Effective project management: traditional, adaptive, extreme
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Indianapolis, Ind.
Wiley
2007
|
| Edition: | 4. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XLVII, 615 S. graph. Darst. 24 cm |
| ISBN: | 0470042613 9780470042618 |
Staff View
MARC
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| 100 | 1 | |a Wysocki, Robert K. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Effective project management |b traditional, adaptive, extreme |c Robert K. Wysocki |
| 250 | |a 4. ed. | ||
| 264 | 1 | |a Indianapolis, Ind. |b Wiley |c 2007 | |
| 300 | |a XLVII, 615 S. |b graph. Darst. |c 24 cm | ||
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| 650 | 4 | |a Gestion de projets | |
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Record in the Search Index
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|---|---|
| adam_text | Contents
Preface to the Fourth Edition xxvii
Acknowledgments xxix
Introduction xxxi
Part I Traditional Project Management 1
Chapter 1 What Is a Project? 3
Defining a Project 3
Sequence of Activities 4
Unique Activities 4
Complex Activities 5
Connected Activities 5
One Goal 5
Specified Time 5
Within Budget 6
According to Specification 6
What Is a Program? 6
Establishing Temporary Program Offices 7
Establishing Permanent Program Offices 7
Project Parameters 7
Scope 8
Quality 8
Cost 9
Time 9
Resources 9
The Scope Triangle 10
Scope Creep 11
Hope Creep 11
Effort Creep 12
Feature Creep 12
Applications of the Scope Triangle 13
Problem Escalation 13
Project Impact Statement 13
Project Classifications 14
Classification by Project Characteristics 14
Classification by Project Type 16
The Changing Face of Projects 17
Quadrant 1: Goal and Solution Are Clearly Specified 18
Low Complexity 18
Well Understood Technology Infrastructure 18
Low Risk 19
Experienced and Skilled Developer Teams 19
Quadrant 2: Goal Is Clearly Specified but Solution Is Not 19
Quadrant 3: Goal and Solution Are Not Clearly Specified 20
Quadrant 4: Goal Is Not Clearly Specified but the Solution Is 20
The Complexity/Uncertainty Domain of Projects 20
Requirements 21
Flexibility 21
Adaptability 22
Change 22
Risk 23
Team Cohesiveness 24
Communications 24
Customer Involvement 25
The Customer s Comfort Zone 26
Ownership by the Customer 26
Customer Sign Off 27
Specification 27
Change 28
Business Value 29
Putting It All Together 30
Discussion Questions 31
Chapter 2 Traditional, Adaptive, Extreme: A Dynamic
Project Management Landscape 33
Principles of Project Management 34
Defining 36
State the Problem/Opportunity 37
Establish the Project Goal 37
Define the Project Objectives 37
Identify the Success Criteria 37
List Assumptions, Risks, and Obstacles 37
Planning 38
Identify Project Activities 38
Estimate Activity Duration 38
Determine Resource Requirements 38
Construct/Analyze the Project Network 38
Prepare the Project Proposal 39
Launching 40
Recruit and Organize the Project Team 40
Establish Team Operating Rules 40
Level Project Resources 40
Document Work Packages 41
Monitoring and Controlling 41
Establish Progress Reporting System 41
Install Change Control Tools/Process 41
Define Problem Escalation Process 42
Monitor Project Progress Versus Plan 42
Revise Project Plans 42
Closing 42
Obtain Client Acceptance 42
Install Project Deliverables 43
Complete Project Documentation 43
Complete Post Implementation Audit 43
Celebrate 44
Variations to Project Management Approaches 44
Traditional Project Management Approaches 48
Linear Project Management Approaches 49
Incremental Project Management Approaches 50
Adaptive Project Management Approaches 51
Iterative Project Management Approach 51
Adaptive Project Management Approach 52
Extreme Project Management Approach 53
INSPIRE Project Management Approach 54
Variations within the Traditional Project
Management Approach 56
Rapid Development Project Management Approach 56
Staged Delivery Project Management Approach 57
Member Reassignment 58
Loss of Priority 58
Encouraging Scope Change 58
Quality Management 59
Continuous Quality Management Model 60
Process Quality Management Model 60
Risk Management 63
Identifying Risk 64
Risk Categories 65
Assessing Risk 66
Qualitative Assessment 67
Dynamic Risk Assessment 67
Planning Risk Response 68
Risk Monitoring and Control 69
Procurement Management 70
Planning Procurement 70
Soliciting Requests for Proposals 71
Managing RFP Questions and Responses 72
Selecting Vendors 72
Managing Contracts 73
Closing Out the Contract 73
Project Management Institute 74
Project Management Body of Knowledge Standards 74
OPM3 Standards 77
Putting It All Together 77
Discussion Questions 78
Chapter 3 Defining the Project 81
Managing Client Expectations 82
Sorting Wants versus Needs 83
Developing Conditions of Satisfaction 83
Establishing Clarity of Purpose 85
Specifying Business Outcomes 86
Creating the Project Overview Statement 86
Parts of the POS 88
Stating the Problem/Opportunity 88
Establishing the Project Goal 90
Defining the Project Objectives 92
Identifying Success Criteria 93
Listing Assumptions, Risks, and Obstacles 95
Attachments 96
Risk Analysis 97
Financial Analyses 97
Using the Joint Project Planning Session to Develop the POS 98
Submitting a Project for Approval 99
Participants in the Approval Process 101
Approval Criteria 102
Project Approval Status 102
Conducting COS Milestone Reviews 103
Requirements Gathering 103
What Are Requirements? 103
The Requirements Breakdown Structure 104
Types of Requirements 105
Functional Requirements 105
Non Functional Requirements 105
Global Requirements 106
Product/Project Constraints 106
Volere Requirements Process 106
Project Start 107
Trawl for Knowledge 107
Write the Specification 111
Quality Gateway 114
Requirements Reuse 115
Take Stock of the Specification 115
Analyze, Design, and Build 117
Product Use and Evolution 117
Project Scoping Meeting 117
Purpose 118
Attendees 118
Agenda 118
Deliverables 119
The Project Definition Statement 119
Business Process Diagramming 120
What Is a Business Process? 121
Characteristics of Business Processes 122
Process Effectiveness 123
Process Efficiency 123
Streamlining Tools 124
Bureaucracy Elimination 124
Duplication Elimination 124
Value Added Assessment 124
Simplification 124
Process Cycle Time Reduction 124
Error Proofing 125
Upgrading 125
Simple Language 125
Standardization 125
Supplier Partnership 126
Big Picture Improvement 126
Defining a Business Process Improvement Project 126
Watching Indicators of Needed Improvement 127
Creating a Business Process Diagram 128
Business Process Diagram Formats 129
Context Diagrams 130
Business Process Work Flow Diagrams 132
Documenting the As Is Business Process 132
Envisioning the To Be State 133
Defining the As Is to To Be Gap 133
Prototyping 134
Use Cases 134
Use Case Diagrams 134
Use Case Flow of Events 136
Putting It All Together 137
Discussion Questions 137
Chapter 4 Building the Work Breakdown Structure 139
The Work Breakdown Structure 140
Uses for the WBS 142
Generating the WBS 143
Top Down Approach 143
Team Approach 144
Subteam Approach 144
Bottom Up Approach 145
WBS for Small Projects 146
Intermediate WBS for Large Projects 147
Iterative Development of the WBS 148
Six Criteria to Test for Completeness in the WBS 148
Status and Completion Are Measurable 149
The Activity Is Bounded 150
The Activity Has a Deliverable 150
Time and Cost Are Easily Estimated 150
Activity Duration Is Within Acceptable Limits 150
Work Assignments Are Independent 151
The Seventh Criteria for Judging Completeness 151
Exceptions to the Completion Criteria Rule 152
Stopping Before Completion Criteria Are Met 152
Decomposing Beyond Completion of the Criteria 152
Using a Joint Project Planning Session to Build the WBS 153
Linear or Incremental Approaches 153
Iterative, Adaptive, or Extreme Approaches 154
Approaches to Building the WBS 154
Noun Type Approaches 155
Verb Type Approaches 156
Organizational Approaches 157
Representing the WBS 158
Putting It All Together 161
Discussion Questions 161
Chapter 5 Estimating Duration, Resource Requirements, and Cost 163
Estimating Duration 164
Resource Loading versus Task Duration 165
Variation in Task Duration 167
Six Methods for Estimating Task Duration 168
Extrapolating Based on Similarity to Other Activities 168
Studying Historical Data 169
Seeking Expert Advice 169
Applying the Delphi Technique 169
Applying the Three Point Technique 170
Applying the Wide Band Delphi Technique 171
Estimation Life Cycles 172
Estimating Resource Requirements 173
People as Resources 174
Skills Matrices 174
Skill Categories 175
Skill Levels 175
Resource Breakdown Structure 175
Estimating Duration as a Function of Resource Availability 176
Assign as a Total Work and a Constant Percent/Day 177
Assign as a Duration and Total Work Effort 177
Assign as a Duration and Percent/Day 177
Assign as a Profile 178
Estimating Cost 178
Resource Planning 178
Cost Estimating 179
Cost Budgeting 180
Cost Control 180
Using a JPP Session to Estimate Duration, Resource
Requirements, and Cost 181
Determining Resource Requirements 182
Determining Cost 182
Putting It All Together 183
Discussion Questions 183
Chapter 6 Constructing and Analyzing the Project Network Diagram 185
The Project Network Diagram 186
Envisioning a Complex Project Network Diagram 186
Benefits to Network Based Scheduling 187
Building the Network Diagram Using the
Precedence Diagramming Method 189
Dependencies 191
Constraints 192
Technical Constraints 193
Management Constraints 195
Interproject Constraints 195
Date Constraints 196
Using the Lag Variable 197
Creating an Initial Project Network Schedule 197
Critical Path 199
Near Critical Path 201
Analyzing the Initial Project Network Diagram 202
Compressing the Schedule 202
Management Reserve 204
Using the JPP Session to Construct and Analyze the Network 206
Putting It All Together 208
Discussion Questions 209
Chapter 7 Finalizing the Schedule and Cost Based on
Resource Availability 211
Considering Resource Availability 212
Leveling Resources 212
Acceptably Leveled Schedule 214
Resource Leveling Strategies 215
Utilizing Available Slack 215
Shifting the Project Finish Date 216
Smoothing 216
Alternative Methods of Scheduling Tasks 216
Further Decomposition of Tasks 217
Stretching Tasks 217
Assigning Substitute Resources 218
Cost Impact of Resource Leveling 218
Implementing Micro Level Project Planning 219
Work Packages 221
Purpose of a Work Package 222
Format of a Work Package 222
Work Package Assignment Sheet 222
Work Package Description Report 223
Putting It All Together 225
Discussion Questions 225
Chapter 8 The Need to Plan: Conducting the Joint Project
Planning Session 227
The Importance of Planning 228
Planning Reduces Uncertainty 228
Planning Increases Understanding 228
Planning Improves Efficiency 229
Joint Project Planning Sessions 229
Planning the JPP Session 230
Attendees 231
Facilities 233
Equipment 234
The Complete Planning Agenda 234
Deliverables 235
Project Proposal 236
Contents of the Project Proposal 237
Putting It All Together 238
Discussion Questions 238
Chapter 9 Building and Managing an Effective Project Team 241
Project Manager vis a vis the Functional Manager 242
Projects as Motivation and Development Tools 244
Motivators 244
Hygiene Factors 245
Recruiting the Project Team 247
The Project Manager 248
When to Select the Project Manager 248
Selection Criteria 248
Core Team Members 250
When to Select the Core Team 251
Selection Criteria 251
Contracted Team Members 254
Implications of Adding Contract Team Members 254
Selection Criteria 255
Types of Proposals 256
Types of Contracts 256
Authority 258
Responsibility 258
Balancing a Team 259
Developing a Team Deployment Strategy 260
Developing a Team Development Plan 260
Establishing Team Operating Rules 261
Situations Requiring Team Operating Rules 261
Problem Solving 262
Decision Making 265
Deciding Which Decision Making Model to Use 266
Decision Making and the Learning Styles Inventory 266
Conflict Resolution 269
Consensus Building 270
Brainstorming 270
Team Meetings 271
Daily Status Meetings 272
Problem Resolution Meetings 273
Project Review Meetings 273
Team War Room 273
Physical Layout 274
Variations 274
Operational Uses 274
Managing Team Communications 275
Managing Communications Timing, Content, and Channels 275
Timing 275
Content 276
Choosing Effective Channels 276
Managing Communication Beyond the Team 279
Managing Communications with the Sponsor 279
Upward Communication Filtering and Good News 280
Communicating with Other Stakeholders 280
Managing Multiple Team Projects 281
Multiple Team Projects 282
How Is a Multiple Team Project Team Structured? 282
The Challenges of Multiple Team Projects 283
Working with Fiercely Independent Team Cultures 284
Establishing a Project Management Structure 285
Establishing One Project Management Life Cycle 285
Defining a Requirements Gathering Approach 286
Establishing a Scope Change Management Process 286
Defining the Team Meeting Structure 289
Establishing Manageable Reporting Levels 289
Searching Out Your Seconds 289
Building an Integrated Project Plan/Schedule 290
Sharing Scarce Resources Across Teams 290
Managing Team Member Commitment to
Their Home Business Unit 290
Managing Lack of Ownership 291
Executing a Multiple Team Project 292
Project Office 292
Project Office Structure 293
Roles and Responsibilities 294
Strengths 296
Weaknesses 296
Impact on the Project Life Cycle 297
Core Team 298
Core Team Structure 299
Roles and Responsibilities 300
Strengths 302
Weaknesses 303
Impact on the Project Life Cycle 304
Super Teams 305
Super Team Structure 306
Roles and Responsibilities 306
Strengths 308
Weaknesses 308
Impact on the Project Life Cycle 309
Selecting Your Project Management Structure 309
Complexity/Risk 310
Number of Impacted/Involved Customer Areas 310
Number of Teams Involved 310
Total Project Team Size 310
Type of Systems Project (New, Enhanced) 310
Resource Scarcity/Contention 311
Criticality of the Deliverables 311
Need for an Integrated Project Plan 312
Need for an Integrated Project Schedule . 312
Choosing a Management Structure 312
Multiple Team Projects in Summary 314
Putting It All Together 314
Discussion Questions 315
Chapter 10 Monitoring and Reporting Project Progress 317
Control versus Risk 318
Purpose of Controls 318
High Control — Low Risk 319
Low Control — High Risk 319
Balancing the Control System 320
Control versus Quality 321
Progress Reporting System 321
Types of Project Status Reports 321
How and What Information to Update 325
Frequency of Gathering and Reporting Project Progress 327
Variances 327
Positive Variances 327
Negative Variances 328
Applying Graphical Reporting Tools 328
Gantt Charts 328
Milestone Trend Charts 329
Earned Value Analysis 333
Integrating Milestone Trend Charts and Earned Value Analysis 338
Integrating Earned Value 338
Integrating Milestone Trend Data 338
Using the WBS to Report Project Status 341
Deciding on Report Level of Detail 343
Activity Manager 343
Project Manager 343
Senior Management 344
Managing Project Status Meetings 344
Who Should Attend? 344
When Are They Held? 345
What Is Their Purpose? 345
What Is Their Format? 346
Managing Change 347
Change Control and the Project Life Cycles 350
Linear Approaches 351
Incremental Approaches 351
Iterative Approaches 351
Adaptive Approaches 351
Extreme Approaches 352
Managing Problem Escalation 352
The Escalation Strategy Hierarchy 353
Problem Management Meetings 354
Putting It All Together 355
Discussion Questions 355
Chapter 11 Closing Out the Project 357
Steps in Closing a Project 357
Getting Client Acceptance 358
Ceremonial Acceptance 358
Formal Acceptance 358
Installing Project Deliverables 359
Documenting the Project 359
Post Implementation Audit 361
The Final Report 363
Celebrating Success 364
Putting It All Together 364
Discussion Questions 365
Chapter 12 Critical Chain Project Management 367
What Is the Critical Chain? 368
Variation in Duration: Common Cause versus Special Cause 368
Statistical Validation of the Critical Chain Approach 369
The Critical Chain Project Management Approach 371
Step 1: Creating the Early Schedule Project Network Diagram 371
Step 2: Converting the Early Schedule to the
Late Schedule and Adding Resources 372
Step 3: Resolving Resource Conflicts 372
Buffers 373
Defining Buffers 374
Types of Buffers 374
Project Buffers 374
Feeding Buffers 374
Resource Buffers 374
Other Buffers 375
Using Buffers 375
Managing Buffers 376
Penetration into the First Third of the Buffer 376
Penetration into the Middle Third of the Buffer 377
Penetration into the Final Third of the Buffer 377
Track Record of Critical Chain Project Management 378
Putting It All Together 379
Discussion Questions 379
Part II Adaptive Project Framework 381
Chapter 13 Introduction to the Adaptive Project Framework 383
Defining the APF 384
An Overview of the APF 386
Version Scope 386
Cycle Plan 389
Cycle Build 390
Client Checkpoint 390
Post Version Review 391
The APF Core Values 392
Client Focused 393
Client Driven 393
Incremental Results Early and Often 394
Continuous Questioning and Introspection 394
Change Is Progress to a Better Solution 394
Don t Speculate on the Future 395
Putting It All Together 396
Discussion Questions 397
Chapter 14 Version Scope 399
Defining the Version Scope 401
Developing the Conditions of Satisfaction 401
Writing the Project Overview Statement 403
Identifying the Business Problem or Opportunity 404
Defining the Goal of This Version 405
Writing the Objectives of This Version 405
Defining the Success Criteria 405
Listing the Major Risks 406
Holding a Fixed Version Budget and Timebox 406
Planning the Version Scope 408
Developing the Midlevel WBS 409
Prioritizing the Version Functionality 409
Risk 410
Complexity 411
Duration 411
Business Value 411
Dependencies 411
Prioritization Approaches 412
Forced Ranking 412
Must Haves, Should Haves, Nice to Haves 413
Q Sort 413
Prioritizing the Scope Triangle 414
Determining the Number of Cycles and Cycle Timeboxes 417
Assigning Functionality to Cycles 417
Writing Objective Statements for Each Cycle 418
Putting It All Together 418
Discussion Questions 419
Chapter 15 Cycle Plan 421
Developing a Low Level WBS for This Cycle s Functionality 423
Micromanaging an APF Project 425
Estimating Task Duration 427
Estimating Resource Requirements 427
Determining Resource Requirements in the WBS 428
Identifying a Specific Resource Needed 428
Sequencing the Tasks 429
Putting It All Together 431
Discussion Questions 431
Chapter 16 Cycle Build 433
Creating a Micro Level Schedule and
Finalizing Resource Assignments 435
Writing Work Packages 438
Building Cycle Functionality 438
Monitoring and Adjusting the Cycle Build Schedule 439
Maintaining a Scope Bank 439
Maintaining an Issues Log 440
Using a Prioritized Scope Matrix 442
Holding Team Meetings 442
Status Reports 443
Putting It All Together 443
Discussion Questions 443
Chapter 17 Client Checkpoint 445
Inputs to the Client Checkpoint 447
Planned versus Actual Functionality Added 447
Scope Bank 447
Questions to Be Answered During Client Checkpoint 447
What Was Planned? 448
What Was Done? 448
Is the Version Scope Still Valid? 448
Is the Team Working as Expected? 449
What Was Learned? 449
Adjusting Functionality for the Next Cycle Plan 449
Updated Functionality List 450
Reprioritized Functionality List 450
Next Cycle Length 450
Putting It All Together 455
Discussion Questions 456
Chapter 18 Post Version Review 457
Checking Explicit Business Outcomes 458
Reviewing Lessons Learned for Next Version Functionality 459
Assessing APF for Improvements 460
Putting It All Together 460
Discussion Questions 460
Chapter 19 Extreme Project Management and Other Variations to APF 463
Proof of Concept Cycle 464
Revising the Version Plan 464
Embedding the APF in Other Approaches 465
Extreme Project Management 465
Defining an Extreme Project 466
Overview of Extreme Project Management 467
INitiate 468
SPeculate 473
Incubate 476
REview 478
Comparing Project Approaches 479
Putting It All Together 480
Discussion Questions 481
Part III Organizational Considerations 483
Chapter 20 Project Portfolio Management 485
Introduction to Project Portfolio Management 486
Portfolio Management Concepts 486
What Is a Portfolio Project? 486
What Is a Project Portfolio? 487
What Is Project Portfolio Management? 488
The Major Phases of Project Portfolio Management 488
Establishing a Portfolio Strategy 490
Strategic Alignment Model 491
Value/Mission 492
Goals 492
Objectives 492
Tactics 493
How Are You Going to Allocate Your Resources? 493
Boston Consulting Group Products/Services Matrix 493
Cash Cows 493
Dogs 493
Stars 494
? 494
How Are You Going to Allocate Your Resources? 494
Project Distribution Matrix 495
New — Enhancement — Maintenance 495
Strategic — Tactical — Operational 496
How Are You Going to Allocate Your Resources? 496
Growth versus Survival Model 497
How Are You Going to Allocate Your Resources? 497
Project Investment Categories 497
How Are You Going to Allocate Your Resources? 497
Choosing Where to Apply These Models 497
Corporate Level 498
Functional Level 498
Evaluating Project Alignment to the Portfolio Strategy 498
Prioritizing Projects and Holding Pending
Funding Authorization 499
Forced Ranking 500
Q Sort 501
Must Haves, Should Haves, Nice to Haves 501
Criteria Weighting 502
Paired Comparisons Model 503
Risk/Benefit 504
Selecting a Balanced Portfolio Using the Prioritized Projects 506
Balancing the Portfolio 507
Strategic Alignment Model and Weighted Criteria 508
Project Distribution Matrix and Forced Ranking Model 510
Graham Englund Selection Model and the Risk/Benefit Matrix 511
What Should We Do? 512
What Can We Do? 513
What Will We Do? 514
How Will We Do It? 515
Balancing Using Partial Funding or Staffing of Projects 516
Managing the Active Projects 516
Project Status 517
On Plan 517
Off Plan 517
In Trouble 517
The Role of the Project Manager 517
Reporting Portfolio Performance 518
Schedule Performance Index and Cost Performance Index 518
SPI and CPI Trend Charts 519
Spotting Out of Control Situations 520
Closing Projects in the Portfolio 523
Attainment of Explicit Business Value 523
Lessons Learned 524
Preparing Your Project for Submission to the
Portfolio Management Process 524
A Revised Project Overview Statement 525
Parts of the POS 525
POS Attachments 527
A Two Step Submission Process 528
A New Submission Process 528
Putting It All Together 530
Discussion Questions 530
Chapter 21 Project Support Office 531
Background of the Project Support Office 532
What Is a Project Support Office? 533
Temporary or Permanent Organizational Unit 534
Portfolio of Services 534
Specific Portfolio of Projects 535
Naming the Project Support Office 535
Establishing Your PSO s Mission 536
Framing PSO Objectives 537
Exploring PSO Functions 538
Project Support 538
Consulting and Mentoring 539
Methods and Standards 540
Software Tools 540
Training 541
Project Manager Resources 542
Selecting PSO Organizational Structures 543
Virtual versus Real 543
Proactive versus Reactive 543
Temporary versus Permanent 543
Program versus Projects 544
Enterprise versus Functional 544
Hub — Hub and Spoke 544
Organizational Placement of the PSO 544
How Do You Know You Need a PSO? 546
The Standish Group Report 546
Spotting Symptoms That You Need a PSO 546
Establishing a PSO 548
PSO Stages of Growth 549
Level 1: Initial 549
Level 2: Repeatable 549
Level 3: Defined 550
Level 4: Managed 550
Level 5: Optimized 550
Planning a PSO 550
The POS 550
Planning Steps 553
Challenges to Implementing a PSO 561
Speed and Patience 562
Leadership from the Bottom Up 562
A Systems Thinking Perspective 562
Enterprise Wide Systems 562
Knowledge Management 562
Learning and Learned Project Organizations 563
Open Communications 563
Putting It All Together 563
Discussion Questions 563
Epilogue Putting It All Together Finally 565
Appendix A What s on the Web Site? 567
Appendix B Bibliography 569
Index 579
|
| adam_txt |
Contents
Preface to the Fourth Edition xxvii
Acknowledgments xxix
Introduction xxxi
Part I Traditional Project Management 1
Chapter 1 What Is a Project? 3
Defining a Project 3
Sequence of Activities 4
Unique Activities 4
Complex Activities 5
Connected Activities 5
One Goal 5
Specified Time 5
Within Budget 6
According to Specification 6
What Is a Program? 6
Establishing Temporary Program Offices 7
Establishing Permanent Program Offices 7
Project Parameters 7
Scope 8
Quality 8
Cost 9
Time 9
Resources 9
The Scope Triangle 10
Scope Creep 11
Hope Creep 11
Effort Creep 12
Feature Creep 12
Applications of the Scope Triangle 13
Problem Escalation 13
Project Impact Statement 13
Project Classifications 14
Classification by Project Characteristics 14
Classification by Project Type 16
The Changing Face of Projects 17
Quadrant 1: Goal and Solution Are Clearly Specified 18
Low Complexity 18
Well Understood Technology Infrastructure 18
Low Risk 19
Experienced and Skilled Developer Teams 19
Quadrant 2: Goal Is Clearly Specified but Solution Is Not 19
Quadrant 3: Goal and Solution Are Not Clearly Specified 20
Quadrant 4: Goal Is Not Clearly Specified but the Solution Is 20
The Complexity/Uncertainty Domain of Projects 20
Requirements 21
Flexibility 21
Adaptability 22
Change 22
Risk 23
Team Cohesiveness 24
Communications 24
Customer Involvement 25
The Customer's Comfort Zone 26
Ownership by the Customer 26
Customer Sign Off 27
Specification 27
Change 28
Business Value 29
Putting It All Together 30
Discussion Questions 31
Chapter 2 Traditional, Adaptive, Extreme: A Dynamic
Project Management Landscape 33
Principles of Project Management 34
Defining 36
State the Problem/Opportunity 37
Establish the Project Goal 37
Define the Project Objectives 37
Identify the Success Criteria 37
List Assumptions, Risks, and Obstacles 37
Planning 38
Identify Project Activities 38
Estimate Activity Duration 38
Determine Resource Requirements 38
Construct/Analyze the Project Network 38
Prepare the Project Proposal 39
Launching 40
Recruit and Organize the Project Team 40
Establish Team Operating Rules 40
Level Project Resources 40
Document Work Packages 41
Monitoring and Controlling 41
Establish Progress Reporting System 41
Install Change Control Tools/Process 41
Define Problem Escalation Process 42
Monitor Project Progress Versus Plan 42
Revise Project Plans 42
Closing 42
Obtain Client Acceptance 42
Install Project Deliverables 43
Complete Project Documentation 43
Complete Post Implementation Audit 43
Celebrate 44
Variations to Project Management Approaches 44
Traditional Project Management Approaches 48
Linear Project Management Approaches 49
Incremental Project Management Approaches 50
Adaptive Project Management Approaches 51
Iterative Project Management Approach 51
Adaptive Project Management Approach 52
Extreme Project Management Approach 53
INSPIRE Project Management Approach 54
Variations within the Traditional Project
Management Approach 56
Rapid Development Project Management Approach 56
Staged Delivery Project Management Approach 57
Member Reassignment 58
Loss of Priority 58
Encouraging Scope Change 58
Quality Management 59
Continuous Quality Management Model 60
Process Quality Management Model 60
Risk Management 63
Identifying Risk 64
Risk Categories 65
Assessing Risk 66
Qualitative Assessment 67
Dynamic Risk Assessment 67
Planning Risk Response 68
Risk Monitoring and Control 69
Procurement Management 70
Planning Procurement 70
Soliciting Requests for Proposals 71
Managing RFP Questions and Responses 72
Selecting Vendors 72
Managing Contracts 73
Closing Out the Contract 73
Project Management Institute 74
Project Management Body of Knowledge Standards 74
OPM3 Standards 77
Putting It All Together 77
Discussion Questions 78
Chapter 3 Defining the Project 81
Managing Client Expectations 82
Sorting Wants versus Needs 83
Developing Conditions of Satisfaction 83
Establishing Clarity of Purpose 85
Specifying Business Outcomes 86
Creating the Project Overview Statement 86
Parts of the POS 88
Stating the Problem/Opportunity 88
Establishing the Project Goal 90
Defining the Project Objectives 92
Identifying Success Criteria 93
Listing Assumptions, Risks, and Obstacles 95
Attachments 96
Risk Analysis 97
Financial Analyses 97
Using the Joint Project Planning Session to Develop the POS 98
Submitting a Project for Approval 99
Participants in the Approval Process 101
Approval Criteria 102
Project Approval Status 102
Conducting COS Milestone Reviews 103
Requirements Gathering 103
What Are Requirements? 103
The Requirements Breakdown Structure 104
Types of Requirements 105
Functional Requirements 105
Non Functional Requirements 105
Global Requirements 106
Product/Project Constraints 106
Volere Requirements Process 106
Project Start 107
Trawl for Knowledge 107
Write the Specification 111
Quality Gateway 114
Requirements Reuse 115
Take Stock of the Specification 115
Analyze, Design, and Build 117
Product Use and Evolution 117
Project Scoping Meeting 117
Purpose 118
Attendees 118
Agenda 118
Deliverables 119
The Project Definition Statement 119
Business Process Diagramming 120
What Is a Business Process? 121
Characteristics of Business Processes 122
Process Effectiveness 123
Process Efficiency 123
Streamlining Tools 124
Bureaucracy Elimination 124
Duplication Elimination 124
Value Added Assessment 124
Simplification 124
Process Cycle Time Reduction 124
Error Proofing 125
Upgrading 125
Simple Language 125
Standardization 125
Supplier Partnership 126
Big Picture Improvement 126
Defining a Business Process Improvement Project 126
Watching Indicators of Needed Improvement 127
Creating a Business Process Diagram 128
Business Process Diagram Formats 129
Context Diagrams 130
Business Process Work Flow Diagrams 132
Documenting the "As Is" Business Process 132
Envisioning the "To Be" State 133
Defining the "As Is" to "To Be" Gap 133
Prototyping 134
Use Cases 134
Use Case Diagrams 134
Use Case Flow of Events 136
Putting It All Together 137
Discussion Questions 137
Chapter 4 Building the Work Breakdown Structure 139
The Work Breakdown Structure 140
Uses for the WBS 142
Generating the WBS 143
Top Down Approach 143
Team Approach 144
Subteam Approach 144
Bottom Up Approach 145
WBS for Small Projects 146
Intermediate WBS for Large Projects 147
Iterative Development of the WBS 148
Six Criteria to Test for Completeness in the WBS 148
Status and Completion Are Measurable 149
The Activity Is Bounded 150
The Activity Has a Deliverable 150
Time and Cost Are Easily Estimated 150
Activity Duration Is Within Acceptable Limits 150
Work Assignments Are Independent 151
The Seventh Criteria for Judging Completeness 151
Exceptions to the Completion Criteria Rule 152
Stopping Before Completion Criteria Are Met 152
Decomposing Beyond Completion of the Criteria 152
Using a Joint Project Planning Session to Build the WBS 153
Linear or Incremental Approaches 153
Iterative, Adaptive, or Extreme Approaches 154
Approaches to Building the WBS 154
Noun Type Approaches 155
Verb Type Approaches 156
Organizational Approaches 157
Representing the WBS 158
Putting It All Together 161
Discussion Questions 161
Chapter 5 Estimating Duration, Resource Requirements, and Cost 163
Estimating Duration 164
Resource Loading versus Task Duration 165
Variation in Task Duration 167
Six Methods for Estimating Task Duration 168
Extrapolating Based on Similarity to Other Activities 168
Studying Historical Data 169
Seeking Expert Advice 169
Applying the Delphi Technique 169
Applying the Three Point Technique 170
Applying the Wide Band Delphi Technique 171
Estimation Life Cycles 172
Estimating Resource Requirements 173
People as Resources 174
Skills Matrices 174
Skill Categories 175
Skill Levels 175
Resource Breakdown Structure 175
Estimating Duration as a Function of Resource Availability 176
Assign as a Total Work and a Constant Percent/Day 177
Assign as a Duration and Total Work Effort 177
Assign as a Duration and Percent/Day 177
Assign as a Profile 178
Estimating Cost 178
Resource Planning 178
Cost Estimating 179
Cost Budgeting 180
Cost Control 180
Using a JPP Session to Estimate Duration, Resource
Requirements, and Cost 181
Determining Resource Requirements 182
Determining Cost 182
Putting It All Together 183
Discussion Questions 183
Chapter 6 Constructing and Analyzing the Project Network Diagram 185
The Project Network Diagram 186
Envisioning a Complex Project Network Diagram 186
Benefits to Network Based Scheduling 187
Building the Network Diagram Using the
Precedence Diagramming Method 189
Dependencies 191
Constraints 192
Technical Constraints 193
Management Constraints 195
Interproject Constraints 195
Date Constraints 196
Using the Lag Variable 197
Creating an Initial Project Network Schedule 197
Critical Path 199
Near Critical Path 201
Analyzing the Initial Project Network Diagram 202
Compressing the Schedule 202
Management Reserve 204
Using the JPP Session to Construct and Analyze the Network 206
Putting It All Together 208
Discussion Questions 209
Chapter 7 Finalizing the Schedule and Cost Based on
Resource Availability 211
Considering Resource Availability 212
Leveling Resources 212
Acceptably Leveled Schedule 214
Resource Leveling Strategies 215
Utilizing Available Slack 215
Shifting the Project Finish Date 216
Smoothing 216
Alternative Methods of Scheduling Tasks 216
Further Decomposition of Tasks 217
Stretching Tasks 217
Assigning Substitute Resources 218
Cost Impact of Resource Leveling 218
Implementing Micro Level Project Planning 219
Work Packages 221
Purpose of a Work Package 222
Format of a Work Package 222
Work Package Assignment Sheet 222
Work Package Description Report 223
Putting It All Together 225
Discussion Questions 225
Chapter 8 The Need to Plan: Conducting the Joint Project
Planning Session 227
The Importance of Planning 228
Planning Reduces Uncertainty 228
Planning Increases Understanding 228
Planning Improves Efficiency 229
Joint Project Planning Sessions 229
Planning the JPP Session 230
Attendees 231
Facilities 233
Equipment 234
The Complete Planning Agenda 234
Deliverables 235
Project Proposal 236
Contents of the Project Proposal 237
Putting It All Together 238
Discussion Questions 238
Chapter 9 Building and Managing an Effective Project Team 241
Project Manager vis a vis the Functional Manager 242
Projects as Motivation and Development Tools 244
Motivators 244
Hygiene Factors 245
Recruiting the Project Team 247
The Project Manager 248
When to Select the Project Manager 248
Selection Criteria 248
Core Team Members 250
When to Select the Core Team 251
Selection Criteria 251
Contracted Team Members 254
Implications of Adding Contract Team Members 254
Selection Criteria 255
Types of Proposals 256
Types of Contracts 256
Authority 258
Responsibility 258
Balancing a Team 259
Developing a Team Deployment Strategy 260
Developing a Team Development Plan 260
Establishing Team Operating Rules 261
Situations Requiring Team Operating Rules 261
Problem Solving 262
Decision Making 265
Deciding Which Decision Making Model to Use 266
Decision Making and the Learning Styles Inventory 266
Conflict Resolution 269
Consensus Building 270
Brainstorming 270
Team Meetings 271
Daily Status Meetings 272
Problem Resolution Meetings 273
Project Review Meetings 273
Team War Room 273
Physical Layout 274
Variations 274
Operational Uses 274
Managing Team Communications 275
Managing Communications Timing, Content, and Channels 275
Timing 275
Content 276
Choosing Effective Channels 276
Managing Communication Beyond the Team 279
Managing Communications with the Sponsor 279
Upward Communication Filtering and "Good News" 280
Communicating with Other Stakeholders 280
Managing Multiple Team Projects 281
Multiple Team Projects 282
How Is a Multiple Team Project Team Structured? 282
The Challenges of Multiple Team Projects 283
Working with Fiercely Independent Team Cultures 284
Establishing a Project Management Structure 285
Establishing One Project Management Life Cycle 285
Defining a Requirements Gathering Approach 286
Establishing a Scope Change Management Process 286
Defining the Team Meeting Structure 289
Establishing Manageable Reporting Levels 289
Searching Out Your Seconds 289
Building an Integrated Project Plan/Schedule 290
Sharing Scarce Resources Across Teams 290
Managing Team Member Commitment to
Their Home Business Unit 290
Managing Lack of Ownership 291
Executing a Multiple Team Project 292
Project Office 292
Project Office Structure 293
Roles and Responsibilities 294
Strengths 296
Weaknesses 296
Impact on the Project Life Cycle 297
Core Team 298
Core Team Structure 299
Roles and Responsibilities 300
Strengths 302
Weaknesses 303
Impact on the Project Life Cycle 304
Super Teams 305
Super Team Structure 306
Roles and Responsibilities 306
Strengths 308
Weaknesses 308
Impact on the Project Life Cycle 309
Selecting Your Project Management Structure 309
Complexity/Risk 310
Number of Impacted/Involved Customer Areas 310
Number of Teams Involved 310
Total Project Team Size 310
Type of Systems Project (New, Enhanced) 310
Resource Scarcity/Contention 311
Criticality of the Deliverables 311
Need for an Integrated Project Plan 312
Need for an Integrated Project Schedule . 312
Choosing a Management Structure 312
Multiple Team Projects in Summary 314
Putting It All Together 314
Discussion Questions 315
Chapter 10 Monitoring and Reporting Project Progress 317
Control versus Risk 318
Purpose of Controls 318
High Control — Low Risk 319
Low Control — High Risk 319
Balancing the Control System 320
Control versus Quality 321
Progress Reporting System 321
Types of Project Status Reports 321
How and What Information to Update 325
Frequency of Gathering and Reporting Project Progress 327
Variances 327
Positive Variances 327
Negative Variances 328
Applying Graphical Reporting Tools 328
Gantt Charts 328
Milestone Trend Charts 329
Earned Value Analysis 333
Integrating Milestone Trend Charts and Earned Value Analysis 338
Integrating Earned Value 338
Integrating Milestone Trend Data 338
Using the WBS to Report Project Status 341
Deciding on Report Level of Detail 343
Activity Manager 343
Project Manager 343
Senior Management 344
Managing Project Status Meetings 344
Who Should Attend? 344
When Are They Held? 345
What Is Their Purpose? 345
What Is Their Format? 346
Managing Change 347
Change Control and the Project Life Cycles 350
Linear Approaches 351
Incremental Approaches 351
Iterative Approaches 351
Adaptive Approaches 351
Extreme Approaches 352
Managing Problem Escalation 352
The Escalation Strategy Hierarchy 353
Problem Management Meetings 354
Putting It All Together 355
Discussion Questions 355
Chapter 11 Closing Out the Project 357
Steps in Closing a Project 357
Getting Client Acceptance 358
Ceremonial Acceptance 358
Formal Acceptance 358
Installing Project Deliverables 359
Documenting the Project 359
Post Implementation Audit 361
The Final Report 363
Celebrating Success 364
Putting It All Together 364
Discussion Questions 365
Chapter 12 Critical Chain Project Management 367
What Is the Critical Chain? 368
Variation in Duration: Common Cause versus Special Cause 368
Statistical Validation of the Critical Chain Approach 369
The Critical Chain Project Management Approach 371
Step 1: Creating the Early Schedule Project Network Diagram 371
Step 2: Converting the Early Schedule to the
Late Schedule and Adding Resources 372
Step 3: Resolving Resource Conflicts 372
Buffers 373
Defining Buffers 374
Types of Buffers 374
Project Buffers 374
Feeding Buffers 374
Resource Buffers 374
Other Buffers 375
Using Buffers 375
Managing Buffers 376
Penetration into the First Third of the Buffer 376
Penetration into the Middle Third of the Buffer 377
Penetration into the Final Third of the Buffer 377
Track Record of Critical Chain Project Management 378
Putting It All Together 379
Discussion Questions 379
Part II Adaptive Project Framework 381
Chapter 13 Introduction to the Adaptive Project Framework 383
Defining the APF 384
An Overview of the APF 386
Version Scope 386
Cycle Plan 389
Cycle Build 390
Client Checkpoint 390
Post Version Review 391
The APF Core Values 392
Client Focused 393
Client Driven 393
Incremental Results Early and Often 394
Continuous Questioning and Introspection 394
Change Is Progress to a Better Solution 394
Don't Speculate on the Future 395
Putting It All Together 396
Discussion Questions 397
Chapter 14 Version Scope 399
Defining the Version Scope 401
Developing the Conditions of Satisfaction 401
Writing the Project Overview Statement 403
Identifying the Business Problem or Opportunity 404
Defining the Goal of This Version 405
Writing the Objectives of This Version 405
Defining the Success Criteria 405
Listing the Major Risks 406
Holding a Fixed Version Budget and Timebox 406
Planning the Version Scope 408
Developing the Midlevel WBS 409
Prioritizing the Version Functionality 409
Risk 410
Complexity 411
Duration 411
Business Value 411
Dependencies 411
Prioritization Approaches 412
Forced Ranking 412
Must Haves, Should Haves, Nice to Haves 413
Q Sort 413
Prioritizing the Scope Triangle 414
Determining the Number of Cycles and Cycle Timeboxes 417
Assigning Functionality to Cycles 417
Writing Objective Statements for Each Cycle 418
Putting It All Together 418
Discussion Questions 419
Chapter 15 Cycle Plan 421
Developing a Low Level WBS for This Cycle's Functionality 423
Micromanaging an APF Project 425
Estimating Task Duration 427
Estimating Resource Requirements 427
Determining Resource Requirements in the WBS 428
Identifying a Specific Resource Needed 428
Sequencing the Tasks 429
Putting It All Together 431
Discussion Questions 431
Chapter 16 Cycle Build 433
Creating a Micro Level Schedule and
Finalizing Resource Assignments 435
Writing Work Packages 438
Building Cycle Functionality 438
Monitoring and Adjusting the Cycle Build Schedule 439
Maintaining a Scope Bank 439
Maintaining an Issues Log 440
Using a Prioritized Scope Matrix 442
Holding Team Meetings 442
Status Reports 443
Putting It All Together 443
Discussion Questions 443
Chapter 17 Client Checkpoint 445
Inputs to the Client Checkpoint 447
Planned versus Actual Functionality Added 447
Scope Bank 447
Questions to Be Answered During Client Checkpoint 447
What Was Planned? 448
What Was Done? 448
Is the Version Scope Still Valid? 448
Is the Team Working as Expected? 449
What Was Learned? 449
Adjusting Functionality for the Next Cycle Plan 449
Updated Functionality List 450
Reprioritized Functionality List 450
Next Cycle Length 450
Putting It All Together 455
Discussion Questions 456
Chapter 18 Post Version Review 457
Checking Explicit Business Outcomes 458
Reviewing Lessons Learned for Next Version Functionality 459
Assessing APF for Improvements 460
Putting It All Together 460
Discussion Questions 460
Chapter 19 Extreme Project Management and Other Variations to APF 463
Proof of Concept Cycle 464
Revising the Version Plan 464
Embedding the APF in Other Approaches 465
Extreme Project Management 465
Defining an Extreme Project 466
Overview of Extreme Project Management 467
INitiate 468
SPeculate 473
Incubate 476
REview 478
Comparing Project Approaches 479
Putting It All Together 480
Discussion Questions 481
Part III Organizational Considerations 483
Chapter 20 Project Portfolio Management 485
Introduction to Project Portfolio Management 486
Portfolio Management Concepts 486
What Is a Portfolio Project? 486
What Is a Project Portfolio? 487
What Is Project Portfolio Management? 488
The Major Phases of Project Portfolio Management 488
Establishing a Portfolio Strategy 490
Strategic Alignment Model 491
Value/Mission 492
Goals 492
Objectives 492
Tactics 493
How Are You Going to Allocate Your Resources? 493
Boston Consulting Group Products/Services Matrix 493
Cash Cows 493
Dogs 493
Stars 494
? 494
How Are You Going to Allocate Your Resources? 494
Project Distribution Matrix 495
New — Enhancement — Maintenance 495
Strategic — Tactical — Operational 496
How Are You Going to Allocate Your Resources? 496
Growth versus Survival Model 497
How Are You Going to Allocate Your Resources? 497
Project Investment Categories 497
How Are You Going to Allocate Your Resources? 497
Choosing Where to Apply These Models 497
Corporate Level 498
Functional Level 498
Evaluating Project Alignment to the Portfolio Strategy 498
Prioritizing Projects and Holding Pending
Funding Authorization 499
Forced Ranking 500
Q Sort 501
Must Haves, Should Haves, Nice to Haves 501
Criteria Weighting 502
Paired Comparisons Model 503
Risk/Benefit 504
Selecting a Balanced Portfolio Using the Prioritized Projects 506
Balancing the Portfolio 507
Strategic Alignment Model and Weighted Criteria 508
Project Distribution Matrix and Forced Ranking Model 510
Graham Englund Selection Model and the Risk/Benefit Matrix 511
What Should We Do? 512
What Can We Do? 513
What Will We Do? 514
How Will We Do It? 515
Balancing Using Partial Funding or Staffing of Projects 516
Managing the Active Projects 516
Project Status 517
On Plan 517
Off Plan 517
In Trouble 517
The Role of the Project Manager 517
Reporting Portfolio Performance 518
Schedule Performance Index and Cost Performance Index 518
SPI and CPI Trend Charts 519
Spotting Out of Control Situations 520
Closing Projects in the Portfolio 523
Attainment of Explicit Business Value 523
Lessons Learned 524
Preparing Your Project for Submission to the
Portfolio Management Process 524
A Revised Project Overview Statement 525
Parts of the POS 525
POS Attachments 527
A Two Step Submission Process 528
A New Submission Process 528
Putting It All Together 530
Discussion Questions 530
Chapter 21 Project Support Office 531
Background of the Project Support Office 532
What Is a Project Support Office? 533
Temporary or Permanent Organizational Unit 534
Portfolio of Services 534
Specific Portfolio of Projects 535
Naming the Project Support Office 535
Establishing Your PSO's Mission 536
Framing PSO Objectives 537
Exploring PSO Functions 538
Project Support 538
Consulting and Mentoring 539
Methods and Standards 540
Software Tools 540
Training 541
Project Manager Resources 542
Selecting PSO Organizational Structures 543
Virtual versus Real 543
Proactive versus Reactive 543
Temporary versus Permanent 543
Program versus Projects 544
Enterprise versus Functional 544
Hub — Hub and Spoke 544
Organizational Placement of the PSO 544
How Do You Know You Need a PSO? 546
The Standish Group Report 546
Spotting Symptoms That You Need a PSO 546
Establishing a PSO 548
PSO Stages of Growth 549
Level 1: Initial 549
Level 2: Repeatable 549
Level 3: Defined 550
Level 4: Managed 550
Level 5: Optimized 550
Planning a PSO 550
The POS 550
Planning Steps 553
Challenges to Implementing a PSO 561
Speed and Patience 562
Leadership from the Bottom Up 562
A Systems Thinking Perspective 562
Enterprise Wide Systems 562
Knowledge Management 562
Learning and Learned Project Organizations 563
Open Communications 563
Putting It All Together 563
Discussion Questions 563
Epilogue Putting It All Together Finally 565
Appendix A What's on the Web Site? 567
Appendix B Bibliography 569
Index 579 |
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| illustrated | Illustrated |
| index_date | 2024-07-02T16:47:35Z |
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| spelling | Wysocki, Robert K. Verfasser aut Effective project management traditional, adaptive, extreme Robert K. Wysocki 4. ed. Indianapolis, Ind. Wiley 2007 XLVII, 615 S. graph. Darst. 24 cm txt rdacontent n rdamedia nc rdacarrier Gestion de projets Projectmanagement gtt aProject management Projektplanung (DE-588)4115649-3 gnd rswk-swf Projektorganisation (DE-588)4135546-5 gnd rswk-swf Projektmanagement (DE-588)4047441-0 gnd rswk-swf Projektmanagement (DE-588)4047441-0 s Projektorganisation (DE-588)4135546-5 s Projektplanung (DE-588)4115649-3 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015485782&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Wysocki, Robert K. Effective project management traditional, adaptive, extreme Gestion de projets Projectmanagement gtt aProject management Projektplanung (DE-588)4115649-3 gnd Projektorganisation (DE-588)4135546-5 gnd Projektmanagement (DE-588)4047441-0 gnd |
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| title | Effective project management traditional, adaptive, extreme |
| title_auth | Effective project management traditional, adaptive, extreme |
| title_exact_search | Effective project management traditional, adaptive, extreme |
| title_exact_search_txtP | Effective project management traditional, adaptive, extreme |
| title_full | Effective project management traditional, adaptive, extreme Robert K. Wysocki |
| title_fullStr | Effective project management traditional, adaptive, extreme Robert K. Wysocki |
| title_full_unstemmed | Effective project management traditional, adaptive, extreme Robert K. Wysocki |
| title_short | Effective project management |
| title_sort | effective project management traditional adaptive extreme |
| title_sub | traditional, adaptive, extreme |
| topic | Gestion de projets Projectmanagement gtt aProject management Projektplanung (DE-588)4115649-3 gnd Projektorganisation (DE-588)4135546-5 gnd Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Gestion de projets Projectmanagement aProject management Projektplanung Projektorganisation Projektmanagement |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015485782&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT wysockirobertk effectiveprojectmanagementtraditionaladaptiveextreme |