Contents Preface Chapter 1: Overview 1.0 Introduction 1.1 Understanding Project Management 1.2 Defining Project Success 1.3 Success, Trade-Offs, and Competing Constraints 1.4 The Project Manager–Line Manager Interface 1.5 Defining the Project Manager’s Role 1.6 Defining the Functional Manager’s Role 1.7 Defining the Functional Employee’s Role 1.8 Defining the Executive’s Role 1.9 Working with Executives 1.10 Committee Sponsorship/Governance 1.11 The Project Manager as the Planning Agent 1.12 Project Champions 1.13 The Downside of Project Management 1.14 Project-Driven versus Non–Project-Driven Organizations 1.15 Marketing in the Project-Driven Organization 1.16 Classification of Projects 1.17 Location of the Project Manager 1.18 Differing Views of Project Management 1.19 Public-Sector Project Management 1.20 International Project Management 1.21 Concurrent Engineering: A Project Management Approach 1.22 Added Value 1.23 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 2: Project Management Growth: Concepts and Definitions 2.0 Introduction 2.1 General Systems Management 2.2 Project Management: 1945–1960 2.3 Project Management: 1960–1985 2.4 Project Management: 1985–2012 2.5 Resistance to Change 2.6 Systems, Programs, and Projects: A Definition 2.7 Product versus Project Management: A Definition 2.8 Maturity and Excellence: A Definition 2.9 Informal Project Management: A Definition 2.10 The Many Faces of Success 2.11 The Many Faces of Failure 2.12 The Stage-Gate Process 2.13 Project Life Cycles 2.14 Gate Review Meetings (Project Closure) 2.15 Engagement Project Management 2.16 Project Management Methodologies: A Definition 2.17 Enterprise Project Management Methodologies 2.18 Methodologies Can Fail 2.19 Organizational Change Management and Corporate Cultures 2.20 Project Management Intellectual Property 2.21 Systems Thinking 2.22 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 3: Organizational Structures 3.0 Introduction 3.1 Organizational Work Flow 3.2 Traditional (Classical) Organization 3.3 Developing Work Integration Positions 3.4 Line-Staff Organization (Project Coordinator) 3.5 Pure Product (Projectized) Organization 3.6 Matrix Organizational Form 3.7 Modification of Matrix Structures 3.8 The Strong, Weak, or Balanced Matrix 3.9 Center for Project Management Expertise 3.10 Matrix Layering 3.11 Selecting the Organizational Form 3.12 Structuring the Small Company 3.13 Strategic Business Unit (SBU) Project Management 3.14 Transitional Management 3.15 Barriers to Implementing Project Management in Emerging Markets 3.16 Seven Fallacies that Delay Project Management Maturity 3.17 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 4: Organizing and Staffing The Project Office and Team 4.0 Introduction 4.1 The Staffing Environment 4.2 Selecting the Project Manager: An Executive Decision 4.3 Skill Requirements for Project and Program Managers 4.4 Special Cases in Project Manager Selection 4.5 Selecting the Wrong Project Manager 4.6 Next Generation Project Managers 4.7 Duties and Job Descriptions 4.8 The Organizational Staffing Process 4.9 The Project Office 4.10 The Functional Team 4.11 The Project Organizational Chart 4.12 Special Problems 4.13 Selecting the Project Management Implementation Team 4.14 Mistakes Made by Inexperienced Project Managers 4.15 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 5: Management Functions 5.0 Introduction 5.1 Controlling 5.2 Directing 5.3 Project Authority 5.4 Interpersonal Influences 5.5 Barriers to Project Team Development 5.6 Suggestions for Handling the Newly Formed Team 5.7 Team Building as an Ongoing Process 5.8 Dysfunctions of a Team 5.9 Leadership in a Project Environment 5.10 Life-Cycle Leadership 5.11 Value-Based Project Leadership 5.12 Organizational Impact 5.13 Employee–Manager Problems 5.14 Management Pitfalls 5.15 Communications 5.16 Project Review Meetings 5.17 Project Management Bottlenecks 5.18 Cross-Cutting Skills 5.19 Active Listening 5.20 Project Problem-Solving 5.21 Brainstorming 5.22 Project Decision-Making 5.23 Predicting the Outcome of a Decision 5.24 Facilitation 5.25 Handling Negative Team Dynamics 5.26 Communication Traps 5.27 Proverbs and Laws 5.28 Human Behavior Education 5.29 Management Policies and Procedures 5.30 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 6: Management Of your time and Stress 6.0 Introduction 6.1 Understanding Time Management 6.2 Time Robbers 6.3 Time Management Forms 6.4 Effective Time Management 6.5 Stress and Burnout 6.6 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 7: Conflicts 7.0 Introduction 7.1 Objectives 7.2 The Conflict Environment 7.3 Types of Conflicts 7.4 Conflict Resolution 7.5 Understanding Superior, Subordinate, and Functional Conflicts 7.6 The Management of Conflicts 7.7 Conflict Resolution Modes 7.8 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 8: Special Topics 8.0 Introduction 8.1 Performance Measurement 8.2 Financial Compensation and Rewards 8.3 Critical Issues with Rewarding Project Teams 8.4 Effective Project Management in the Small Business Organization 8.5 Mega Projects 8.6 Morality, Ethics, and the Corporate Culture 8.7 Professional Responsibilities 8.8 Internal Partnerships 8.9 External Partnerships 8.10 Training and Education 8.11 Integrated Product/Project Teams 8.12 Virtual Project Teams 8.13 Breakthrough Projects 8.14 Managing Innovation Projects 8.15 Agile Project Management 8.16 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 9: The Variables for Success 9.0 Introduction 9.1 Predicting Project Success 9.2 Project Management Effectiveness 9.3 Expectations 9.4 Lessons Learned 9.5 Understanding Best Practices 9.6 Best Practices versus Proven Practices 9.7 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 10: Working with Executives 10.0 Introduction 10.1 The Project Sponsor 10.2 Handling Disagreements with the Sponsor 10.3 The Collective Belief 10.4 The Exit Champion 10.5 The In-House Representatives 10.6 Stakeholder Relations Management 10.7 Politics 10.8 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 11: Planning 11.0 Introduction 11.1 Validating the Assumptions 11.2 Validating the Objectives 11.3 General Planning 11.4 Life-Cycle Phases 11.5 Proposal Preparation 11.6 Kickoff Meetings 11.7 Understanding Participants’ Roles 11.8 Project Planning 11.9 The Statement of Work 11.10 Project Specifications 11.11 Milestone Schedules 11.12 Work Breakdown Structure 11.13 WBS Decomposition Problems 11.14 Work Breakdown Structure Dictionary 11.15 Role of the Executive in Project Selection 11.16 Role of the Executive in Planning 11.17 The Planning Cycle 11.18 Work Planning Authorization 11.19 Why Do Plans Fail? 11.20 Stopping Projects 11.21 Handling Project Phaseouts and Transfers 11.22 Detailed Schedules and Charts 11.23 Master Production Scheduling 11.24 Project Plan 11.25 Total Project Planning 11.26 The Project Charter 11.27 Project Baselines 11.28 Verification and Validation 11.29 Requirements Traceability Matrix 11.30 Management Control 11.31 The Project Manager–Line Manager Interface 11.32 Fast-Tracking 11.33 Configuration Management 11.34 Enterprise Project Management Methodologies 11.35 Project Audits 11.36 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 12: Network Scheduling Techniques 12.0 Introduction 12.1 Network Fundamentals 12.2 Graphical Evaluation and Review Technique (GERT) 12.3 Dependencies 12.4 Slack Time 12.5 Network Replanning 12.6 Estimating Activity Time 12.7 Estimating Total Project Time 12.8 Total PERT/CPM Planning 12.9 Crash Times 12.10 PERT/CPM Problem Areas 12.11 Alternative PERT/CPM Models 12.12 Precedence Networks 12.13 Lag 12.14 Scheduling Problems 12.15 The Myths of Schedule Compression 12.16 Understanding Project Management Software 12.17 Software Features Offered 12.18 Software Classification 12.19 Implementation Problems 12.20 Critical Chain 12.21 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 13: Project Graphics 13.0 Introduction 13.1 Customer Reporting 13.2 Bar (Gantt) Chart 13.3 Other Conventional Presentation Techniques 13.4 Logic Diagrams/Networks 13.5 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 14: Pricing and Estimating 14.0 Introduction 14.1 Global Pricing Strategies 14.2 Types of Estimates 14.3 Pricing Process 14.4 Organizational Input Requirements 14.5 Labor Distributions 14.6 Overhead Rates 14.7 Materials/Support Costs 14.8 Pricing Out the Work 14.9 Smoothing Out Department Man-Hours 14.10 The Pricing Review Procedure 14.11 Systems Pricing 14.12 Developing the Supporting/Backup Costs 14.13 The Low-Bidder Dilemma 14.14 Special Problems 14.15 Estimating Pitfalls 14.16 Estimating High-Risk Projects 14.17 Project Risks 14.18 The Disaster of Applying the 10 Percent Solution to Project Estimates 14.19 Life-Cycle Costing (LCC) 14.20 Logistics Support 14.21 Economic Project Selection Criteria: Capital Budgeting 14.22 Payback Period 14.23 The Time Value of Money 14.24 Net Present Value (NPV) 14.25 Internal Rate of Return (IRR) 14.26 Comparing IRR, NPV, and Payback 14.27 Risk Analysis 14.28 Capital Rationing 14.29 Project Financing 14.30 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 15: Cost Control 15.0 Introduction 15.1 Understanding Control 15.2 The Operating Cycle 15.3 Cost Account Codes 15.4 Budgets 15.5 The Earned Value Measurement System (EVMS) 15.6 Variance and Earned Value 15.7 The Cost Baseline 15.8 Justifying the Costs 15.9 The Cost Overrun Dilemma 15.10 Recording Material Costs Using Earned Value Measurement 15.11 The Material Accounting Criterion 15.12 Material Variances: Price and Usage 15.13 Summary Variances 15.14 Status Reporting 15.15 Cost Control Problems 15.16 Project Management Information Systems 15.17 Enterprise Resource Planning 15.18 Project Metrics 15.19 Key Performance Indicators 15.20 Value-Based Metrics 15.21 Dashboards and Scorecards 15.22 Business Intelligence 15.23 Infographics 15.24 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 16: Trade-Off Analysis in a Project Environment 16.0 Introduction 16.1 Methodology for Trade-Off Analysis 16.2 Contracts: Their Influence on Projects 16.3 Industry Trade-Off Preferences 16.4 Conclusion 16.5 Studying Tips for the PMI® Project Management Certification Exam Answers Chapter 17: Risk Management 17.0 Introduction 17.1 Definition of Risk 17.2 Tolerance for Risk 17.3 Definition of Risk Management 17.4 Certainty, Risk, and Uncertainty 17.5 Risk Management Process 17.6 Plan Risk Management (11.1) 17.7 Risk Identification (11.2) 17.8 Risk Analysis (11.3, 11.4) 17.9 Qualitative Risk Analysis (11.3) 17.10 Quantitative Risk Analysis (11.4) 17.11 Probability Distributions and the Monte Carlo Process 17.12 Plan Risk Response (11.5) 17.13 Monitor and Control Risks (11.6) 17.14 Some Implementation Considerations 17.15 The Use of Lessons Learned 17.16 Dependencies Between Risks 17.17 The Impact of Risk Handling Measures 17.18 Risk and Concurrent Engineering 17.19 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 18: Learning Curves 18.0 Introduction 18.1 General Theory 18.2 The Learning Curve Concept 18.3 Graphic Representation 18.4 Key Words Associated with Learning Curves 18.5 The Cumulative Average Curve 18.6 Sources of Experience 18.7 Developing Slope Measures 18.8 Unit Costs and Use of Midpoints 18.9 Selection of Learning Curves 18.10 Follow-On Orders 18.11 Manufacturing Breaks 18.12 Learning Curve Limitations 18.13 Prices and Experience 18.14 Competitive Weapon 18.15 Studying Tips for the PMI® Project Management Certification Exam Answers Problems Chapter 19: Contract Management 19.0 Introduction 19.1 Procurement 19.2 Plan Procurements 10 Project management information systems (PMIS) Project Management Institute Guide to the Body of Knowledge (PMBOK) Project Management Knowledge Base Project Management Lawsuit (case study) Project management maturity: criteria for fallacies that delay and methodologies used Project management maturity model (PMMM) Project management methodologies, see Methodologies, project management Project management offices (PMOs) See also Project offices networking and project portfolio management virtual Project Management Professional (PMP) Project manager(s): and added-value opportunities administrative skills of attitude of availability of as business leaders and communications policy communication traps between line managers and and conflict resolution conflict resolution skills of duties of and employee evaluations entrepreneurial skills of executives as expectations of integrative responsibilities of leadership skills of and line managers in line-staff organizations location of, within organization management support-building skills of in matrix organizations maturity of mistakes made by multiple projects under single need for next generation of organizational skills of part-time performance measurement for personal attributes of and planning as planning agent planning skills of PMI certification program for and problems with employees professional responsibilities of project champions vs in project selection process in pure product organizations 997 qualifications of resource allocation skills of responsibilities of and risk role of selection of skill requirements for and stress team-building skills of technical expertise of time management by training of use of interpersonal influences by viewpoints of line managers vs Project-manager-directed decision making Project metrics characteristics of lack of support for understanding Project milestone schedules Project offices (POs) benchmarking by business case development by capacity planning by communications bottleneck in and continuous improvement customized training by dissemination of information from implementation risks with information systems for mentoring by networking present-day and pricing and project management information systems and project portfolio management risks of using scheduling by stakeholder management by standards and templates developed by training types of Project opportunities Project plans benefits of development of distribution of structure of Project portfolio management (PMM) Project pricing model Project review meetings Project risk Project selection process Project specifications 998 Project-specific baseline Project sponsors committees as and decentralization of project sponsorship handling disagreements with invisible irresponsible multiple as primary stakeholders projects without responsibilities of role of termination of project by Project sponsorship Project termination Project value Promotional communication style Proposals Prospect theory Prototyping Proven practices Proverbs, management Public-sector project management Pudder’s law Pure product (projectized) organizations Putin, Vladimir Putt’s law PV (price variances) Qualified majority/consensus decision making Qualitative risk analysis Quality audits Quality circles Quality improvements Quality management and control acceptance sampling audits, quality cause-and-effect analysis and changing views of quality control charts costs of as customer-driven process data tables/arrays and definition of quality ISO 9000 and just-in-time manufacturing leadership, quality Malcolm Baldrige National Quality Award objectives, quality Pareto analysis pioneers in policy, quality process capability quality assurance 999 quality control quality plan responsibility for scatter diagrams Six Sigma Taguchi approach tools for trend analysis Quality manufacturing process risk Quality movement Quantitative risk analysis Quantitative tools Question brainstorming Radiance International (case study) Radical technological breakthrough projects RAM (responsibility assignment matrix) Rational thinking Ratio risk scales Raytheon Corp R&D, see Research and development Reassignment, job Rebaselining Recession “Recognition seeker” (employee role) Recovery of trouble projects Recovery project manager (RPM) Recruitment Redesign, product Red flag Re-engineering Referent power Relevant KPIs Reliability Reluctant Workers (case study) Replanning, network Reports/reporting: customer pricing by project managers software for Requests for information (RFIs) Requests for proposals (RFPs) Requests for quotation (RFQs) Requirements (in systems approach) Requirements approach (risk identification) Requirements traceability matrix (RTM) Research and development (R&D): and complex projects project management resistance to change by staff of Resentfulness Resistance (to change) 1000 Resource(s): company trade-off of, see Trade-off analysis Resource allocation, program managers and Resources baseline Resources Input and Review meeting Respect Responsibilities: to company/stakeholders during crises and organizational structure professional of sponsors Responsibility assignment matrix (RAM) Restart phase (recovery life cycle) Restructuring, organizational Results-focused teams Results Indicators (RIs) Reviews Review meetings Review of Ground Rules meeting Revisable baseline Rewards: financial for project teams Reward power RFIs (requests for information) RFPs, see Requests for proposals RFQs (requests for quotation) RIs (Results Indicators) Richardson, John Risk(s) acceptance of analysis of avoidance of categories of causes of and concurrent engineering control of and decision-making definition of dependencies between design and experience identification of in Iridium Project and lessons learned levels of life testing manufacturing measuring monitoring personnel 1001 prioritization of procurement in project financing and project offices quality manufacturing response options for sources for identification of tolerance for and training transfer of Risk acceptance Risk analysis cost evaluation schedule evaluation technical evaluation tools for Risk assessment Risk avoidance Risk control Risk handling Risk identification: approaches to bias in Risk management and change management considerations for implementation of and decision-making definition of and executives as failure component impact of risk handling measures monitoring and control of risk Monte Carlo process for overinvestment/underinvestment in process of and project management, skills response mechanisms, risk training in uses of Risk Management Department (case study) Risk management information systems (RMISs) Risk Management Plan (RMP) Risk mapping matrices Risk monitoring Risk neutral position Risk planning Risk ratings Risk response strategy Risk scales (templates) Risk statements Risk transfer Ritz-Carlton RMISs (risk management information systems) 1002 RMP, see Risk Management Plan Robust design Rogers Cantel Mobile Communications Role conflicts, with project teams Role Delineation Study (RDS) Royer, Isabelle RPM (recovery project manager) RTM (requirements traceability matrix) Salability Sales staff, resistance to change by Savage criterion SBUs (strategic business units) Scalar chain of command Scatter diagrams Schedules: compression of master production preparation of Schedule conflicts Schedule evaluation Schedule performance index (SPI) Schedule performance monitoring Schedule variance (SV) Scheduling: activity network, see Network scheduling techniques Scheduling Dilemma (case study) Schematic models Scientific methods (decision making) Scope changes business need for downstream effect of radical rationale for not approving reasons for timing of Scope change control Scope creep causes of and dependencies minimizing and need for business knowledge and scope definition Scope statement Scorecards Secondary constraints Secondary success factors Secretive communication style Security Self-actualization Self-concept Self-esteem 1003 Self-serving decision makers Selling Executives on Project Management (case study) Sensitivity analysis Shared accountability Sharing arrangement/formula Shewhart techniques Short-term projects Shosteck, Herschel Siemens Simulation Simultaneous engineering, see Concurrent engineering Situational Leadership® Model Six Sigma implementing lean Skills: for complex projects cross-cutting people vs task Slack time Slope (of learning curve) Small companies, effective project management in SMART rule SMEs (subject matter experts) Smoothing (in conflict resolution) Snyder, N T Social acceptability Social groups Social needs Software, project management classification of features of implementation of reasons for using Software deliverables Software reuse Solicitation package SOOs (Statements of Objectives) SOW, see Statement of work Space program Space Shuttle Challenger explosion Space Shuttle Columbia disaster SPCs (statistical process controls) Special projects Special-project meetings Specifications, project SPI, see Schedule performance index Spinetta, Jean-Cyril Sporadic problems Staffing See also specific job titles, e.g.: Project manager(s) and directing 1004 and employee “roles” environment for as insurable risk overstaffing process of risk factors with special problems with of teams understaffing Staff projects Stage-gate process Staiano, Edward Stakeholders balancing interests of commitments from and crisis management defined failure as defined by with hidden agendas identifying key/influential managing of public-sector projects responsibilities to understanding issues/challenges for Stakeholder mapping Stakeholder relationship management commitments from all stakeholders in cultural issues in and engagement project management list of expectations of stakeholders in processes of stakeholder engagement in stakeholder interactions agreements in stakeholder mapping in Standards, development of Standard items Standardization, product Standard Practice Manuals “Star” employees Statements of Objectives (SOOs) Statement of work (SOW) and contract statement of work and contract work breakdown structure misinterpretation of preparation of and requirement cycle specifications in Statistical process controls (SPCs) Status Status reporting Stonewalling Stopped projects Strategic business units (SBUs) 1005 Strategic dashboards Strategic partnerships Strategic POs Strategic project pricing model “Strawman” rating definitions Stress manifestations of positive aspects of in project management Strong matrix structures Subdivided work descriptions (SWDs) Subjective sources (risk) Subject matter experts (SMEs) Subsystems Success, project definitions of and effectiveness of project management and expectations new criteria for predicting Sunk cost fallacy Supervising Suppliers Support costs Support risk Survival SV (schedule variance) SWDs (subdivided work descriptions) “Swing” design (communication analogy) SWOT analysis Synthesis phase (systems approach) System(s): definition of extended open vs closed Systems approach Systematic style (decision making) Systems engineering Systems management Systems pricing Systems theory TAAF (test-analyze-and-fix) Tactical dashboards Taguchi method Target cost Target profit Task forces Task skills, people skills vs Teams, project anxiety in barriers to development of 1006 communication within conflicts within decision making by dysfunctions of effective vs ineffective expectations of/about IPTs leadership of management of newly formed negative dynamics on ongoing process of building performance measurement for and project manager rewarding support of senior management for virtual Team idea mapping method Team members, interacting with Technical evaluation Technical expertise Technical performance measurement (TPM) Technical risks Technical risk dependencies Technology: forecasting project managers’ understanding of in pure product organizations radical breakthroughs in shifts in in traditional organizational structure Technology maturation efforts Teledesic Project Teloxy Engineering (case study) Telstar International (case study) Template development Temporary assignments 10 percent solution Terminated projects Termination, project Test-analyze-and-fix (TAAF) Testing phase (project life cycle) Texas Instruments (TI) Thales Alenia Space Thamhain, Hans Theory of Constraints Theory X Theory Y Theory Z Threat risk TI (Texas Instruments) Time management activity times, estimation of barriers to effective 1007 forms for identification of, as problem area and stress/burnout techniques for effective Time value of money Tip-of-the-iceberg syndrome Tired, being To Bid or Not to Bid (case study) “To do” pad Tooling Top-down estimate “Top down” risk management “Topic jumper” (employee role) Total project time, estimation of Total quality management (TQM) Toyota Production System (TPS) TPM (technical performance measurement) TPS (Toyota Production System) TQM, see Total quality management Traceability matrix Trade-off analysis alternative courses of action, list of with competing constraints for complex projects conflict, recognition/understanding of corrective actions environment and status, review of project graphic analysis and industry preferences management approval, obtaining methodology for objectives, review of project and project constraints ranking of alternatives and type of contract Trade-off phase (systems approach) Trade studies Traditional (classical) organizational structure advantages of disadvantages of Traditional projects, nontraditional projects vs Traffic light reporting system Training customized and directing in emerging markets for key initiatives/practices need for of new employees of project managers and risk risk management Transfers, project 1008 Translation phase (systems approach) Tree diagrams Trend analysis Trends in project management capacity planning competency models continuous improvement end-of-phase review meetings multiple projects, management of procedural documentation, development of project management maturity model Trial-and-error solutions Triple constraints Trophy Project (case study) Troubled projects, managing definition of failure early-warning signs of trouble recovery life-cycle phases recovery project manager selection root causes of failure Trouble in Paradise (case study) Truman’s law Trust Tversky, Amos Tylenol poisonings Unallocated budget Uncertainty, decision-making under Uncooperativeness (in conflict resolution) Understaffing Understanding phase (recovery life cycle) Undistributed budget Unhappy, being Unified Project Management Methodology (UPMM™) United Auto Workers U.S Air Force Unit hours Unit one UPMM™ (Unified Project Management Methodology) Usage variances (UV) Uzdelewicz, Wojtek VAC (variance at completion) Validation: of assumptions of objectives verification and Value: added measuring project Values, personal Value-added costs Value-based metrics 1009 Value-based project leadership Value management Value management methodology (VMM) Variance analysis causes of variances cost variance and development of cost/schedule reporting system and earned value concept 50/50 rule government subcontractors issues addressed in organization-level analysis parameters for price variances program team analysis schedule variance thresholds, variance usage variances Variance at completion (VAC) Verification and validation (V&V) Vertical work flow Very large projects Vested interest in projects Virtual project management offices Virtual project teams Visibility Visual aids VMM (value management methodology) Von Braun’s law of gravity V&V (verification and validation) Wage and salary administration Wald criterion Walkthroughs War rooms Wastes, seven WBS, see Work breakdown structure WBS (work breakdown structure) dictionary Weak matrix structures Weekly meetings Welch, Jack Westinghouse What-if analysis Williams, Jim Williams Machine Tool Company (case study) Windolph, John “Withdrawer” (employee role) Withdrawing (in conflict resolution) Work breakdown structure (WBS) core characteristics of decomposition problems for large projects levels of 1010 preparation of and pricing purpose of and risk identification setting up tasks in WBS dictionary Work breakdown structure (WBS) dictionary Work ethic, in emerging market countries Work flow Workforce stability Work habits Work specialization Worthlessness, feelings of “Wrap-up” insurance Written communications Written media Xerox Yellow flag 0/100 rule Zero-based budgeting Zielinski, D 1011 ... project management are now advocates Management educators of the past, who preached that project management could not work and would be just another fad, are now staunch supporters Project management. .. particular, I am indebted to those industrial/government training managers whose dedication and commitment to quality project management education and training have led to valuable changes in this and. .. functional areas and regarded as something nice to have to an enterprise project management system affecting every functional unit of the company Simply stated, project management has evolved into a