.
Representing the WBS.
Putting It All Together.
Discussion Questions.
Chapter Estimating Duration, Resource Requirements, and Cost.
Estimating Duration.
Resource Loading versus Activity Duration.
Variation in Activity Duration.
Six Methods for Estimating Activity Duration.
Estimation Precision.
Estimating Resource Requirements.
People as Resources.
Resource Breakdown Structure.
Estimating Duration as a Function of Resource Availability.
Assign as a Total Work and a Constant Percent/Day.
Assign as a Duration and Total Work Effort.
Assign as a Duration and Percent/Day.
Assign as a Profile.
Estimating Cost.
Resource Planning.
Cost Estimating.
Cost Budgeting.
Cost Control.
Using a JPP Session to Estimate Duration,
Work Packages.
Purpose of a Work Package.
Format of a Work Package.
Putting It All Together.
Discussion Questions.
Chapter Organizing and Conducting the Joint Project.
Planning Session.
Joint Project Planning Sessions.
Planning the JPP Session.
Attendees.
Facilities.
Equipment.
The Complete Planning Agenda.
Deliverables.
Project Proposal.
Contents of the Project Proposal.
Putting It All Together.
Discussion Questions.
Chapter Recruiting, Organizing, and Managing the Project Team.
Project Manager vis-?-vis the Functional Manager.
Projects as Motivation and Development Tools.
Motivators.
Hygiene Factors.
Recruiting the Project Team.
The Project Manager.
Core Team Members.
Contracted Team Members.
Organizing the Project Team.
Authority.
Responsibility.
Balancing a Team.
Developing a Team Deployment Strategy.
Developing a Team Development Plan.
Establishing Team Operating Rules.
Situations Requiring Team Operating Rules.
Problem Solving.
Decision Making.
Conflict Resolution.
Consensus Building.
Brainstorming.
Team Meetings.
Managing Team Communications.
Managing Communications Timing, Content, and Channels.
Managing Communication Beyond the Team.
Contents xi.
Resource Requirements, and Cost.
Determining Resource Requirements.
Determining Cost.
Putting It All Together.
Discussion Questions.
Chapter Constructing and Analyzing the Project Network Diagram.
The Project Network Diagram.
Envisioning a Complex Project Network Diagram.
Benefits to Network-Based Scheduling.
Building the Network Diagram Using.
the Precedence Diagramming Method.
Dependencies.
Constraints.
Using the Lag Variable.
Creating an Initial Project Network Schedule.
Analyzing the Initial Project Network Diagram.
Compressing the Schedule.
Management Reserve.
Using the JPP Session to Construct.
and Analyze the Network.
Putting It All Together.
Discussion Questions.
Chapter Finalizing the Schedule and Cost Based on.
Resource Availability.
Considering Resource Availability.
Leveling Resources.
Acceptably Leveled Schedule.
Resource-Leveling Strategies.
Utilizing Available Slack.
Shifting the Project Finish Date.
Smoothing.
Alteative Methods of Scheduling Activities.
Cost Impact of Resource Leveling.
Implementing Micro-Level Project Planning.
Putting It All Together.
Discussion Questions.
Chapter Monitoring and Controlling Progress.
Control versus Risk.
Purpose of Controls.
High Control—Low Risk.
Low Control—High Risk.
Balancing the Control System.
Control versus Quality.
Progress Reporting System.
Types of Project Status Reports.
How and What Information to Update.
Frequency of Gathering and Reporting Project Progress.
Variances.
Applying Graphical Reporting Tools.
Gantt Charts.
Milestone Trend Charts.
Cost Schedule Control.
Using the WBS to Report Project Status.
Deciding on Report Level of Detail.
Activity Manager.
Project Manager.
Senior Management.
Managing Project Status Meetings.
Who Should Attend? .
When Are They Held? .
What Is Their Purpose? .
What Is Their Format? .
Managing Change.
Managing Problem Escalation.
The Escalation Strategy Hierarchy.
Problem Management Meetings.
Putting It All Together.
Discussion Questions.
Chapter Closing Out the Projects.
Steps in Closing a Project.
Getting Client Acceptance.
Ceremonial Acceptance.
Formal Acceptance.
Installing Project Deliverables.
Documenting the Project.
Post-Implementation Audit.
The Final Report.
Celebrating Success.
Putting It All Together.
Discussion Questions.
Critical Chain Project Management.
What Is the Critical Chain? .
Variation in Duration: Common Cause versus Special Cause.
Statistical Validation of the Critical Chain Approach.
The Critical Chain Project Management Approach.
Step : Creating the Early Schedule Project Network Diagram.
Step : Converting the Early Schedule to the Late Schedule.
and Adding Resources.
Step : Resolving Resource Conflicts.
Buffers.
Defining Buffers.
Types of Buffers.
Using Buffers.
Managing Buffers.
Track Record of Critical Chain Project Management.
Putting It All Together.
Discussion Questions.
Adaptive Project Framework.
Chapter Introduction to the Adaptive Project Framework.
Defining APF.
An Overview of the APF.
Version Scope.
Cycle Plan.
Cycle Build.
Client Checkpoint.
Post-Version Review.
The APF Core Values.
Client-Focused.
Client-Driven.
Incremental Results Early and Often.
Continuous Questioning and Introspection.
Change Is Progress to a Better Solution.
Don’t Speculate on the Future.
Putting It All Together.
Discussion Questions.
Chapter Version Scope.
Defining the Version Scope.
Developing the Conditions of Satisfaction.
Writing the Project Overview Statement.
Holding a Fixed Version Budget and Timebox.
Planning the Version Scope.
Developing the Mid-Level WBS.
Prioritizing the Version Functionality.
Prioritization Approaches.
Prioritizing the Scope Triangle.
Determining the Number of Cycles and Cycle Timeboxes.
Assigning Functionality to Cycles.
Writing Objective Statements for Each Cycle.
Putting It All Together.
Discussion Questions.
Chapter Cycle Plan.
Developing a Low-Level WBS for This Cycle Functionality.
Micromanaging an APF Project.
Estimating Task Duration.
Estimating Resource Requirements.
Determining Resource Requirements in the WBS.
Identifying a Specific Resource Needed.
Sequencing the Tasks.
Putting It All Together.
Discussion Questions.
Chapter Cycle Build.
Creating a Micro-Level Schedule and Finalizing.
Resource Assignments.
Writing Work Packages.
Building Cycle Functionality.
Monitoring and Adjusting the Cycle Build Schedule.
Maintaining a Scope Bank.
Maintaining an Issues Log.
Using a Prioritized Scope Matrix.
Holding Team Meetings.
Status Reports.
Putting It All Together.
Discussion Questions.
Chapter Client Checkpoint.
Inputs to the Client Checkpoint.
Planned versus Actual Functionality Added.
Scope Bank.
Questions to Be Answered during Client Checkpoint.
What Was Planned? .
What Was Done? .
Is the Version Scope Still Valid? .
Is the Team Working as Expected? .
What Was Leaed? .
Adjusting Functionality for the Next Cycle Plan.
Updated Functionality List.
Reprioritized Functionality List.
Next Cycle Length.
Putting It All Together.
Discussion Questions.
Chapter Post-Version Review.
Checking Explicit Business Outcomes.
Reviewing Lessons Leaed for Next Version Functionality.
Assessing APF for Improvements.
Putting It All Together.
Discussion Questions.
Chapter Variations to APF.
Proof-of-Concept Cycle.
Revising the Version Plan.
Extreme Project Management.
Defining an Extreme Project.
Overview of Extreme Project Management.
Comparing Project Approaches.
Putting It All Together.
Discussion Questions.
Part Three Organizational Considerations.
Chapter Project Portfolio Management.
Introduction to Project Portfolio Management.
Portfolio Management Concepts.
The Major Phases of Project Portfolio Management.
Establishing a Portfolio Strategy.
Strategic Alignment Model.
Boston Consulting Group Products/Services Matrix.
Project Distribution Matrix.
Growth versus Survival Model.
Project Investment Categories.
Choosing Where to Apply These Models.
Evaluating Project Alignment to the Portfolio Strategy.
Prioritizing Projects and Holding Pending.
Funding Authorization.
Forced Ranking.
Q-Sort.
Must-Haves, Should-Haves, Nice-to-Haves.
Criteria Weighting.
Paired Comparisons Model.
Risk/Benefit.
Selecting a Balanced Portfolio Using the.
Prioritized Projects.
Balancing the Portfolio.
Strategic Alignment Model and Weighted Criteria.
Project Distribution Matrix and Forced Ranking Model.
Graham-Englund Selection Model and the Risk/Benefit Matrix.
Balancing Using Partial Funding or Staffing of Projects.
Managing the Active Projects.
Project Status.
Reporting Portfolio Performance.
Closing Projects in the Portfolio.
Attainment of Explicit Business Value.
Lessons Leaed.
Preparing Your Project for Submission to the.
Portfolio Management Process.
A Revised Project Overview Statement.
A Two-Step Submission Process.
A New Submission Process.
Putting It All Together.
Discussion Questions.
Chapter Project Support Office.
Background of the Project Support Office.
What Is a Project Support Office? .
Temporary or Permanent Organizational Unit.
Portfolio of Services.
Specific Portfolio of Projects.
Naming the Project Support Office.
Establishing Your PSO’s Mission.
Framing PSO Objectives.
Exploring PSO Functions.
Project Support.
Consulting and Mentoring.
Methods and Standards.
Software Tools.
Training.
Project Manager Resources.
Selecting PSO Organizational Structures.
Virtual versus Real.
Proactive versus Reactive.
Temporary versus Permanent.
Program versus Projects.
Enterprise versus Functional.
Hub—Hub and Spoke.
Organizational Placement of the PSO.
How Do You Know You Need a PSO? .
The Standish Group Report.
Spotting Symptoms That You Need a PSO.
Establishing a PSO.
PSO Stages of Growth.
Planning a PSO.
Challenges to Implementing a PSO.
Speed and Patience.
Leadership from the Bottom Up.
A Systems Thinking Perspective.
Enterprise-wide Systems.
Knowledge Management.
Leaing and Leaed Project Organizations.
Open Communications.
Putting It All Together.
Discussion Questions.
Epilogue Putting It All Together Finally.
Closing Comments by Bob Wysocki.
Closing Comments by Rudd McGary.
Appendix A What’s on the CD-ROM.
System Requirements.
Using the CD.
What’s on the CD.
Troubleshooting.
Appendix B Bibliography.
Traditional Project Management.
Adaptive Project Framework.
Extreme Project Management.
Organizational Considerations.
What Is a Project?
Defining a Project.
Sequence of Activities.
Unique Activities.
Complex Activities.
Connected Activities.
One Goal.
Specified Time.
Within Budget.
According to Specification.
What Is a Program?
Project Parameters.
Scope.
Quality.
Cost.
Time.
Resources.
The Scope Triangle.
Scope Creep.
Hope Creep.
Effort Creep.
Feature Creep.
Project Classifications.
Classification by Project Characteristics.
Classification by Project Type.
Putting It All Together.
Discussion Questions.
What Is Traditional Project Management?
Principles of Traditional Project Management.
Defining.
Planning.
Executing.
Controlling.
Closing.
Traditional Project Management Life Cycle.
Phases of Traditional Project Management.
Levels of Traditional Project Management.
Quality Management.
Continuous Quality Management Model.
Process Quality Management Model.
Risk Management.
Identifying Risk.
Assessing Risk.
Planning Risk Response.
Risk Monitoring and Control.
Risk Assessment Example.
Procurement Management.
Planning Procurement.
Soliciting Requests for Proposals.
Managing RFP Questions and Responses.
Selecting Vendors.
Managing Contracts.
Closing Out the Contract.
Relationship between Traditional Project.
Management and Other Methodologies.
The Pain Curve.
Putting It All Together.
Discussion Questions.
Chapter Scoping the Project.
Defining the Project.
Managing Client Expectations.
Sorting Wants versus Needs.
Developing Conditions of Satisfaction.
Conducting Milestone Reviews.
Creating the Project Overview Statement.
Parts of the POS.
Attachments.
Using the Joint Project Planning Session.
to Develop the POS.
Submitting a Project for Approval.
Participants in the Approval Process.
Approval Criteria.
Project Approval Status.
The Project Definition Statement.
Putting It All Together.
Discussion Questions.
Chapter Identifying Project Activities.
The Work Breakdown Structure.
Uses for the WBS.
Generating the WBS.
Top-Down Approach.
Bottom-Up Approach.
WBS for Small Projects.
Intermediate WBS for Large Projects.
Six Criteria to Test for Completeness in the WBS.
Measurable Status.
Bounded.
Deliverable.
Cost/Time Estimate.
Acceptable Duration Limits.
Activity Independence.
Using a Joint Project Planning Session to Build the WBS.
Approaches to Building the WBS.
Noun-Type Approaches.
Verb-Type Approaches.
Organizational Approaches.
Representing the WBS.
Putting It All Together.
Discussion Questions.
Chapter Estimating Duration, Resource Requirements, and Cost.
Estimating Duration.
Resource Loading versus Activity Duration.
Variation in Activity Duration.
Six Methods for Estimating Activity Duration.
Estimation Precision.
Estimating Resource Requirements.
People as Resources.
Resource Breakdown Structure.
Estimating Duration as a Function of Resource Availability.
Assign as a Total Work and a Constant Percent/Day.
Assign as a Duration and Total Work Effort.
Assign as a Duration and Percent/Day.
Assign as a Profile.
Estimating Cost.
Resource Planning.
Cost Estimating.
Cost Budgeting.
Cost Control.
Using a JPP Session to Estimate Duration,
Work Packages.
Purpose of a Work Package.
Format of a Work Package.
Putting It All Together.
Discussion Questions.
Chapter Organizing and Conducting the Joint Project.
Planning Session.
Joint Project Planning Sessions.
Planning the JPP Session.
Attendees.
Facilities.
Equipment.
The Complete Planning Agenda.
Deliverables.
Project Proposal.
Contents of the Project Proposal.
Putting It All Together.
Discussion Questions.
Chapter Recruiting, Organizing, and Managing the Project Team.
Project Manager vis-?-vis the Functional Manager.
Projects as Motivation and Development Tools.
Motivators.
Hygiene Factors.
Recruiting the Project Team.
The Project Manager.
Core Team Members.
Contracted Team Members.
Organizing the Project Team.
Authority.
Responsibility.
Balancing a Team.
Developing a Team Deployment Strategy.
Developing a Team Development Plan.
Establishing Team Operating Rules.
Situations Requiring Team Operating Rules.
Problem Solving.
Decision Making.
Conflict Resolution.
Consensus Building.
Brainstorming.
Team Meetings.
Managing Team Communications.
Managing Communications Timing, Content, and Channels.
Managing Communication Beyond the Team.
Contents xi.
Resource Requirements, and Cost.
Determining Resource Requirements.
Determining Cost.
Putting It All Together.
Discussion Questions.
Chapter Constructing and Analyzing the Project Network Diagram.
The Project Network Diagram.
Envisioning a Complex Project Network Diagram.
Benefits to Network-Based Scheduling.
Building the Network Diagram Using.
the Precedence Diagramming Method.
Dependencies.
Constraints.
Using the Lag Variable.
Creating an Initial Project Network Schedule.
Analyzing the Initial Project Network Diagram.
Compressing the Schedule.
Management Reserve.
Using the JPP Session to Construct.
and Analyze the Network.
Putting It All Together.
Discussion Questions.
Chapter Finalizing the Schedule and Cost Based on.
Resource Availability.
Considering Resource Availability.
Leveling Resources.
Acceptably Leveled Schedule.
Resource-Leveling Strategies.
Utilizing Available Slack.
Shifting the Project Finish Date.
Smoothing.
Alteative Methods of Scheduling Activities.
Cost Impact of Resource Leveling.
Implementing Micro-Level Project Planning.
Putting It All Together.
Discussion Questions.
Chapter Monitoring and Controlling Progress.
Control versus Risk.
Purpose of Controls.
High Control—Low Risk.
Low Control—High Risk.
Balancing the Control System.
Control versus Quality.
Progress Reporting System.
Types of Project Status Reports.
How and What Information to Update.
Frequency of Gathering and Reporting Project Progress.
Variances.
Applying Graphical Reporting Tools.
Gantt Charts.
Milestone Trend Charts.
Cost Schedule Control.
Using the WBS to Report Project Status.
Deciding on Report Level of Detail.
Activity Manager.
Project Manager.
Senior Management.
Managing Project Status Meetings.
Who Should Attend? .
When Are They Held? .
What Is Their Purpose? .
What Is Their Format? .
Managing Change.
Managing Problem Escalation.
The Escalation Strategy Hierarchy.
Problem Management Meetings.
Putting It All Together.
Discussion Questions.
Chapter Closing Out the Projects.
Steps in Closing a Project.
Getting Client Acceptance.
Ceremonial Acceptance.
Formal Acceptance.
Installing Project Deliverables.
Documenting the Project.
Post-Implementation Audit.
The Final Report.
Celebrating Success.
Putting It All Together.
Discussion Questions.
Critical Chain Project Management.
What Is the Critical Chain? .
Variation in Duration: Common Cause versus Special Cause.
Statistical Validation of the Critical Chain Approach.
The Critical Chain Project Management Approach.
Step : Creating the Early Schedule Project Network Diagram.
Step : Converting the Early Schedule to the Late Schedule.
and Adding Resources.
Step : Resolving Resource Conflicts.
Buffers.
Defining Buffers.
Types of Buffers.
Using Buffers.
Managing Buffers.
Track Record of Critical Chain Project Management.
Putting It All Together.
Discussion Questions.
Adaptive Project Framework.
Chapter Introduction to the Adaptive Project Framework.
Defining APF.
An Overview of the APF.
Version Scope.
Cycle Plan.
Cycle Build.
Client Checkpoint.
Post-Version Review.
The APF Core Values.
Client-Focused.
Client-Driven.
Incremental Results Early and Often.
Continuous Questioning and Introspection.
Change Is Progress to a Better Solution.
Don’t Speculate on the Future.
Putting It All Together.
Discussion Questions.
Chapter Version Scope.
Defining the Version Scope.
Developing the Conditions of Satisfaction.
Writing the Project Overview Statement.
Holding a Fixed Version Budget and Timebox.
Planning the Version Scope.
Developing the Mid-Level WBS.
Prioritizing the Version Functionality.
Prioritization Approaches.
Prioritizing the Scope Triangle.
Determining the Number of Cycles and Cycle Timeboxes.
Assigning Functionality to Cycles.
Writing Objective Statements for Each Cycle.
Putting It All Together.
Discussion Questions.
Chapter Cycle Plan.
Developing a Low-Level WBS for This Cycle Functionality.
Micromanaging an APF Project.
Estimating Task Duration.
Estimating Resource Requirements.
Determining Resource Requirements in the WBS.
Identifying a Specific Resource Needed.
Sequencing the Tasks.
Putting It All Together.
Discussion Questions.
Chapter Cycle Build.
Creating a Micro-Level Schedule and Finalizing.
Resource Assignments.
Writing Work Packages.
Building Cycle Functionality.
Monitoring and Adjusting the Cycle Build Schedule.
Maintaining a Scope Bank.
Maintaining an Issues Log.
Using a Prioritized Scope Matrix.
Holding Team Meetings.
Status Reports.
Putting It All Together.
Discussion Questions.
Chapter Client Checkpoint.
Inputs to the Client Checkpoint.
Planned versus Actual Functionality Added.
Scope Bank.
Questions to Be Answered during Client Checkpoint.
What Was Planned? .
What Was Done? .
Is the Version Scope Still Valid? .
Is the Team Working as Expected? .
What Was Leaed? .
Adjusting Functionality for the Next Cycle Plan.
Updated Functionality List.
Reprioritized Functionality List.
Next Cycle Length.
Putting It All Together.
Discussion Questions.
Chapter Post-Version Review.
Checking Explicit Business Outcomes.
Reviewing Lessons Leaed for Next Version Functionality.
Assessing APF for Improvements.
Putting It All Together.
Discussion Questions.
Chapter Variations to APF.
Proof-of-Concept Cycle.
Revising the Version Plan.
Extreme Project Management.
Defining an Extreme Project.
Overview of Extreme Project Management.
Comparing Project Approaches.
Putting It All Together.
Discussion Questions.
Part Three Organizational Considerations.
Chapter Project Portfolio Management.
Introduction to Project Portfolio Management.
Portfolio Management Concepts.
The Major Phases of Project Portfolio Management.
Establishing a Portfolio Strategy.
Strategic Alignment Model.
Boston Consulting Group Products/Services Matrix.
Project Distribution Matrix.
Growth versus Survival Model.
Project Investment Categories.
Choosing Where to Apply These Models.
Evaluating Project Alignment to the Portfolio Strategy.
Prioritizing Projects and Holding Pending.
Funding Authorization.
Forced Ranking.
Q-Sort.
Must-Haves, Should-Haves, Nice-to-Haves.
Criteria Weighting.
Paired Comparisons Model.
Risk/Benefit.
Selecting a Balanced Portfolio Using the.
Prioritized Projects.
Balancing the Portfolio.
Strategic Alignment Model and Weighted Criteria.
Project Distribution Matrix and Forced Ranking Model.
Graham-Englund Selection Model and the Risk/Benefit Matrix.
Balancing Using Partial Funding or Staffing of Projects.
Managing the Active Projects.
Project Status.
Reporting Portfolio Performance.
Closing Projects in the Portfolio.
Attainment of Explicit Business Value.
Lessons Leaed.
Preparing Your Project for Submission to the.
Portfolio Management Process.
A Revised Project Overview Statement.
A Two-Step Submission Process.
A New Submission Process.
Putting It All Together.
Discussion Questions.
Chapter Project Support Office.
Background of the Project Support Office.
What Is a Project Support Office? .
Temporary or Permanent Organizational Unit.
Portfolio of Services.
Specific Portfolio of Projects.
Naming the Project Support Office.
Establishing Your PSO’s Mission.
Framing PSO Objectives.
Exploring PSO Functions.
Project Support.
Consulting and Mentoring.
Methods and Standards.
Software Tools.
Training.
Project Manager Resources.
Selecting PSO Organizational Structures.
Virtual versus Real.
Proactive versus Reactive.
Temporary versus Permanent.
Program versus Projects.
Enterprise versus Functional.
Hub—Hub and Spoke.
Organizational Placement of the PSO.
How Do You Know You Need a PSO? .
The Standish Group Report.
Spotting Symptoms That You Need a PSO.
Establishing a PSO.
PSO Stages of Growth.
Planning a PSO.
Challenges to Implementing a PSO.
Speed and Patience.
Leadership from the Bottom Up.
A Systems Thinking Perspective.
Enterprise-wide Systems.
Knowledge Management.
Leaing and Leaed Project Organizations.
Open Communications.
Putting It All Together.
Discussion Questions.
Epilogue Putting It All Together Finally.
Closing Comments by Bob Wysocki.
Closing Comments by Rudd McGary.
Appendix A What’s on the CD-ROM.
System Requirements.
Using the CD.
What’s on the CD.
Troubleshooting.
Appendix B Bibliography.
Traditional Project Management.
Adaptive Project Framework.
Extreme Project Management.
Organizational Considerations.