close-out, 224–26, 235,
236
for customers, 226
forms and templates, 166–67
network diagrams, 121, 122,
123–27, 220
progress reports, 223
project change notices, 223
Project Definition Documents,
14, 67, 68–69, 78–79,
219–20
Project Management
Configuration Plans
(PMCPs), 203–4
punch lists, 17, 101, 224–25,
234, 235
purchasing and contracting,
223
Requirements Document, 13,
55–56, 59, 216–17
schedules. SeeScheduling
Work Breakdown Structure
(WBS), 114, 115–19, 122,
135, 220
Dual responsibility, 34–35
Duration, 121, 127–28
E
Early termination, 15, 228–29
Earned value, 174–76
Economic analysis, 219–20
Efficiency, 27
Effort, 121, 127, 128
E-mail, 207–8
Embarrassment, avoiding, 238
Embedded technologies, 37–38
Environmental considerations, 56
Equipment and supplies, 134
Estimating, 108–12. See also
Planning; Scheduling
Estimating software, 154–56
Evaluation of teams, 89
Execution phase, 12, 222–23
Expectations
clarifying with stakeholders,
187, 197–99
of individual team members,
84, 93, 94
Expert power, 200
External constraints, 123
External resources, 81–82
External stakeholders, 192–9
F
Face-to-face communication, 206
Facilities costs, 134
Failure to plan, 101–3
Fear of failure, 228-29
Feasibility, 57–58, 65–66
Field testing, 66
Financial criteria for project
selection, 59–62
Finish-to-finish relationships, 125
Fitness for use, 107
Float, 121
Formal communication, 206
Formal presentations, 209
Forming stage, 85–86
Forms and templates, 166–67
Forward pass, 121, 131–32
Frequency distribution charts,
155, 156, 157
Friendships, 44–45
Fringe benefits costs, 134
Functional competencies, 41–43
Functional hierarchies, 24–25
Functional managers
defined, 80–81
expectations about projects,
199
as internal stakeholders,
191–92
Functional organizations, 25, 34Index 243