Effective project management traditional, agile, extreme 5th ed

Effective ProjectGet ready for a more robust approach to project management — one that recognizes the project environment and adapts accordingly.. You’ll then explore fi ve different proj

Effective Project

Get ready for a more robust approach to project management — one that recognizes the

project environment and adapts accordingly This resource fi rst introduces you to the tools,

templates, and processes that you’ll need in your toolkit You’ll then explore fi ve different project

management life cycle (PMLC) models for managing a project: Linear, Incremental, Iterative,

Adaptive, and Extreme Along the way, you’ll fi nd step-by-step guidance on how to apply each

technique All of this will give you a complete understanding of how to successfully complete

projects on time and within budget

• Apply all nine Knowledge Areas defi ned

• Establish project management life cycles

and strategies

• Decide the best method for managing

specifi c types of projects

• Select and use best-of-breed project

management tools and templates for

each management task

• Utilize the Project Support Offi ce, Project Portfolio Management, and Continuous Process Improvement programs

• Prevent projects from becoming distressedand create effective intervention strategies

• Manage multiple team projects by integratingthe tools, templates, and processes into a single team

Robert K Wysocki, PhD, has over 40 years of experiencee as a project management consultant and trainer, information

systems manager, systems and management consultan nt, author, training developer, and provider He is the founder

of Enterprise Information Insights, Inc., a project manag gement consulting and training practice Wysocki has written

15 books on project management and information systtems management

This comprehensive guide shows you how to:

Visit our Web site at www.wiley.com/go/epm5e

ISBN: 978-0-470-42367-7

Traditional, Agile, Extreme

Fifth Edition

Robert K Wysocki, Ph.D.

Wiley Publishing, Inc.

Published by Wiley Publishing, Inc., Indianapolis, Indiana

Published simultaneously in Canada

ISBN: 978-0-470-42367-7

Manufactured in the United States of America

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Library of Congress Cataloging-in-Publication Data

Wysocki, Robert K.

Effective project management : traditional, agile, extreme / Robert K Wysocki – 5th ed.

p cm.

Includes bibliographical references and index.

HD69.P75W95 2009

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About the Author

Robert K Wysocki, Ph.D., has over 40 years’ experience as a project

man-agement consultant and trainer, information systems manager, systems and

management consultant, author, training developer and provider He has

writ-ten 16 books on project management and information systems management

and is recommended by the Project Management Institute for the library

of every project manager He has over 30 publications and presentations in

professional and trade journals and has made more than 100 presentations at

professional and trade conferences and meetings He has developed more than

20 project management courses and trained over 10,000 project managers

In 1990 he founded Enterprise Information Insights, Inc (EII), a project

man-agement consulting and training practice specializing in project manman-agement

methodology design and integration, Project Support Office establishment,

the development of training curriculum, and the development of a portfolio

of assessment tools focused on organizations, project teams, and individuals

His clients include AT&T, Aetna, Babbage Simmel, British Computer Society,

Boston University Corporate Education Center, Computerworld, Converse

Shoes, the Czechoslovakian Government, Data General, Digital, Eli Lilly,

Har-vard Community Health Plan, IBM, J Walter Thompson, Novartis, Peoples

Bank, Sapient, The Limited, The State of Ohio, Travelers Insurance, Wal-Mart,

Wells Fargo, ZTE, and several others

He is a member of the ProjectWorld Executive Advisory Board, the Project

Management Institute, the American Society of Training and Development, the

International Institute of Business Analysts and the Society of Human Resource

Management He is past Association Vice President of AITP (formerly DPMA)

He earned a B.A in mathematics from the University of Dallas, and an M.S

and Ph.D in mathematical statistics from Southern Methodist University

vii

This acknowledgment is really my special thanks to the teaching faculty of

at least 100 universities and colleges all over the globe that have adopted

previous editions Many of them have offered feedback that I find most useful

Many of their suggestions have been incorporated in this fifth edition I also

owe a debt of gratitude to the many consultants and companies across the

globe that have used APF and taken the time to comment on their experiences

I am aware of APF being adopted in several industries including banking,

insurance, film production, retailing, drug research, distribution, professional

services, supply chain management, and logistics To them I offer my heartfelt

thanks

Finally, I owe my heartfelt appreciation to Brenda Gillingham She has

taught from previous editions of this book and is a fulltime consultant at Sun

Microsystems Her help as technical editor was exemplary

xi

Acknowledgments xi

Part I Defining and Using Project Management Process Groups 1

xiii

Scope Change Impact Analysis 16

Chapter 2 Understanding The Project Management Process Groups 21

A Look Ahead: Mapping Process Groups to Form

Use Cases 73

Project Approval Status 107

Building the Network Diagram Using the Precedence

Risk Identification 181

Attendees 207

Work Package Assignment Sheet 246

Tools, Templates, and Processes Used to Monitor and

Integrating Milestone Trend Charts and Earned Value

Gaining Approval to Close the Project 281

Historical Record for Estimating Duration and Cost on

Input for Further Training and Development of the Project

Input for Performance Evaluation by the Functional

A Previously Untapped Business Opportunity 306

Understanding the Complexity/Uncertainty Domain

Additional Factors Affecting the Choice of Best-Fit PMLC

Emertxe Project Management Life Cycle Model 334

Complete and Clearly Defined Goal, Solution,

The Linear PMLC Model Does Not Require the Most

Adapting and Integrating the Tools, Templates, and

Between Increments 360

More Focused on Client Value Than the Linear PMLC

This Model Requires Handoff Documentation Between

You Must Define Increments Based on Function and

You Must Have More Client Involvement Than Linear

An Incremental PMLC Model Takes Longer Than the

Adapting and Integrating the Tools, Templates, and

Step 2: Converting the Early Schedule to the Late Schedule

Putting It All Together 381

Fully Supported Production Versions of Partial SolutionsAre Released to the End User Quarterly or

Monitoring and Controlling Phase of an Iterative PMLC

Often Uses Iconic or Simulated Prototypes to Discover the

Requires a More Actively Involved Client Than TPM

Easily Engages the Client 403

Tolerant of Assessing and Evaluating the Impact of

Monitoring and Controlling Phase of an Adaptive PMLC

Avoids All Management Issues Processing Scope Change

Provides Maximum Business Value Within the Given

Cannot Identify Exactly What Will Be Delivered at the End

Dynamic Systems Development Method (DSDM) 449

Has the Client Had Successful Adaptive Project

Will this First-Time Adaptive Project Client Be

No Guarantee That Any Business Value Will Result from

xPM Effectiveness 482

Part III Building an Effective Project Management Infrastructure 489 Chapter 13 Establishing and Maturing a Project Support Office 491

PRIORITIZE Projects and Hold Pending Funding

Graham-Englund Selection Model and the Risk/Benefit

Preparing Your Project for Submission to the Portfolio

Chapter 15 Establishing and Managing a Continuous Process

Can Project Managers Substitute Other Tools, Templates,

Is There a Way to Incorporate Best Practices into the

How Are Corrective Action Steps Taken to Correct for

How Are Project Manager Practices Monitored for Best

Measuring Project Management Process and Practice

Select Knowledge Area or PM Process 600

Lag Time between Project Approval and Kick-Off 630

No Plan Revision after Significant Cuts in Resources or

Using Tools, Templates, and Processes to Prevent Distressed

Roles and Responsibilities of the PSO with Respect to

Defining the Team Meeting Structure 661

Develop the High-Level Project Plan in Collaboration with

Solve Problems Escalated from the Individual Project

May Involve a Cumbersome Scope Change Management

Negotiate and Help Resolve Inter-Team Problems 673

Lends Support and Credibility to the Decisions of the CT

Team Members Have to Decide among Competing

On-the-job Training 687

Preface to the Fifth Edition

All four of the previous editions of Effective Project Management (EPM) have

been successful and have grown in value from the feedback I have received

from them With the help and support of John Wiley & Sons we have

branded Effective Project Management I’m seeing others play off that name

recognition, and I am encouraged I am aware of over 100 colleges and

universities worldwide that have adopted EPM Their feedback and that of

the professional market has been overwhelmingly supportive of my practical

and easy to read format Effective Project Management, Fifth Edition (EPM5)

continues to meet the needs of higher education and the professional markets

I’ve been anxious to offer you this fifth edition because it is no exception I’ve

taken the opportunity to completely reorganize Effective Project Management,

Fourth Edition (EPM4) That reorganization begins with a new subtitle You

will note that I have replaced Adaptive with Agile I see Adaptive and Iterative

project management as belonging to the class of Agile Project Management

approaches and will further develop it as such The new organization of

EPM5 topics fits my understanding of the project management discipline

perfectly I’ve wanted to do this for quite some time and now is the time

to act There are a number of changes and additions throughout Perhaps

the most significant is the addition of several chapters on the contemporary

project landscape I’ve also added two new chapters: a chapter on project

process and practice improvement programs and a chapter on prevention and

intervention strategies for distressed projects Both are important to a complete

understanding of effective project management

Even after this fifth edition goes to press I still view EPM as a work in

process As I gain further experience with its use and as I hear about the

experiences of clients, trainers, faculty and project management professionals,

the work will undoubtedly improve You might say that the development of

xxxix

EPM5 and its successor editions is an agile project The goal is to produce

a perfectly intuitive and common sense approach to project management

The solution however continues to be elusive But we are converging on that

solution with every edition of EPM!

I would like to think that this edition offers you a complete view of effective

project management as it is now practiced and how I believe it should be

practiced in the very near future

The training and higher education market has been a strong market for

EPM In response to numerous requests from trainers and teaching faculty

for a slide presentation, I have added that to the web site (accessible at

www.wiley.com/go/epm5e) That slide presentation is a cradle to grave mirror

image of the text You can use it right out of the box to teach EPM, or you

might want to modify it to fit your specific needs

The professional reference market has been equally strong In response to

numerous requests from practicing professionals I have expanded the coverage

of contemporary approaches to project management

My clients have been a constant source of input Their guidance has been

invaluable to me From them I have learned about implementation experiences

and ways to improve my presentation of the processes and practices of

contemporary project management

Thank you again for adding my book to your project management library If

you have any questions or would just like to comment, please let me hear from

personally to each and every communiqu´e

Enjoy!

Robert K Wysocki, Ph.D.

Effective Project Management: Traditional, Agile, Extreme, Fifth Edition (EPM5)

represents a significant change from the Fourth Edition All of the pedagogical

and organizational strengths of EPM4 are retained and expanded in EPM5.

EPM5 offers five different project management life cycle (PMLC) models:

(Linear, Incremental, Iterative, Adaptive, and Extreme) to managing a project

The choice of the best-fit PMLC is based on the characteristics of the project

and the business and organizational environment in which the project will

be undertaken These approaches recognize that there are major differences

among projects and that those differences require different management

approaches if the project is to be managed and successfully completed

We commonly define a project as a unique experience that has never

hap-pened before and will never happen again under the same set of circumstances

So, then why don’t we define the management of such projects the same way?

There are a number of factors affecting the choice of PMLC and the adaptation

of those models as the project unfolds and conditions change This is the

approach I have taken for years and have been successful beyond the statistics

on failure that we are all familiar with I hope to convince you of the benefits

of that view in this book Forty years of experience managing projects of all

types has led me to this conclusion I want to share my thinking with you and

convince you to follow my lead

The Contemporary Project Environment

The contemporary project environment is characterized by high speed, high

change, lower costs, complexity, uncertainty, and a host of other factors This

presents a daunting challenge to the project manager as is described in the

sections that follow

xli