overview of, 185–89
special issues concerning,
196–201
Projectized organizations, 25
Project management
defined, 11
defining success, 26–28
do’s and don’ts, 170
interpersonal issues, 18–21.
See alsoTeams
mental preparation for, 3–6
organizational context, 22–26
process overview, 6–7, 10–17
pros and cons, 3
Project Management
Configuration Plans (PMCPs),
203–4
Project management software
contingency features, 112
remote updating, 209–10
required planning detail and,
107
selecting, 135–39
Project managers
common challenges, 32–36
defined, 2
expectations of, 198–99
functional competencies, 41–43
overview of responsibilities,
30–32
skills required, 36–41, 214–15
unofficial duties, 44–45
Project Proposals, 218-19
Project Requirements Document.
SeeRequirements document
Projects
basic features, 10–11
defined, 2, 10
defining success, 26–28
early termination, 15, 228–29
estimating costs, 15–16, 35–36
identifying need for, 49–51
justification and feasibility,
57–58
launching, 50–51, 71–74
life cycle, 11–17, 216–26
selection criteria, 59–65
Project timelines, 122–23
Prototyping, 66
Punch lists, 17, 101, 224–25,
234, 235
Purchase orders, 223
Purchasing and contracting docu-
ments, 223
Purely functional organizations, 25
Purely projectized organizations,
25
Q
Quality
of deliverables, 162, 163,
176–78, 231
of information, 168–69
in work breakdown structure,
118
Quantification, 143, 147
Questions, anticipating, 83–85
R
Ranged estimates, 35–36, 70,
153–54
Recognition
at close-out, 233
documentation for, 225
importance of, 20, 91–92
Recovery strategies, 180–81
Regulatory agencies, 194–95
Remote updating, 209–10
Request for proposals/quotes,
223
Requirements Document
elements of, 55–56, 216–17
as guide to solutions, 59
purposes of, 13
Resource allocation plans, 15
Resource leveling, 131
Resources
adding to solve problems, 179,
181Index 247