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Managing Business Projects: The Essentials

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Managing Business Projects: The Essentials differs from many other project management textbooks. Foremost, it is about business projects as opposed to construction or engineering projects. Although many techniques, like schedule management, apply to both, they are usually applied differently. As its title conveys, the bookexplains the essential techniques and perspectives needed for business projects to be successful. The focus is on small- and medium-sized projects, up to $20 million, but often below $1 million. Some literature favors large and mega-projects, but for every mega-project, there are many thousands of smaller projects that are vital to the organization and could involve considerable complexity and risk. Nevertheless, the techniques outlined here also apply to mega-projects and their many subprojects; they even apply to some aspects of construction or engineering projects.

This book does not aim to cover all project management techniques. In real life there is simply no time for sophisticated ‘should-dos.' Rather, it covers the essentials that apply to almost all business projects; these are unlikely to change in the future even as technology and methodologies advance. The driving idea, which is stated repeatedly, is to do the essentials and to do them consistently and well.

Strong emphasis is placed on things that happen before, around, and after the project itself. So, while the basic disciplines like engaging with stakeholders, managing scope, schedules, costs, risks, issues, changes, and communication, are thoroughly explained, other important aspects are covered. These include: governance of a project and of a portfolio of projects, project selection with its financial and non-financial aspects, effective use of the business case through to benefits realization, procurement, outsourcing and partnership, and also the agile mindset that is valuable beyond Agile projects.

Besides project managers and sponsors, this book is intended for people who are working in business or government, at any level, or for MBA students. It offers perspectives that enable them to learn more from their everyday experience. It is not aimed at undergraduate students, although many would benefit from the contents.

Author(s): Frank Einhorn
Publisher: CRC Press/Auerbach
Year: 2022

Language: English
Pages: 515
City: Boca Raton

Cover
Half Title
Title Page
Copyright Page
Table of Contents
Preface
Acknowledgments
About the Author
Part 1: Overview of the Book and of Business Project Management
Chapter 1: Introduction to the Book
1.1 Objectives of the Book
1.2 Objectives of This Chapter
1.3 How This Book Is Different
1.4 Business Projects Are Different from Construction or Engineering Projects
1.5 Setting the Scene – Some Statements to Get You Thinking
1.6 Structure of the Book
Reference
Chapter 2: Business Projects and Their Management
2.1 Objectives
2.2 What Is a Business Project?
2.3 Terminology That Relates to Projects
2.4 The Need for a Sponsor or Business Owner
2.5 Why Is Project Management Needed?
2.6 What Role Does the PM Play?
2.7 What Qualities and Skills Does the PM Need?
2.8 Self-Assessment on the Project Management Skills
2.9 Summary
References
Chapter 3: Methodology from Unusual Angles
3.1 Introduction and Objectives
3.2 What Is a Project Management Methodology? Will It Ensure Success?
3.3 More About Methodologies
3.3.1 Who Offers Them?
3.3.2 Project Methodologies – Their Strengths and Limitations
3.3.3 Certification in a Methodology – Essential or a Waste of Time?
3.4 Effective Use of Documentation
3.4.1 The Value of Documentation
3.4.2 Some Guidance on the Document Itself
3.4.3 Making Documents Accessible to Yourself and Others
3.5 Get to Know the Terminology
3.6 Will Technology Replace Methodology?
3.7 Some Conclusions on Methodology
References
Chapter 4: The Business Project Environment
4.1 Introduction and Objectives
4.2 How Do Business Projects Arise?
4.3 How Does the Organization Decide Which Projects to Do?
4.4 Why Do We Need Governance and Structure?
4.5 What Is the Project Lifetime? How Does It Relate to the Project Life Cycle?
4.6 The Project Lifetime and the Documents That Support Project Governance
4.6.1 Pre-project
4.6.2 During-project
4.6.3 Post-project
4.7 Summary
References
Part 2: Core Elements of Business Project Management
Chapter 5: Engaging with Stakeholders
5.1 Introduction and Objectives
5.2 Who Are the Stakeholders?
5.3 How Might Stakeholders Affect My Project?
5.4 How Should I Engage with the Stakeholders?
5.5 Final Thoughts on Stakeholders
References
Chapter 6: Project Definition
6.1 Introduction and Objectives
6.2 Why Do We Need Project Definition?
6.3 How Do We Produce a PDD?
6.4 The Triple Constraint – What Are Our Priorities?
6.5 What Should Be in the PDD?
6.5.1 Executive Summary
6.5.2 Glossary
6.5.3 Business Goals and Project Objectives
6.5.4 Critical Success Factors (Abbreviated to CSFs)
6.5.5 Scope
6.5.6 Approach and Context Diagram
6.5.7 Scope Exclusions and Other Exclusions
6.5.8 Benefits from the Project
6.5.9 Costs of Doing the Project
6.5.10 Resources and Stakeholders
6.5.11 Milestone Schedule
6.5.12 Risks
6.5.13 Issues, Assumptions, Dependencies, and Constraints
6.5.14 Management System and Documents for Reference
6.6 Confirming the Business Case After the PDD Has Been Finalized
6.7 Continuing with Planning
Chapter 7: Scope Definition
7.1 Introduction and Objectives
7.2 Why Do We Need to Know the Scope in More Detail?
7.3 What Are Requirements and How Do We Gather Them?
7.4 WBS Theory and How to Create a WBS
7.5 Business Projects Use the WBS Differently
7.6 Summary
Chapter 8: Project Estimating
8.1 Introduction and Objectives
8.2 What Is an Estimate, and Why Can’t It Be Accurate?
8.3 Why Do We Need to Estimate?
8.4 When and How Does One Do Estimates?
8.5 More About Estimating Techniques
8.5.1 Analogous Estimating
8.5.2 Expert Opinion
8.5.3 Parametric Modeling
8.5.4 Definitive Estimating
8.5.5 ‘Rule of thumb’ Estimating
8.6 Factors That Influence the Reliability of Estimates
8.7 Some Guidance for Sound Estimating
8.8 Summary
References
Chapter 9: Project Scheduling
9.1 Introduction and Objectives
9.2 Why a Schedule, and What Does It Look Like?
9.2.1 Why Do We Schedule?
9.2.2 What Does a Schedule Look Like and When Is It Produced?
9.2.3 What Happens Before We Produce a Schedule?
9.3 Some Important Scheduling Concepts and Terminology
9.4 Scheduling with a Gantt Chart
9.5 Use of the Gantt Schedule in Practice
9.6 ‘Real world’ Scheduling Issues
9.7 Thoughts and Tips for Scheduling Business Projects
9.7.1 Thoughts
9.7.2 Tips
9.8 Setting a Baseline, Resourcing, and Scheduling Tools
9.8.1 Comparing Current Schedule with the Baseline Schedule
9.8.2 Adding Resources to the Schedule and Resource Leveling
9.8.3 Use of Scheduling Tools
9.9 Ways of Meeting Tight Deadlines
9.9.1 De-scoping
9.9.2 Fast Tracking
9.9.3 Crashing
9.10 Some Critical Chain Concepts
9.11 Summary
Chapter 10: Managing Project Quality
10.1 Introduction and Objectives
10.2 The Theory and Practice of Quality
10.2.1 What Is Needed to Produce Quality Outcomes?
10.2.2 Quality Principles – the Total Cost of Quality
10.3 Project Quality
10.3.1 Quality Deliverables and Outcomes
10.3.2 More About the Quality Processes
10.3.3 Project Management Quality
10.4 Some Interesting Quality Standards and Philosophies
10.5 Concluding Thoughts on Quality
References
Chapter 11: Managing Project Risk
11.1 Introduction and Objectives
11.2 What Are Risks and When Do We Get Involved with Them?
11.3 How Do We Identify and Describe the Risks for Our Project?
11.3.1 Identifying the Risks
11.3.2 Describing the Risks
11.4 How Should We Document and Analyze the Risks?
11.4.1 Qualitative Risk Analysis
11.4.2 Quantitative Risk Analysis
11.4.3 How Much Should Be Set Aside for Risks?
11.5 How Should the PM Respond to Known Risks?
11.6 Summary of Managing Risks Throughout the Project’s Lifetime
Reference
Chapter 12: Progress and Cost Tracking
12.1 Introduction and Objectives
12.2 Why Does a Business PM Need to Understand Earned Value Concepts?
12.3 Some Cost Management Concepts and Terminology
12.3.1 Variances
12.3.2 Cost, Price, and Profit
12.3.3 More Terminology
12.4 Why Do We Need EVM and What Is It?
12.5 Earned Value Fundamentals
12.5.1 Three Key EVM Parameters
12.5.2 Producing a Time-Phased Budget for the Project to Get the PVs
12.5.3 Tracking the Project as It Progresses
12.5.4 EVM Formulae
12.6 Where Does the EVM Data Come From?
12.6.1 Actual Cost
12.6.2 Earned Value
12.7 Understanding EVM and the ‘S’ Curve
12.8 Why Classical EVM Is Seldom Used for Business Projects – and a Solution
12.9 PPTR – Project Progress Tracker
12.9.1 The Starting Spreadsheet
12.9.2 Monitoring Progress
12.9.3 Looking at Progress Graphically
12.9.4 Further Thoughts on PPTR
12.9.5 Benefits of Using PPTR
12.9.6 Things to Be Aware of When Using PPTR
12.9.7 Suggestions and Tips When Using PPTR
12.10 Closing Thoughts
References
Chapter 13: Project Teams and Organization
13.1 Introduction and Objectives
13.2 What Is Meant by ‘a team’ in the Project Context?
13.3 How Can Effective Teams Benefit Organizations and Individuals?
13.4 How Does the PM Build a Team?
13.4.1 About Team Building
13.4.2 The Team Charter
13.4.3 The Tuckman Model for Team Development
13.4.4 The Benefits of Short-Term Objectives
13.5 What Team Member Behaviors Should One Be Aware of?
13.5.1 Task-Oriented Behaviors
13.5.2 Relations-Oriented Behaviors
13.5.3 Self-Oriented Behaviors
13.6 The High-Performance Team
13.7 How Do Projects Fit into the Organization?
13.7.1 Functional Structure
13.7.2 Matrix Structures
13.7.3 Projectized Structure
13.7.4 Agile Structure
13.8 How Should People Be Brought on Board, Motivated and Managed?
13.8.1 Bringing People on Board (Resourcing) and Allocating Responsibilities
13.8.2 People Management Activities and Motivation
13.8.3 Some Approaches to Conflict
13.9 Leadership Style and the Use of Power
13.10 In Conclusion
References
Chapter 14: Managing Project Issues
14.1 Introduction and Objectives
14.2 Project Issues and How to Deal with Them
14.2.1 What Is a Project Issue?
14.2.2 Raising the Issue
14.2.3 The Issues Log
14.2.4 The Issue Record
14.2.5 Resolving Issues
14.3 Benefits of Practicing Issues Management
14.4 Concluding Thoughts on Issues
Chapter 15: Project Change Control
15.1 Introduction and Objectives
15.2 The Terminology Can Be Confusing
15.3 What Is a Change?
15.3.1 Scope Creep: the Challenge of Small Scope Changes
15.3.2 The Impact of a Change That ‘Requires No Extra Effort’
15.4 The Change Control Process
15.4.1 The Change Request Log
15.4.2 The Change Request Record
15.4.3 The Execution of Changes
15.5 Further Matters Relating to Governance
15.6 In Conclusion
Chapter 16: Project Monitoring, Control, and Communication
16.1 Introduction and Objectives
16.2 What Needs to Be Monitored and How Does the PM Control a Project?
16.3 What Meetings Do We Need, and What Should They Cover?
16.3.1 Team Meetings
16.3.2 Sponsor or Steering Committee Meetings
16.3.3 Decision Making
16.4 Meeting Minutes
16.4.1 Questions About Minutes
16.4.2 How Can Good Meeting Minutes Be Done in Just One or Two Pages?
16.5 What Should Be Done Between Meetings?
16.5.1 Informal Interaction
16.5.2 Follow-Up and a Productive Environment
16.6 Communications – Practical Guidelines
16.6.1 The Communications Challenge
16.6.2 A Structured Approach to Communications
16.6.3 Interpersonal Communication
16.6.4 Other Means of Communication
16.7 Project Status Reports. How Long Should They Be?
16.7.1 A Possible Format and Content
16.7.2 How Should Executives Respond After Getting Reports?
16.8 Summary
Reference
Chapter 17: Governance of a Project
17.1 Introduction and Objectives
17.2 Governance Clarified
17.3 Qualities of the Sponsor and Steercom Members
17.4 Sponsor Activities Throughout the Project’s Lifetime
17.5 What Might the Sponsor Expect from the PM?
17.6 Governance Structures and the Steercom
17.6.1 Key Steercom Roles
17.6.2 An Illustrative Governance Structure with Supplier Involvement
17.7 Governance Through ‘gate’ Reviews
17.8 In Conclusion
References
Chapter 18: Closing the Project
18.1 Introduction and Objectives
18.2 Closeout Scenarios
18.2.1 Normal Closeout
18.2.2 Premature Closeout
18.2.3 Changed Priorities
18.2.4 Badly Handled Scenarios
18.2.5 Other Closeout Possibilities
18.3 Closeout Considerations
18.4 The Closeout Activities – What Needs to Be Done?
18.4.1 Review the PDD or Contract and Deliver the Solution
18.4.2 Bring Supplier Activities to an Orderly Close
18.4.3 Perform Financial Closure
18.4.4 Take Care of the People
18.4.5 Tidy Up and Archive the Project Documentation
18.4.6 Produce the Project Completion Report and Involve the Sponsor
18.4.7 Additional Miscellaneous Activities
18.5 Summary
Reference
Part 3: Special Topics Related to Business Project Management
Chapter 19: Governance for a Portfolio of Projects
19.1 Introduction and Objectives
19.2 How Projects Arise from Strategy
19.3 Managing a Portfolio of Projects
19.3.1 What Happens with No Portfolio Management
19.3.2 The Scope of Portfolio Management
19.3.3 Project Selection
19.3.4 Ongoing Project Review and Support
19.3.5 Other Roles in Portfolio Governance
19.4 The PMO (Project Management Office)
19.4.1 Roles That the PMO Might Play
19.4.2 Types of PMO
19.5 Thoughts on Organizational Project Management Maturity
19.5.1 Maturity Levels
19.5.2 Benefits of Maturity Assessment and Some Caveats
19.6 Summary
References
Chapter 20: The Business Case End-to-End
20.1 Introduction and Objectives
20.2 Contents of the Business Case
20.3 People Involved in the Business Case
20.4 The Cost and Size of the Business Case
20.5 The Processes Involving the Business Case
20.6 Starting a Project without a Business Case
20.7 The Business Case Review
20.8 Summary of How to Use the Business Case Effectively
References
Chapter 21: Project Selection: Financial and Non-Financial Criteria
21.1 Introduction and Objectives
21.2 Financial Techniques for Project Selection
21.2.1 Simple Payback Period or ‘Breakeven’ Point
21.2.2 Net Present Value and Internal Rate of Return
21.2.3 Discounted Payback Period or ‘Breakeven’ Point
21.2.4 Estimating the IRR (Internal Rate of Return) of a Project
21.2.5 Why Is the Discounting Percentage (the Minimum IRR) So High?
21.2.6 The Sensitivity of Financial Figures to Incorrect Assumptions
21.2.7 Uncertainty and Precision
21.3 Adapting Financial Estimates for Common Situations
21.4 Further Considerations for Project Selection
21.4.1 Dangers of Only Using Financials for Project Selection
21.5 Non-Financial Considerations When Selecting Projects
21.6 Score Sheets to Take Financial and Non-Financial Factors into Account
21.7 Project Selection in the Real World and Some Conclusions
References
Chapter 22: Project Procurement, Outsourcing, and Partnership
22.1 Introduction and Objectives
22.2 The Project Procurement Environment
22.2.1 The Buyer and the Seller
22.2.2 Who Does the Procurement?
22.2.3 Buyer and Seller Perspectives Differ
22.3 The Procurement Processes
22.3.1 Planning Procurements – Specifying the Requirements
22.3.2 Contract Types
22.3.3 Conducting Procurements – Executing
22.3.4 Formalizing the Outcome with a Contract
22.3.5 Controlling Procured Services
22.4 Miscellaneous Tips for Buyers and Sellers
22.5 Project Outsourcing and Partnership
22.5.1 Advantages and Caveats of Outsourcing
22.5.2 Some Illustrative Outsourcing Scenarios
22.5.3 Approaches to Moving Toward Partnership
22.5.4 Sound Practices to Facilitate Partnership
22.6 Summary
References
Chapter 23: OCM – Organizational Change Management
23.1 Introduction and Objectives
23.2 OCM in Context
23.3 The Principles of OCM
23.4 The ADKAR Approach to Change
23.4.1 How the ADKAR Phases Relate to the Project Phases
23.4.2 Putting ADKAR into Practice
23.5 Further Thoughts on OCM
References
Chapter 24: Contracts for Business Projects
24.1 Introduction and Objectives
24.2 Why Does the PM Need to Be Involved in Contracts?
24.3 Some Important Facets of Contracts
24.3.1 Do All Projects Need Contracts?
24.3.2 Requirements for a Contract
24.3.3 Things That Would Negate a Contract
24.3.4 Is an Offer and Acceptance Good Enough?
24.4 The Structure and Content of a Contract
24.4.1 A Commonly Used Contract Structure
24.4.2 Clarification of Some Contract Terminology
24.5 Tips Related to Contracts
24.6 Handling of Differences Between the Parties
24.6.1 Some Causes of Differences
24.6.2 Dispute Resolution
24.7 Standard Contracts to Support Sound Practice
24.8 Summary
Chapter 25: Project Review
25.1 Introduction and Objectives
25.2 Types of Review
25.2.1 Terminology
25.2.2 Various Focus Areas and Various Reviewers
25.3 The Benefits of Doing Project Reviews
25.4 The Timing of the Reviews
25.5 Steps When Conducting a Major Project Review
25.5.1 Initiating the Review
25.5.2 Preparing for the Review
25.5.3 Conducting the Review
25.5.4 Producing the Report
25.5.5 Some General Guidelines for Getting the Most Out Of Reviews
25.6 Closing Thoughts on Project Review
References
Chapter 26: Ethical Conduct and Adherence to Legislation
26.1 Introduction and Objectives
26.2 Morals, Ethics, and Integrity
26.3 The Importance of Ethical Behavior
26.4 The PMI Code of Ethics and Professional Conduct
26.4.1 Responsibility – Taking Ownership of Our Actions or Lack Thereof
26.4.2 Respect – Showing Regard for Ourselves, Others, and Resources
26.4.3 Fairness – Make Impartial Decisions and Act Objectively
26.4.4 Honesty – Speak and Act Truthfully
26.4.5 Summary of the Code and An Opportunity to Get Some Practice
26.5 Adherence to Legislation
26.6 The Drivers of Legislation
26.7 The PMs Responsibility Regarding Legislation
Reference
Chapter 27: Project Negotiation
27.1 Introduction and Objectives
27.1.1 Exclusions
27.2 Principles of Negotiation
27.2.1 What Do PMs Negotiate About?
27.2.2 Situations in Which You Might Not Wish to Negotiate
27.2.3 The Importance of Execution – Carrying Out What Was Agreed in the Negotiation
27.2.4 Further Negotiation Aspects
27.3 Preparation for Negotiation
27.3.1 Power Base and BATNA
27.3.2 ZOPA (Zone of Possible Agreement)
27.3.3 Culture and Style
27.3.4 Summary of Preparation for Negotiation
27.4 Conducting Negotiations
27.4.1 Ethical and Legal Matters
27.4.2 Before and During the Negotiation
27.5 Negotiating Tools and Traps
27.6 Miscellaneous Additional Advice
27.7 Final Thoughts on Negotiation
References
Chapter 28: Managing International Projects
28.1 Introduction and Objectives
28.2 Types of International Projects
28.3 Considerations for Working Locally But Having Links to Other Countries
28.3.1 Cultural Factors
28.3.2 Hofstede’s Cultural Dimensions
28.4 Considerations for Operating in Another Country
28.4.1 Environmental Factors
28.5 Culture Shock and Getting Help
28.6 In Conclusion
References
Chapter 29: Dealing with Some Realities in Business Projects
29.1 Introduction and Objectives
29.2 Smaller Projects
29.2.1 Are Smaller Business Projects Easier and Less Important?
29.2.2 Managing Smaller Projects
29.3 The Matrix Environment
29.3.1 Likely Problems with Matrix Projects
29.3.2 Some Solutions
29.3.3 Summing Up Matrix Management
29.4 The Unstructured, or Even Chaotic, Environment
29.4.1 Identifying a Chaotic Environment
29.4.2 How to Manage in a Chaotic Environment
29.5 Summary
Chapter 30: Agile Approaches
30.1 Introduction and Objectives
30.2 The Traditional ‘Waterfall’ Approach
30.3 The Iterative Approach
30.4 The Agile Approach
30.4.1 The Agile Manifesto and Agile Principles
30.4.2 The Practical Modus-Operandi for an Agile Project
30.4.3 A Summary and More Aspects of Agile
30.4.4 Benefits of the Agile Approach
30.5 Hybrid Agile
30.6 Some Conclusions on Agile
References
Chapter 31: Digital Tools for Project Management
31.1 Introduction, Objectives, and Some Terminology
31.2 Terminology
31.3 Commonly Used Digital Tools
31.4 Project Portfolio Management Software
31.5 Choosing Appropriate Project Management Tools
31.6 Summary
Chapter 32: Trends: The Future of Business Project Management
32.1 Introduction and Objectives
32.2 Changes Over the Past 50 Years
32.2.1 Changes in Project Management
32.2.2 Changes in Technology
32.2.3 Changes in Governance
32.3 Possibilities for the Next 20 Years
32.3.1 Megatrends
32.3.2 Projectification
32.3.3 Complexity
32.3.4 Further Technology Developments
32.3.5 Strategic Project Management and Benefits Realization
32.3.6 Chartered Status for PMs
32.4 Which Aspects of Project Management Have Hardly Changed?
32.5 In Conclusion
References
Part 4: Wrap Up of the Book and Study Materials
Chapter 33: Wrap-Up and How to Achieve Success
33.1 Introduction and Objectives
33.2 Project Success and Avoiding Failure
33.2.1 What Is Success?
33.2.2 Avoiding Failure
33.3 Discussion on the True-False Statements from the Introduction
33.4 The Essentials for Managing a Business Project
33.5 Conclusion
References
Chapter 34: Study Guide
34.1 Introduction
34.2 Enhancing Your Own Understanding
34.3 Giving Yourself an Advanced Program
34.4 Facilitating an Advanced Business Project Management Program
34.5 In Conclusion
Chapter 35: Quizzes and Answers
Quiz for Chapter 5 on Engaging with Stakeholders
Quiz for Chapter 6 on Project Definition
Quiz for Chapter 7 on Scope Definition
Quiz for Chapter 8 on Estimating
Quiz for Chapter 9 on Project Scheduling
Quiz for Chapter 10 on Managing Project Quality
Quiz for Chapter 11 on Managing Project Risk
Quiz for Chapter 12 on Progress and Cost Tracking
Quiz for Chapter 13 on Teams and Organization
Quiz for Chapter 14 on Managing Project Issues
Quiz for Chapter 15 on Project Change Control
Quiz for Chapter 16 on Project Monitoring, Control, and Communication
Quiz for Chapter 17 on Governance of a Project
Quiz for Chapter 18 on Closing the Project
Quiz for Chapter 21 on Project Selection – Financial and Non-financial Criteria
Quiz for Chapter 22 on Project Procurement, Outsourcing, and Partnershipp
Quiz for Chapter 23 on OCM – Organizational Change Management
Quiz for Chapter 24 on Contracts for Business Projects
Quiz for Chapter 25 on Project Review
Quiz for Chapter 27 on Project Negotiation
Answers to Quizzes
Chapter 36: Cases to Support Your Learning
36.1 Case 1. Endura Holdings (project initiation and arriving at a charter)
36.2 Case 2. Waluma Hospital (stakeholder analysis)
36.3 Case 3. The Triple Constraint (project priorities for planning)
36.4 Case 4. Trandy Inc. Employee Scholarship Scheme (PDD – project definition document)
36.5 Case 5. Objective, Requirement, Scope, or Exclusion? (scope planning)
36.6 Case 6. NMA Conference (WBS – work breakdown structure)
36.7 Case 7. SpeedWall (definitive estimating)
36.8 Case 8. Estimating for Different Situations (project estimating)
36.9 Case 9. Market Survey (basic precedence and Gantt chart scheduling)
36.10 Case 10. Organize a Conference (Gantt chart scheduling – more complex)
36.11 Case 11. Precedence from Conversations (preparation for scheduling)
36.12 Case 12. Hospital Project (Gantt manual and on a scheduling tool)
36.13 Case 13. Market Survey Schedule Compression (crashing the schedule)
36.14 Case 14. EduToy7 Factory Move (project quality)
36.15 Case 15. Nature Films (risk management)
36.16 Case 16. Budget for Project Math11 (cost budgeting and control figures)
36.17 Case 17. Painting a Wall (Earned Value Management)
36.18 Case 18. HR Job Description Project (Earned Value Management)
36.19 Case 19. Project Theta (Earned Value Management)
36.20 Case 20. Project Inter-World (Earned Value Management)
36.21 Case 21. Hygiene Factors and Motivators (people management)
36.22 Case 22. HVD – Heavy Vehicle Distributors (team start-up)
36.23 Case 23. The Wealth-Man Conversion (issues management)
36.24 Case 24. Delia’s Day (what it’s like being a business PM)
36.25 Case 25. Setting RAG Codes for Project Reports (communication)
36.26 Case 26. XP Insurance (project governance)
36.27 Case 27. Sponsor Situations (appreciating the sponsor’s role)
36.28 Case 28. Rescon (closing and governance)
36.29 Case 29. PM Situations (applying all core knowledge areas)
36.30 Case 30. Delectable Confections (project selection)
36.31 Case 31. Upview Investments (procurement – setting the scene)
36.32 Case 32. Implications of Contract Types (procurement)
36.33 Case 33. M&P Outsourcing Project (outsourcing and partnership)
36.34 Case 34. Lorion (OCM – organizational change management)
36.35 Case 35. BCT – Bowden Consulting & Training (contracts)
36.36 Case 36. Warestar (project review)
36.37 Case 37. Ethical Dilemmas (ethics and professional conduct)
Bosango Metals
Mary Malaba
IT System Deadline
Comp2 Stores
Crolex Chemicals
Bettavap
36.38 Case 38. Getting Intranet Development Done (negotiation)
36.39 Case 39. TRSA Records Management (preventing failure)
Chapter 37: Answers for Cases
37.1 Case 1. Endura Holdings (project initiation and arriving at a charter)
37.2 Case 2. Waluma Hospital (stakeholder analysis)
37.3 Case 3. The Triple Constraint (project priorities for planning)
37.4 Case 4. Trandy Inc. Employee Scholarship Scheme (PDD – project definition document)
Executive Summary
Glossary
Business Goals and Project Objectives
Critical Success Factors (CSFs)
Scope
Approach
Context Diagram
Scope Exclusions
Other Exclusions
Benefits from the Project
Costs of Doing the Project
Resources and Stakeholders
Milestone Schedule
Risks
Assumptions, Issues, Dependencies
Management System
37.5 Case 5. Objective, Requirement, Scope, or Exclusion? (scope planning)
37.6 Case 6. NMA Conference (WBS – work breakdown structure)
37.7 Case 7. SpeedWall (definitive estimating)
37.8 Case 8. Estimating for Different Situations (project estimating)
37.9 Case 9. Market Survey (basic precedence and Gantt chart scheduling)
37.10 Case 10. Organize a Conference (Gantt chart scheduling – more complex)
37.11 Case 11. Precedence from Conversations (preparation for scheduling)
37.12 Case 12. Hospital Project (Gantt manual and on a scheduling tool)
37.13 Case 13. Market Survey Schedule Compression (crashing the schedule)
37.14 Case 14. EduToy7 Factory Move (project quality)
37.15 Case 15. Nature Films (risk management)
37.16 Case 16. Budget for Project Math11 (cost budgeting and control figures)
37.17 Case 17. Painting a Wall (Earned Value Management)
37.18 Case 18. HR Job Description Project (Earned Value Management)
37.19 Case 19. Project Theta (Earned Value Management)
37.20 Case 20. Project Inter-World (Earned Value Management)
37.21 Case 21. Hygiene Factors and Motivators (people management)
37.22 Case 22. HVD – Heavy Vehicle Distributors (team start-up)
37.23 Case 23. The Wealth-Man Conversion (issues management)
37.24 Case 24. Delia’s Day (what it’s like being a business PM)
37.25 Case 25. Setting RAG Codes for Project Reports (communication)
37.26 Case 26. XP Insurance (project governance)
37.27 Case 27. Sponsor Situations (appreciating the sponsor’s role)
37.28 Case 28. Rescon (closing and governance)
37.29 Case 29. PM Situations (applying all core knowledge areas)
37.30 Case 30. Delectable Confections (project selection)
37.31 Case 31. Upview Investments (procurement – setting the scene)
37.32 Case 32. Implications of Contract Types (procurement)
37.33 Case 33. M&P Outsourcing Project (outsourcing and partnership)
37.34 Case 34. Lorion (OCM – organizational change management)
37.35 Case 35. BCT – Bowden Consulting & Training (contracts)
37.36 Case 36. Warestar (project review)
37.37 Case 37. Ethical Dilemmas (ethics and professional conduct)
37.38 Case 38. Getting Intranet Development Done (negotiation)
37.39 Case 39. TRSA Records Management (preventing failure)
Appendix 1: Glossary of Terms and Acronyms
Appendix 2: Scheduling Theory – Precedence Diagrams
A2.1 Introduction
A2.2 Precedence Scheduling – Useful for Grasping the Theory
A2.2.1 Forward Pass
A2.2.2 Backward Pass
A2.2.3 Critical Path
A2.2.4 Constrained and Unconstrained Schedules
A2.2.5 Handling Lags and Leads
A2.3 Summary
Appendix 3: Two Useful Templates
PDD (Project Definition Document)
Business Project Health-Check
Index