Name: Effective Project Management: Traditional, Agile, Extreme, Hybrid, 8th Edition
Rating: 4 (3 reviews)
Author: Robert K. Wysocki

This comprehensive resource examines traditional, agile, and extreme project management techniques; the Enterprise Project Management Model; and Kanban and Scrumban methodologies

Effective Project Management: Traditional, Agile, Extreme, Hybrid, 8th Edition

Get things done, faster. Learn Agile/Scrum, Project Management, Freelancing and Outsourcing.

Workflow

Project management isn’t rocket science: using the information contained in this section, you’ll deliver projects on time and on budget, again and again.

Project Management

Effective Project Management Traditional, Agile, Extreme, Hybrid

Preface

Things are not always what they seem. —Phaedrus, Roman writer and fabulist 

What Is a Project?

The design, adaptation, and deployment of project management life cycles and models are based on the changing characteristics of the project and are the guiding principles behind practicing effective project management. Don't impose process and procedure that stifles team and individual creativity! Rather create and support an environment that encourages that behavior. —Robert K. Wysocki, Ph.D., President, EII Publications 

What Is Project Management?

What Is Strategic Project Management?

The hammer must be swung in cadence, when more than one is hammering the iron. —Giordano Bruno, Italian philosopher 

What Is a Collaborative Project Team?

The PMI PMBOK ® Guide Process Groups are not a project management life cycle. They document what we need to do but not how we could do it. In that sense they are the foundation of all project management life cycle models. —Robert K. Wysocki, Ph.D., President, EII Publications 

What Are Project Management Process Groups?

Prediction is very difficult, especially about the future. —Neils Bohr 

How to Scope a TPM Project

This report, by its very length, defends itself against the risk of being read. —Winston Churchill, English Prime Minister 

How to Plan a TPM Project

The productivity of a workgroup seems to depend on how the group members see their own goals in relation to the goals of the organization. —Paul Hersey and Kenneth H. Blanchard 

How to Launch a TPM Project

When you are drowning in numbers, you need a system to separate the wheat from the chaff. —Anthony Adams, Vice President, Campbell Soup Co. 

How to Execute a TPM Project

We judge ourselves by what we feel capable of doing, while others judge us by what we have already done. —Henry Wadsworth Longfellow, American poet 

How to Close a TPM Project

Complexity and Uncertainty in the Project Landscape

When the pain the organization is suffering from failed projects reaches some threshold, the health of the business suffers and the bottom line is affected. If all previous corrective action plans have failed, senior management is ready to listen. —Robert K. Wysocki, Ph.D., President, EII Publications 

Agile Complex Project Management Models

Clearly no group can as an entity create ideas. Only individuals can do this. A group of individuals may, however, stimulate one another in the creation of ideas. —Estill I. Green, former Vice President of Bell Telephone Laboratories 

Extreme Complex Project Management Models

Only 1 to 2% of organizations are currently at a (CMMI) Maturity Level 3, where there is a consistent process that is consistently adhered to. —Mark Mulally, All is not the same in the World of Project Management, ProjectManagement.com , 3/27/17 

Hybrid Project Management Framework

Don't fall victim to forcing round projects into square project holes. You are only courting failure. If your project isn't well‐served by your methodology, find, use and adapt a methodology that does fit the project. —Robert K. Wysocki, Ph.D., President, EII Publications 

Comparing TPM and CPM Models

AC —Actual Cost or Avoid Cost ACWP —Actual Cost of Work Performed ADC —Aid to Dependent Children APF —Adaptive Project Framework APM —Agile Project Management APPM —Agile Project Portfolio Management ASAP —As Soon As Possible ASD —Adaptive Software Development ATP —Acceptance Test Procedure BA —Business Analyst B2B —Business‐to‐Business B2C —Business‐to‐Customer, Business‐to‐Consumer, or Business‐to‐Client BABOK —Business Analysis Body of Knowledge BA/PM —Business Analyst/Project Manager BCG —Boston Consulting Group BCWP —Budgeted Cost of Work Performed BCWS —Budgeted Cost of Work Scheduled BIC —Business Incubation Center BPI —Business Process Improvement BPM —Business Process Manager BPMN —Business Process Management Notation C —Cost CBAP —Certified Business Analyst Professional CCPM —Critical Chain Project Management CEO —Chief Executive Officer CIO —Chief Information Officer CMM —Capability Maturity Model CMMI —Capability Maturity Model Integrated CoA —Chart of Accounts COS —Conditions of Satisfaction COTS —Commercial Off the Shelf Software CPI —Cost Performance Index CPIM —Continuous Process/Practice Improvement Model CPM —Complex Project Manager CPS —Creative Problem Solving CSF —Critical Success Factor CT —Core Team CV —Cost Variance DOI —Declaration of Interdependence DSDM —Dynamic Systems Development Method E —Expected Task Duration ECPM —Effective Complex Project Management ECPM/kit —The vetted portfolio of tools, templates, and processes for constructing a project management approach to manage a specific project EF —Early Finish of a Task EPM —Effective Project Management EPM8e —Effective Project Management: Traditional, Agile, Extreme, 8th Edition EPPM —Enterprise‐Level Project Portfolio Management EPSO —Enterprise Project Support Office ES —Early Start of a Task EV —Earned Value EVA —Earned Value Analysis FDD —Feature‐Driven Development FF —Finish to Finish Task Dependency FFP —Firm Fixed Price FS —Finish to Start Task Dependency FTE —Full‐Time Equivalent GPS —Global Positioning System HPM —Hybrid Project Management HPMgr —Hybrid Project Manager HPMgt —Hybrid Project Management HR —Human Resources HRIS —Human Resource Information System HRM —Human Resource Management HRMS —Human Resource Management System IIBA —International Institute of Business Analysis INSPIRE —INitiate, SPeculate, Incubate, REview IR —Increased Revenue IRACIS —Increased Revenue, Avoided Costs, Improved Services IRR —Internal Rate of Return IS —Improved Service IT —Information Technology JAD —Joint Application Design JPPS —Joint Project Planning Session KPI —Key Performance Indicator LCD —Liquid Crystal Display LF —Late Finish of a Task LOB —Line of Business LS —Late Start of a Task LSI —Learning Styles Inventory MoSCoW —Must Have, Should Have, Could Have, Wouldn't It Be Nice to Have MPx —Emertxe (ee‐MURT‐see) Project Management MTC —Milestone Trend Chart NASA —National Aeronautics and Space Administration OJT —On the Job Training OPM —Occasional Project Manager OPM3 —Organizational Project Management Maturity Model OST —Objectives, Strategies, Tactics PC —Personal Computer PCS —Process Control System PDM —Precedence Diagramming Method PDP —Professional Development Plan PDQ —Pizza Delivered Quickly PDS —Project Description Statement PERT —Project Evaluation and Review Technique PESTEL —Political, Economic, Sociocultural, Technological, Ecological, Legal PIS —Project Identification Statement PLC —Project Life Cycle PM/BA —Project Manager/Business Analyst PMBOK ® —Project Management Body of Knowledge PMCA —Project Manager Competency Assessment PMCoE —Project Management Community of Excellence PMCoP —Project Management Community of Practice PMI —Project Management Institute PMLC —Project Management Life Cycle PMM —Project Management Maturity PMMA —Project Management Maturity Assessment PMMM —Project Management Maturity Model PMO —Project Management Office PMP —Project Management Professional PO —Project Office POS —Project Overview Statement PQM —Process Quality Matrix PSO —Project Support Office PV —Planned Value QA —Quality Assurance R&D —Research and Development R&R —Rest and Recuperation RAD —Rapid Application Development RASCI —The matrix that identifies those who are Responsible, Advise, Support, Consult, Informed RBS —Requirements Breakdown Structure RFI —Request for Information RFID —Radio Frequency Identification RFP —Request for Proposal RFQ —Request for Quote ROI —Return on Investment ROS —Resource Organizational Structure RUP —Rational Unified Process Scrum —Scrum is not an acronym SDLC —Systems Development Life Cycle SEI —Software Engineering Institute SF —Start to Finish Task Dependency SLA —Service Level Agreement SME —Subject Matter Expert SPI —Schedule Performance Index SS —Start to Start Task Dependency ST —Super Team SV —Schedule Variance SWAG —Scientific Wild A** Guess SWOT —Strengths, Weaknesses, Opportunities, Threats TBD —To Be Determined TI —Texas Instruments TOA —Task on the Arrow TON —Task on the Node TPM —Traditional Project Management UML —Universal Modeling Language UVP —Unique Value Proposition V —Value WAG —Wild A** Guess WBDC —Workforce and Business Development Center WBS —Work Breakdown Structure xPM —Extreme Project Management 

APPENDIX A | Terms and Acronyms

APPENDIX B | Case Study: Workforce and Business Development Center

Pizza Delivered Quickly (PDQ) is a local chain (40 stores) of eat‐in and home delivery pizza stores. Recently PDQ has lost 30 percent of sales revenue due mostly to a drop in its home delivery business. It attributes this solely to its major competitor who recently promoted a program that guarantees 45‐minute delivery service from order entry to home delivery. PDQ advertises one‐hour delivery. PDQ currently uses computers for in‐store operations and the usual business functions, but otherwise is not heavily dependent upon software systems to help them receive, process, and home deliver its customers’ orders. Pepe Ronee, supervisor of computer operations, has been charged with developing a software application to identify “pizza factory” locations and create the software system needed to operate them. In commissioning this project, Dee Livery, PDQ's president, said to pull out all the stops. She further stated that the future of PDQ depends on this project. She wants the team to investigate an option to deliver the pizza unbaked and “ready for the oven” in 30 minutes or less or deliver it pre‐baked in 45 minutes or less.

APPENDIX C | Case Study: Pizza Delivered Quickly (PDQ)

He who would search for pearls must dive below.

APPENDIX E | What's on the eiipbs.com Website?

A abandonment, cost of, 429 ability to use project management tools, as selection criteria for core team members, 269 ability to work across structure and authorities, as selection criteria for core team members, 268 ability to work within schedules and constraints, as selection criteria for core team members, 268 AC (Avoid Costs), 26 Accept, as a risk response, 128 action, in objective statements, 181 action to be taken, in risk log, 129 activities bounded, 213–214 complex, 5 connected, 5–6 deliverables of, 214 duration of, 214 sequence of, 5 unique, 5 activity duration estimate, as JPPS deliverable, 204 Activity level, in RBS, 164 activity schedule, as JPPS deliverable, 204 adaptability as a challenge to effective project management, 28–29 for complex projects, 366 adapting APM Toolkit, 387–391 adaptive cycle plan, 489 Adaptive PMLC model about, 47, 49–50, 172, 492–493 characteristics of, 493–494 strengths of, 494–495 weaknesses of, 495–496 when to use, 496 Adaptive Software Development (ASD), 488–490 Adjusted HPM Model Template, 443 advertising, 130 agenda for Joint Project Planning Sessions (JPPS), 203–204 for Project Scoping Meeting, 161 working session, 275 Agile Hybrid projects, 435–436 Agile Manifesto, 356 Agile Project Management (APM) about, 30, 381–382 adapting APM Toolkit, 387–391 approaches to, 45–50 integrating APM Toolkit, 387–391 Iterative PMLC model, 382–387 allocating resources, 73 analyzing initial project network diagrams, 253 APM (Agile Project Management) about, 30, 381–382 adapting APM Toolkit, 387–391 approaches to, 45–50 integrating APM Toolkit, 387–391 Iterative PMLC model, 382–387 APM Toolkit, 387–391 Appendices, in project proposal, 258 application, classifying projects by, 17, 19–20 application software packages, planning projects using, 194–198 applying Delphi technique, 228–229 graphical reporting tools, 322–324 Scope Triangle, 16 Three‐Point technique, 229–230 Wide‐Band Delphi technique, 230 approval criteria for, 189–190 gaining to close projects, 341 gaining to launch project, 258–259 participants in the process, 188–189 architectural‐design tool, 209 ASD (Adaptive Software Development), 488–490 asking previous vendors, 131 assigning resources, 298–301, 529 substitute resources, 304 assignment sheet, work package, 308–309 assumptions, listing in POS, 183–184 attachments, to POS, 184–186 attendees for Joint Project Planning Sessions (JPPS), 200–202 for Project Kick‐Off Meetings, 273–274 at Project Scoping Meeting, 160 status meetings, 335–336 attending trade shows, 131 Avoid, as a risk response, 128 Avoid Costs (AC), 26 avoidant conflict resolution style, 281 

Effective Project Management: Traditional, Agile, Extreme, Hybrid, 8th Edition

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Effective Project Management: Traditional, Agile, Extreme, Hybrid, 8th Edition

About the course

Author

Course Outline

Reviews 4.0

Reviews
4.0