751

AAR (after action review), 60, 567ABB, see Asea, Brown and BoveriAccelerated Services (CA

Technologies), 638Acceptance:

corporate-wide, 234of methodologies, 205of risk, 13–14

Accountability, 3, 95–96, 151Accreditation (qualification process), 619Accuracy, 95, 580Acquisitions, 732. See also Mergers and

acquisitionsAction initiation (core competency), 421Action Learning Projects, 437Action teams, 463Active listening, 515–517Activity phase mapping, 285, 286Adaptive governance, 511Adaptive management, 141Adkins, Rodney, on project

management, 15ADM (arrow diagramming method),

236–237Advanced Delivery Management

approach, 210Advanced project management, 402Advertising, project management in, 63Aerospace industry:

in 1950s and 1960s, 4customer-focused project offices of,

340–341new product development in, 108–109project management training in,

429–433

After action review (AAR), 60, 567AggPro, 279Aggregate planning models, 596Aggressive anger, 87Agile methodologies:

defined, 201at Deloitte, 672–673at IBM, 626–627at Medical Mutual, 277–278and project closure, 257

Alcatel-Lucent:as PMO of the Year Finalist, 561–564training at, 434–436value of PMPs at, 434–436

Alcatel-Lucent University, 562–563Alexander, Jack, 36n.29, 715–717Alignment, governance and, 385Align phase (PLM VDM), 708, 710Allen-Bradley, 266Alstom, V-cycle methodology of,

293–297Amber traffic lights, 33American Council on Education, 623American Greetings Corporation:

benefits of project management at, 12, 13

PMO of, 522American Society for Training and

Development (ASTD), 477American Telephone and Telegraph, see

AT&TAnalysis of Variance (ANOVA), 313Analytical approach, 306Anbari, Frank T., on managing project

risk, 308

Anger, in project environment, 86–88ANOVA (Analysis of Variance), 313Anticipatory delivery of knowledge, 703Application of knowledge, by training

program participants, 482Application Owner System, 386–390Appreciative Inquiry methodology, 137AQA (assignment quality assessment)

score, 31Archibald, Russ, 230Aristotle, on excellence, 181ARM (Assess Resource and

Methodology) meetings, 514Arms race, 4Arrow diagramming method (ADM),

236–237ASAP Methodology for Implementation,

208–211Asea, Brown and Boveri (ABB):

customer satisfaction management at, 70

PMO at, 491risk management at, 331training at, 403–404

AsphPro, 279Assessments (Six Sigma), 575–577

factors to consider for, 575life-cycle phases for, 576purpose of, 575tools for, 576–577

Assess Resource and Methodology (ARM) meetings, 514

Assignment quality assessment (AQA) score, 31

Assurance function, 548

Index

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ASTD (American Society for Training and Development), 477

AT&T (American Telephone and Telegraph), 456–457

best practices library of, 47best practices of, 20, 50culture of, 337excellence defined at, 133, 192job descriptions of, 417–418key performance indicators at, 29portfolio management at, 587POs of, 522–523project success at, 27validating best practices at, 41

Attack strategies, for political projects, 79–80

Attention to detail (core competency), 424“Attractive state,” 105Audits, project, 277, 552–555Austen, Jane, on pride, 88Authority:

challenges of, 97in emerging markets, 368envy about, 85–86loss of, 391

Automotive Systems Group, Johnson Controls, 741–745

Autonomy, managed, 62Avalon Power and Light (pseudonym),

183–184Avarice, in project environment, 89–91Aviva Canada, 502–517

function of, 506–510operations at, 510–517structure of, 502–506

Awards:cash, 466–467Chairman’s Award for Customer

Satisfaction, 744for IBM, 632KM Pacesetter award, 699Malcolm Baldrige Award, 310noncash, 466–467North American and Global Most

Admired Knowledge Enterprise Awards, 694

PMO of the Year, 557–564project, 74, 322–323Project Team of the Year, 563–564Sarah Sheridan Award, 567

Babcock and Wilcox, 414Bad news, 75Baker, Christine, on PMO at Boeing,

492–493

Baker, Steve, on best practices, 57n.43Balancing Individual and Organizational

Values (Ken Hultman and Bill Gellerman), 717

Bancroft, George, on avarice, 89Banking industry methodologies,

197–198Barringhaus, Herm, 531Barrow, W. F. “Bud,” on project

management, 16Baselining, 652, 653Basic project management, 402Bass, Allison, 531Bauer, Michael, on PMOs, 493–500BCG (Boston Consulting Group) Model,

745–747BCR, for training, 484Becker, 742, 743Behavioral culture, 336Behavioral excellence, 455–474

and conflict resolution, 458–460keys to, 467–470and proactive vs. reactive management,

470–474rewarding teams for, 464–467and situational leadership, 455–458staffing for, 460–462for virtual project teams, 462–463

Behavioral subjects, 402, 413Behavioral success, 468–469Belgrave, David, on risk management at

ILLUMINAT, 324–325Beliefs, collective, 88, 399“Bells and whistles,” 89, 147Belliveau, P., on fuzzy front end, 398n.8Benchmarking, 336

for best practices, 22–23competitive, 336external, 22–23limitations of, 271process, 336and training trends, 409

Bendix Corporation, 444Benefits:

defined, 724estimation of, 3realization of, 72

Benefits management, 2–3Benefits monitoring, 3Benefit-to-cost analysis, 593, 600Best (proven) practices, 1–66

from 1945 to 1960, 3–5from 1960 to 1985, 5–8from 1985 to 2014, 8–13beliefs about, 51–52

communicating, 48–51consultant’s view of, 61–66definitions of, 18–22, 55–56and definitions of project success,

24–32discovery of, 33drivers for, 23ensuring usage of, 51failure of, 52identifying, 22–24implementation of, 51–52improper application of, 52learned from failure, 24levels of, 24, 44–46, 53management of, 46, 56process for, 17–18for recovery project management,

300–301revalidating, 46–47seeking out, 22–33simplicity of, 24templates for, 43, 47, 48usage of, 47–48, 51usefulness of, 45use of term, 19validating, 41–43

Best practices applications:of AT&T, 20, 29, 41, 47, 50of Churchill Downs, 20–21, 26–27,

42, 43of Computer Associates, 47of Computer Sciences Corporation,

532–535of DTE Energy, 57–61of EDS, 46of Enakta, 21–22, 25, 28, 33of government, 7–8of Halifax Community Health

Systems, 20of Hewlett-Packard, 28–29, 50, 54–57of HP Services, 28–29of IBM, 14–15, 627–633of Indra, 10, 21, 27, 30–31, 43, 45–46,

50of Johnson Controls, 741–745of maxIT-VCS, 21, 31, 42of Microsoft, 650of Motorola, 16–17, 32, 33of Nortel Networks, 30, 49–50of NxP Semiconductor, 48–49of Orange Switzerland, 20of Our Lady of Lourdes Regional

Medical Center, 16of Sherwin-Williams, 273of Siemens, 712

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Index 753

of Six Sigma, 568of Tech Mahindra Limited, 15–16of Wärtsilä, 2–3

Best practices audits, 552Best practices library (BPL), 52–54

communicating best practices with, 47creating, 53at DTE Energy, 60at Hewlett-Packard, 57levels of best practices in, 44, 53and management of best practices, 46and validating best practices, 42

Best practices overload, 54Best Practice Owner, 33Bhagavad Gita, 92Bidding, competitive, 71–72, 379Big, hairy, and audacious (BHAG) goals,

503–504Billings, Josh, on gluttony, 93Blackburn, Claudia, 535Boccardo, Jose Manuel, 258n.18Boeing:

corporate culture of, 340–341informal project management at,

452–453integrated management processes of,

329–330PMO of, 492–493risk management of, 329–330and Thiokol Corporation, 452–453

Boeing 777, 340–341Boilerplate proposal, 394Bolzman, Doug:

on best practices, 54n.54on critical success factors, 28–29on culture at Hewlett-Packard,

366–367on excellence, 154–160, 192–193on executives’ role, 155on key performance indicators,

29–30on methodology foundations, 284–286on PMO approach at HP, 549–550on project success, 28on Six Sigma–PM relationship, 566on sponsorship, 381

Bonuses, 85, 90–91Booz, Allen, and Hamilton, 590–592Boston Consulting Group (BCG) Model,

745–747Boundary boxes, 728–729Boutros, Sameh, on global PMOs,

548–550Boyd, Keri, 356, 362BPL, see Best practices library

Braaflat, Kerry, on PMO at Boeing, 492–493

Brand actions, of DFCU, 349–352Brandman, Jerry, 351, 355–356Branson, Richard, on administrative

support, 172Brereton, Kerdell, 321n.7“Broker-On-A-Page” tool, 515, 516Brown, James C., 266n.19

and PMO of the Year Award, 559–561on portfolio management, 601n.11

Buddha, on lust, 92Build phase (PLM VDM), 710Bureaucracy, 574Burton, Robert, on gluttony, 93Business Analysis (new-product

development), 590Business Area Public

Telecommunications, 253Business Change Process, 360Business component, in defining project

success, 25Business context, risk management in,

321–322Business drivers, 725–726Business education, need for, 403–404Business impact of training programs,

482–483Business knowledge, 113–114Business Lead, 382–383Business megatrends, 502–503Business needs of clients, meeting, 277Business process, project management

as, 1Business speak, 510Business unit impact of training, 482Buy-in, 108

C1 (Customer One) process, 246–247CA, see Computer Associates

TechnologiesCampbell, Henry, 286–293Cancellation (projects), 73–75, 400Capabilities:

defined, 635following mergers and acquisitions, 739

Capability Maturity Model Integration (CMMI), 671

Capacity planning, 73CapCom Credit Union, 355, 358–359Capellanus, Andreas, on avarice, 89CAPEx projects, at Holcim, 278–280Capital projects, 107CAPM (Certified Associate in Project

Management), 440

Caputo, Michele A., 531CAQ (Certificates of Added

Qualification), 440Career Framework (IBM), 620–621Career path, project management,

404–406, 505Cash awards, 466–467Cash flow, 71–72Cassidian:

Golden Rules for Project Management of, 297–299

Integrated Multilevel Scheduling at, 211–213

methodologies of, 211–213, 297–299Categorization, project, 243Cavanaugh, Kathleen:

on integrated processes, 309–310on stakeholder engagement and

sponsorship, 382–383CDI, see Churchill Downs, IncorporatedCDI (customer delight index), 247–251The Center for Business Practices, 558Center of Competence (IBM), 612Certificates of Added Qualification

(CAQ), 440Certification:

dual, 409at IBM, 628–629PM3 Project Management, 529, 530PMI, 622, 623PMP®, 344, 406, 434–436, 440, 691in qualification process, 620training for, at educational institutions,

413from User Community, 436

Certified Associate in Project Management (CAPM), 440

Chairman’s Award for Customer Satisfaction, 744

Challenger space shuttle disaster, 88, 316Champions:

at DTE Energy, 396initiation and exit, 397–400for methodology development, 234of project teams, 465sponsors vs., 234

Change(s):in benefits management, 3and conflicts, 458in corporate culture, 205, 335to customer requirements, 70–71requests for, see Change requests

Change control process:at Medical Mutual, 277in Microsoft Solutions Framework, 653

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754 INDEx

Change Delivery and BPM team, 508Change management, 199

in aerospace and defense industries, 431, 432

following mergers and acquisitions, 740and integrated management processes,

330–331in project-driven organizations, 335as project management complement,

308and risk management, 330–331

Change management applications:of Churchill Downs, 518–522of Dell Services, 530–531of Deloitte, 676–679of Naviair, 167–169

Change Readiness Assessments, 530–531Change requests, 289, 330–331, 519–520Charters:

of AT&T, 337of Churchill Downs, Incorporated, 517of DTE Energy, 288, 289as foundation of projects, 198of GM Powertrain, 252in Golden Rules for Project

Management, 298of IBM, 608–609managing assumptions with, 140of Medical Mutual, 276preparing, 206–207stakeholder signatures on, 20

Charvat, Jason, on methodologies, 200, 201

Checklists, 147, 442, 580Chief project management officer, 409Chrysler Motors, 315Chubb, PMO of, 547–548“Chunking,” 568Churchill, Winston, on lust, 92Churchill Downs, Incorporated (CDI):

best practices of, 20–21, 42, 43methodology of, 230–231PMO of, 21, 517–522portfolio management at, 586–587project success at, 26–27scope change control at, 518–522

CIP (contract implementation process), 562, 563

CI Project Portfolio Management Process, 286–293

Closeout phase of, 289, 293Execution/Controlling phase of, 289,

291, 292Identification phase of, 286Initiation phase of, 286, 288, 289

Planning phase of, 289, 290Selection phase of, 288

Clarity, as DFCU brand action, 354–355Classification process (proactive risk

management), 319CLAUS (Cooper Launch Standard),

161–163Client credibility tests, 696Client Program Management Office

(CPMO), 522Closed ended questions, 577Closeout:

at DTE Energy, 289, 293with Open Book Estimates, 219

Closeout Report, 293Close phase (PLM VDM), 710Closure, 230

at Computer Associates Technologies, 644–645

in emerging markets, 372at Indra, 255–257measuring value at, 728–730of Rockwell Automation, 269at Sherwin-Williams, 273

CMMI (Capability Maturity Model Integration), 671

Coaching, at Goodyear, 138–139Codification strategy, 694–695Coffin, Harold, on envy, 84Cold War, 4Coleman, Randy, 456Collaboration, 458Collective belief, 88, 399Collectivism, 463Collins, Kizzmett, 333–334Collins, Mike, 633Co-located governance, 384Color-coded status reporting, 448–449Colton, Charles Caleb, on avarice, 89COMAU, 71, 680–692

contract management at, 689, 691global project management process,

685–689lessons learned by, 692Paradigm Pyramid, 687, 689PMO at, 681–685PMP certification at, 691Project Management Academy, 681,

682, 691risk management at, 687, 689, 690Risk Register tool, 687, 690

COMAU Project Management Academy, 681, 682, 691

Commercialization stage (new-product development), 591

Commitment, stakeholder, 347–348Committees, governance, 78–79, 81, 146Committee sponsorship, 378, 724–725Common product development (CPD),

266–271Communication(s):

of best practices, 48–51as core competency, 423–424face-to-face, 445at Fluor Corporation, 698–699, 702in global projects, 446in Golden Rules for Project

Management, 299at IBM, 630–632in informal project management,

445–447at Naviair, 173–174at Nortel Networks, 49–50organizational, 96, 699in proactive risk management, 319and project management politics, 80–81for recovery project management, 301top-down, 530–531UPPM™ methodologies for, 202

Communities:at Fluor Corporation, 693–697at IBM, 630–632

Community building, 563Community franchise expectations, 696Community of Excellence, 492–493Community of Practice (CoP), 48–49,

492, 498Community plan, 100, 104Company specific best practices, 44–45,

48, 73Competence, 362–363

core, project management as, 609organizational, 609–614

Competency models, 419–429of Alcatel-Lucent, 562of Eli Lilly, 419–429job descriptions vs., 419Six Sigma for, 580

Competency Network (IBM), 615Competition for project funding, 78–79Competitive benchmarking, 336Competitive bidding, 71–72, 379Competitive cultures, 338Competitiveness, 9, 10, 108, 338Complementary project management

processes, see Integrated management processes

Completion, 466Complexity management (core

competency), 427

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Index 755

Compliance audits, 552Compromise, 459Computers, scheduling and, 237–239Computer Associates (CA) Technologies,

634–637approach of, 634–635continuous improvement at, 645–647Deployment Playbooks of, 641–644executive view of project management

at, 15Global Delivery organization, 644governance at, 642–644process improvement methods of,

646–647project closure at, 644–645project execution at, 640–644project setup at, 636–640reviewing of best practices at, 47sales cycle focus of, 639–640Service Offering Catalog of, 638, 639solution review and validation, 639standard offering tools, 638, 639standard solution offerings, 637–638

Computer Sciences Corporation (CSC):best practices of, 532–535PMO of, 532–538project audits at, 552–555

Conceptualization Phase (GIP© methodology), 259

Conceptual models, 141–143Conclusion phase, 254, 277Concurrent engineering:

cost savings due to, 442and integrated management

processes, 315and total quality management, 305and TQM, 305–308

Configuration control board, 330Conflict(s), 379–380

change causing, 458of interest, 302of personality, 456

Conflict resolution, 458–460Confrontation, 459Conservation Measures Partnership, 140n.6Consideration phase, 267Constraints:

maintenance of, 94–95triple, 24, 721–722

Construction, project management in, 61–62

Consultants:education ROI determination by, 416view of project management and best

practices, 61–66

Context (cultural), 463Contextual delivery of knowledge,

704–705Contingency planning, at Zurich

America, 309–310Continuous improvement, 306

at Computer Associates Technologies, 645–647

DMAIC model for, 312–313at Teradyne, 222and training trends, 409

Continuous learning, 412Continuous optimization, 509Contract(s):

and customer expectations, 108at Defcon Corporation (pseudonym),

185–186at GM Powertrain, 252in Golden Rules for Project

Management, 298with Open Book Estimates, 217, 218

Contractco (pseudonym), 393Contract implementation process (CIP),

562, 563Contract management, at COMAU, 689,

691Contractual dates, 212Contractual stage, 232–233Control, of Integrated Multilevel

Schedules, 212–213Control model, 4Convex Corporation, 578–579COOPANS, 166, 172Cooperation, 338, 339, 447Cooperative cultures, 338, 339Cooper Launch Standard (CLAUS),

161–163Cooper Standard, excellence at, 160–165CoP, see Community of PracticeCore competence, project management

as, 609Core competency models, 419–429. See

also Competency modelsCore coursework (project management

degree), 412Core teams, 396Corporate culture, 75–76, 336–338,

340–342. See also Cultureof Boeing, 340–341changes in, 335creation of, 336–338of DFCU Financial, 348–363of DTE Energy, 365–366of Fluor Corporation, 700of Hewlett-Packard, 366–367

of IBM, 608–609, 611–614, 631of ILLUMINAT, 363–365of Indra, 343–347of maxIT-VCS, 346–348methodologies created around, 201methodologies requiring change to,

205, 234of Midwest Corporation (pseudonym),

341–342problems incorporating, 75–76risk management in, 324–325of Texas Instruments, 151

Corporate POs, 522Corporate social responsibility, 509Corporate values, 338Corporate-wide acceptance, 234Corruption, in emerging markets, 369Cost base, for Open Book Estimates,

216–217Cost effectiveness of Six Sigma, 574Costing:

life-cycle, 308, 331project, 734–735

Cost management, 109, 202Cost-monitoring system, 4Cost overruns, 97Cost performance index (CPI), 240n.14,

334, 433Cost-reimbursable contracts, 186Course corrections, 289Course design (training), 414–416Coursework (education), 412–413Covetousness, 89–91CPD (common product development),

266–271CPI, see Cost performance indexCPMO (Client Program Management

Office), 522Creativity, 75Credibility of PMO, 531Crises, defining, 450–452Crisis dashboards, 449–452Crisis management, maturity and, 329Critical projects, vital signs of, 584Critical success factors (CSFs):

and business impact of training, 482defining success in terms of,

28–29, 35at Hewlett-Packard, 28–29identifying best practices from, 24and long-term benefits, 204in mission statement, 134, 135

Critical thinking (core competency), 421–422

Crosby, Phillip B., 310

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756 INDEx

Crossman, Richard Howard Stafford, on lust, 92

Cross-pollination, 506Crotty, Jim, on training, 440CSC, see Computer Sciences CorporationCSFs, see Critical success factorsCultural shock, 70Culture, 335–373

corporate, see Corporate cultureand corporate values, 338defined, 367–368in emerging markets, 367–369and implementation of change,

188–189informal, 443as M&A integration problem, 737–738at Naviair, 171and project management in emerging

markets, 367–373and technology use, 463types of, 338–340at Wärtsilä, 242

Curriculum Steering Committee (IBM), 621

Custom-designed courses, 414Customer(s):

advertising best practices to, 47expectations of, 108external/internal, 252, 571focus on, 305knowledge of, 187–188, 393management of, 330–331meeting needs of, 277–278methodologies accepted by, 205needs of, during closure, 257as references, 29success defined by, 25

Customer base, 69Customer Care, 499Customer-centricity, 515Customer delight index (CDI), 247–251Customer Experience, 495, 499, 500Customer-focused methodologies, 293–294Customer-focused project offices,

340–341Customer group POs, 522Customer Management Solution

portfolio, 552Customer One (C1) process, 246–247Customer-related projects, 721Customer relations, 336, 379Customer requirements:

changes to, 70–71in Golden Rules for Project

Management, 298–299Customer Requirements Document, 269

Customer satisfaction, 69–70, 135customer delight index, 247–251and internal controls, 68and PMO, 242–243problems with, 69–70in Six Sigma, 571and success, 24, 636

Customer satisfaction management, 70, 230Customer service, 317Customer Service Program Management

group, 546Customer solution adoption, 636Customer time to value, 636–637Customization, 636

DaimlerChrysler Motors, 315Dashboards, 33–38, 637

at AVIVA Canada, 515, 516crisis, 449–452financial health, 37, 38and governance, 385key performance indicators on, 36scorecards vs., 34–35types of, 35–36at WWF, 604–606

Data analysis phase (ROI), 483–487Data-collection phase (ROI), 480–483Data oriented culture, 339–340Dates, contractual, 212. See also

SchedulingDavis, David, on canceling projects, 400DeBellis, Tony, 624–627Debriefing sessions, 147Decentralized decision making, 392Decision making:

about best practices, 56–57as core competency, 428in crises, 451decentralized, 392preacquisition, 735–740project governance and speed of, 145by project managers, 114and project quality management

process, 258–266sponsor support in, 379–380

Decision Support Document, 265Dedication, in emerging markets, 371Defcon Corporation (pseudonym),

185–187Defense industry:

in 1950s and 1960s, 4customer-focused project offices of,

340–341new product development in, 108–109project management training for

contractors, 429–433

Defensive projects, 588Definition Phase (GIP© methodology),

259Delayed investment, in PM

improvements, 235Delegation of Authority policy, 324DelGrosso, Steve:

background of, 633on IBM Enterprise Project

Management, 614Deliverables:

GIP© methodology, 258–259mapping, to PMBOK Guide, 223open-ended, 97well-defined, 270

Delivery channels, 363Dell, Deborah (Debi) A.:

background of, 633on IBM’s PM/COE, 613, 630, 632

Dell Services:PM3 Framework, 524–531PMO of, 523–532project management at, 14

Deloitte, 659–679change management at, 676–679Enterprise Value Delivery at, 671–673Enterprise Value Map™ of, 661–663EPM framework at, 660–661leadership and governance at, 676, 677People Dimension of Transformation

framework, 676, 677portfolio management at, 663–668program management at, 668–669project management method of,

669–671project teams at, 673–676project variance at, 669–670

Deloitte Investment Framework, 665–666

Demand Management process, 275–276, 547

Deming, W. Edwards, 103–104, 310Denryoku Work Breakdown Structure

(D-WBS), 123, 124Dental care, project management in, 62Departmental Portfolio Management

Office (DPMO), 522Department of Defense (DoD), 4, 6. See

also Defense industryDepartment of Energy, 393Dependencies, 212Deployment Playbooks (Computer

Associates Services), 641–644Deploy phase (PLM VDM), 710de Sade, Marquis, on lust, 92Design, of training courses, 414–416

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Index 757

Design alternatives, 697–698Design Solutions (pseudonym), 381Detailed Schedule, 211–213Development, 198Development Project Cost Estimate

Class, 259Development stage (new-product

development), 591De Vries, Peter, on gluttony, 93DFCU Financial, culture of, 348–363Direction, governance and, 385Disagreements, 379–380Discretionary zone, 402Discussion Roundtables (Alcatel-

Lucent), 435Dishonesty, in emerging markets, 371DMAIC model, with TQM, 312–313Doctorate degrees in project

management, 412–413Documentation:

amount of, 441–443hidden, 47maintenance of, 98, 104in project selection, 593

DoD (Department of Defense), 4, 6. See also Defense industry

“Dogs,” 745, 746Donohoe, John, on PMO, 550n.24Dow Chemical Corporation, 448Downsizing, 331DPMO (Departmental Portfolio

Management Office), 522Driving forces:

for benefits management, 3for best practices, 23for excellence, 107–109, 135, 148–149and maturity, 10for PM improvement, 235for project management, 8–10, 13–14

DTE Energy:best practices at, 57–61culture of, 365–366and earned value measurement,

333–334excellence at, 175, 194integrated management processes of,

333–334management support at, 396methodologies of, 286–293PMO of, 546and Six Sigma, 567

Dual certification, 409Dual sponsorship, 393Duarte, D. L., on virtual teams, 462–463Dunham, David, on risk

management, 328

Dutch, Allan, on IT projects, 194, 196D-WBS (Denryoku Work Breakdown

Structure), 123, 124

Eagelsoft, 62Earned value:

and DTE Energy, 333–334for integrated management processes,

333–334Earned value analysis (EVA), 333–334Earned Value Management System

(EVMS), 412, 431–433Earned-value measurement (EVM)

systems, 333–334and full value of methodologies,

239–242intent of, 239KPIs as critical components of, 36,

39, 41VMMs and EPMs vs., 730

Eckerson, W.:on dashboards and scorecards,

34–36on key performance indicators, 36,

38–39EDS, best practices at, 46Education, 148. See also Learning;

Trainingbusiness, 403–404changes to coursework, 412–413course design for, 414–416fundamentals of, 411–412at IBM, 628for management support, 615ROI of, 416

Effectiveness, 9–10, 109Efficiency, 9–10, 13, 109Eisel, Chuck, on excellence at Cooper

Standard, 165Electives (project management degree),

413Elenbaas, Marv, on protect as brand

action, 361Eli Lilly, competency model of,

419–429Elkins, Mark, Sr., on global project

management, 634n.3Embedding, 506Embryonic phase, 9–11Emerging markets, 367–373, 673

barriers in, 372cultures of, 367–369implementation of project management

in, 371–372recommendations for, 372–373status and politics in, 369–371

Emerson, Ralph Waldo:on anger, 86on envy, 84

Employees:in emerging markets, 370empowerment of, 308inappropriate allocation of, 99

Empowerment, 103–104as DFCU brand action, 351–352,

359–361of employees, 308and Golden Rules for Project

Management, 298and integrated management processes,

333–334of project managers, 391–392of teams, 103–104, 580

Enakta:best practices of, 21–22driving forces at, 10post mortem meetings of, 33project management initiative at,

63–66project success at, 25, 28

End-of-phase gate review, 206End-of-phase gate review meeting,

73–74, 234Enemies, true, 79Engagement, stakeholder, 382–383Engagement project management, 69Engage newsletter, 435Engineering, concurrent, see Concurrent

engineeringEngineering, Procurement &

Construction (EPC) contracts, 214, 215, 217, 219

Engineering and Construction Services Division (Dow Chemical), 448

Enhancement projects, 720Enterprise Business Analysis team, 507Enterprise content management system,

362Enterprise PMO (EPMO), 508, 547–548Enterprise program management (EPM),

478, 659–679Enterprise Program Office (EPO), 539Enterprise Project Management (EPM), 69

change control process, 70–71client recommendations for, 69–70and excellence, 133, 134and governance, 384at IBM, 613, 614methodologies for, 69–70, 199–204,

719–720for nontraditional projects, 719–720VMM and EVM vs., 730

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758 INDEx

Enterprise Project Management Standardization (EPMS) Program, 524, 530

Enterprise Value Delivery (EVD), 671–673

Enterprise Value Map™, 661–663enterProj tool, 178–179Environmental Protection Agency, 448Envy, in project environment, 84–86EPC contracts, see Engineering,

Procurement & Construction contractsEPM, see Enterprise Project ManagementEPM (enterprise program management),

478, 659–679EPMO (enterprise PMO), 508, 547–548EPMS (Enterprise Project Management

Standardization) Program, 524, 530EPO (Enterprise Program Office), 539Erichsen, Steen Myhre Taschner, 166n.12Ericsson, Mikael, 166n.12Ericsson Telecom AB:

methodologies of, 252–255PROPS model of, 252–255, 304

Estimate to Complete (ETC), 433EVA (earned value analysis), 333–334EVD (Enterprise Value Delivery), 671–673EVMS (Earned Value Management

System), 412, 431–433EVM systems, see Earned-value

measurement systemsEvolutionary years (training), 406Excellence, 107–189. See also

Behavioral excellenceactions for, 469–470clear definition of, 25defining, 27, 192–196and delay of maturity, 146–148driving forces for, 10, 107–109, 135,

148–149with global PMO, 493–500in global project management,

see Global project management excellence

hexagon of, 303managing assumptions about, 140–142and methodologies, 133–135, 192–196and project governance, 142–146and project management challenge,

130–133recognizing need for, 152–153in sponsorship, 380–381staffing for, 460–462steps for, 133–135and strategic planning, 109–118,

179–182

Excellence applications:of AT&T, 133of Avalon Power and Light

(pseudonym), 183–184of Cooper Standard, 160–165of Defcon Corporation (pseudonym),

185–187of DTE Energy, 175of Goodyear, 136–139of Hewlett-Packard, 152–160of Hitachi Ltd., 118–130of ILLUMINAT, 179–182of Key Plastics, 176–179of Kombs Engineering (pseudonym),

187–188of KONE, 130–133of Motorola, 148–149of Naviair, 166–175of Roadway Express, 184–185of Texas Instruments, 149–151of Williams Machine Tool Company

(pseudonym), 188–189of World Wide Fund for Nature

International, 140–144Excellence pyramid, 497–498Execution/Controlling phase, 289, 291,

292Execution phase:

at Computer Associates Technologies, 640–644

at Fluor Corporation, 694–697GIP© methodology, 259purpose of, 254at Rockwell Automation,

269–271at Sherwin-Williams, 273

Executives, 6–9. See also Senior management

implementation by, 155as initiation and exit champions,

397–400IT governance by, 385–391rewards for, 85strategic planning by, 380training for, 409view of project management, 13–17,

111Executive buy-in, 108Executive champions, 234, 396. See also

ChampionsExecutive management acceptance phase,

11, 12Executive sponsors, 379, 397. See also

Sponsorsin emerging markets, 368

executive champions vs., 234supportive roles of, 468

Executive sponsorship, 381, 391–392. See also Sponsorship

Executive support, see Management support

Executive understanding, 9Exit audits, 552Exit champions, 399–400Expectations, 97, 140, 599–600, 696Expectation management, 234Expertise:

accelerated delivery of, 704–705failure due to too much, 89at Fluor Corporation, 697and PMCP, 473in recovery PM, 301–302

Exploration stage (new-product development), 590

Exposure training, 412External benchmarking, 22–23External customers, 252, 571External growth, 731–732. See also

Mergers and acquisitionsExternal speakers, 415–416External trainers, 415–416

Face-to-face communications, 445Facilitation, 459–460Failing projects, methodologies for,

299–302Failure:

accountability for, 95–96of best practices, 52comparing success and, 25, 26criteria for, 580due to collective belief, 88due to hidden agenda, 87due to inflicting misfortune, 85–86due to information filtering, 87–88due to lust for power, 92–93due to too much expertise, 89due to union standard, 91–92due to unjust anger, 87due to wrong sponsor, 89in emerging markets, 371of governance, 385of greed for bonuses, 90–91of key performance indicators, 39of laziness, 91learning best practices from, 24, 25of methodologies, 200of power, 90of project management

integration, 736

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Index 759

relationship, 86reorganizational, 84–85restructuring after, 749–750reward, 85of risk management, 327–328and Seven Deadly Sins, 83–94in Six Sigma, 566and sponsorship, 391–392of strategic plans, 110–111tests for, 580of too many resources, 90

Failure Modes and Effects Analysis (FMEA), 313, 314

Fallacies delaying project management maturity, 146–148

False perceptions, project failure and, 392Feasibility study phase, 592–593

and expectations, 599–600purpose of, 254at Rockwell Automation, 267, 268

Federal Express, 738Federal Reserve Bank of Cleveland, 456FEED, see Front-End Engineering

DesignFeigenbaum, Norman, 311Femininity, 463Fence-sitters, 79FFE (fuzzy front end), 398Fiat Group, 14Field, Owen, on excellence, 180Financial health dashboards, 37, 38Financial management, at Chubb, 547Financial projects, 721Financial review, 580Financial risks, 315, 330Financing, 72Firefighting, maturity and, 329Fishbone diagrams, 313Fixed-price contracts, 185Flemming, Quentin W., 333Flexibility, 205, 264, 265, 301Flowcharting, 222Fluor Corporation, 692–705

communication at, 698–699, 702design alternatives at, 697–698execution at, 694–697expertise at, 697future directions at, 703–705KM Pioneers at, 699–700knowledge communities at, 693–697knowledge management at, 692–705Knowledge OnLine™, 693knowledge sharing at, 700–701leadership at, 698, 702–703

Flying Tiger, 738

Flynn, Bonnie, 531FMEA (Failure Modes and Effects

Analysis), 313, 314Foes, on political projects, 79Force, 460Ford Motor Company, 414Forensic team meetings, 447Forms, 147, 442, 579Formality, 441–444Formal project management, 186,

441–444Forman, Mark, on portfolio

management, 600Foster Defense Group (pseudonym), 460Foundation, 151Foundational Services (CA

Technologies), 638Four-Gate/Nine-Step Management

Model, 194–195, 567Fragmented cultures, 338–339Frameworks, 145. See also Models

Dell’s Global Project Delivery Framework, 524–531

Deloitte’s EPM framework, 660–661Deloitte’s Investment Framework,

665–666enterprise program management,

659–679Global Program, 602–603IBM’s Career Framework,

620–621Microsoft Solutions Framework,

647–659PM3, 524–531Project Delivery, 563Project Manager Competency

Development, 436release management, 193replacing methodologies with,

226–227value performance, 715–717

Franklin, Benjamin:on anger, 86on avarice, 89on sloth, 91

Franklin Engineering (pseudonym), 380–381

Freeze, in V-cycle, 296Friends, on political projects, 79Front-End Engineering Design (FEED),

214, 218, 219Functional managers, 5, 379Functional POs, 522Functional teams, 506–510Funding, competition for, 78–79

Future-related projects, 721Fuzzy front end (FFE), 398

Gali, Krishna, on project process monitoring, 244

Gamboa, Alfredo, on Global Project Management Summit, 136–137

Gap analysis, 115–116Gap closure, 115–116Gate approval, 293Gate review:

end-of-phase, 73–74, 206, 234specification, 296stage-, 270in V-cycle methodology, 295

Gate synchronization, 296–297Gateway, 242–243Gay, Lee, 624–627Gellerman, B. I., 717General Electric (GE), 573General Motors (GM), 252General Motors Powertrain Group:

four-phase model of, 304methodology of, 251–252sponsorship by committee in, 378technical expertise of program

managers in, 457–458General Project Manager Accreditation,

562Geographically dispersed governance,

384George Washington University, 623GE Plastics, 457Gerrity, Patrick, 547n.23Gerstner, Lou:

and IBM as project-based enterprise, 614

on IBM matrix, 608Gestión Integrada de Proyectos (GIP©),

258–266Get togethers, 509Ghisolfi, Alexandre Sörensen,

299–302GIP© (Gestión Integrada de Proyectos),

258–266Githens, Gregory, on risk management,

328–329Gladwell, Malcolm, 704Global Corporate Citizenship Team

(Boeing), 493Global Delivery (Computer Associates

Technologies), 644Global Escalation Management Team,

646, 647Global Excellence Leaders, 696

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760 INDEx

Global PMOs:at Hewlett-Packard, 548–550at Philips Healthcare Software

Customer Services, 493–500Global Practices Requests and Feedback

Site, 647Global Program Framework (GPF),

602–603Global projects, 150–151, 446Global Project Delivery Framework (Dell

Services), 524–531Global project management excellence,

607–712at COMAU, 680–692at Computer Associates Technologies,

634–647at Deloitte, 659–679at Fluor Corporation, 692–705at IBM, 608–634knowledge communities for, 693–694at Microsoft, 647–659at Siemens PLM Software, 705–712

Global Project Management Summit, 136–137

Gluttony, in project environment, 93–94GM (General Motors), 252GM Powertrain Group, see General

Motors Powertrain GroupGoals:

alignment of, 580BHAG, 503–504as DFCU brand action, 350–351fallacy about, 146–147in Microsoft Solutions Framework,

652–653in planning stage, 255of Six Sigma, 571–572

Gohl, Terry, on enterProj tool, 179Golden Rules for Project Management,

297–299Goleman, Daniel, 105Go Live checks, 647Good intentions, 67–68Goodyear, excellence at, 136–139Governance, 142–146

at AVIVA Canada, 510–517at Computer Associates

Technologies, 642–644at Computer Sciences Corporation,

535–536at Deloitte, 676, 677by executives, 385–391at Fluor Corporation, 695, 696and management support,

383–391

and Microsoft Solutions Framework, 648, 655–659

Project Delivery, 527–528with Siemens PLM VDM, 711at Tokio Marine Group, 385–391

Governance committees, 78–79, 81, 146Government:

best practices of, 7–8and emerging markets, 369, 370failure due to information filtering in,

87–88subcontracting environment of, 186

GPF (Global Program Framework), 602–603

Gray, Mark:on best practices, 48–49on project health checks, 556–557

Greed, in project environment, 89–91Green traffic lights, 33Greer, Rusty, 659n.6Gregerson, Steve, on integrated

processes, 307Griffin, A., on fuzzy front end, 398n.8Grimes, Tracy F., 532Growth, internal vs. external, 731–732Growth phase, 11, 12“Growth potential” value chains,

746–747Guida, Roberto, 680n.7Guidelines, evaluating maturity with, 147

Halicki, Dan, on methodologies of Medical Mutual, 275–278

Halifax Community Health Systems, 20Handley, Kristin L., 160n.11Hansler, Jim, on HP project management,

152Hard values, measuring, 726, 727Harris Corporation, 429–433Health care, project management in, 62Health Care Associates (pseudonym),

393–394Health care organizations, 308Health checks, project, 555–557, 646Heavy methodologies, 201–204Heavy Vehicle Systems Group, 444Herbert, George, on gluttony, 93Hernia reports, 447Hershock, Robert:

on failure, 391on leadership, 376, 457on team membership, 461–462

Hester, Jeff, 692n.8Hewlett-Packard (HP):

best practices of, 50, 54–57

culture of, 366–367excellence at, 152–160integrated management processes of,

331–332key-performance indicators, 29management support at, 381methodology of, 284–286PMOs of, 71, 548–550project success at, 28–29sponsorship at, 381training at, 439–440

Hewlett-Packard (HP) Services, 153best practices of, 28–29commitment to project management,

153executive view of project management

at, 16Global Method, 153processes and methodology, 153

Hidden agendas, 87Higher education, 62Hiring, 444, 505–506Hirshfield, Marc:

on best practices, 21n.16on culture of maxIT-VCS, 346–348on management support, 394–395on PMO at maxIT-VCS, 500n.14

Hitachi Ltd.:Denryoku Work Breakdown Structure

of, 123, 124excellence at, 118–130initiatives to strengthen project

management capacity at, 118–124Phase-Gate Management at, 120, 121

“Hit the launch date” decision rule, 329Holcim Group, methodology of,

278–281Holcim Leadership Journey, 280Holistic learning, 436Horner, Brad, 532Hornwall, Jan, on global project

methodology, 705n.9“How to Achieve Maturity in Project

Management” (Dave Kandt), 310–311

HP, see Hewlett-PackardHP Global Method, 16, 153HP Services, see Hewlett-Packard

ServicesHRD (human resources development),

477Hubbard, D. W., on measurement and

KPIs, 40Hultman, K., 717Human behavior, 300–301, 461

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Index 761

Human capital, at AVIVA Canada, 504–506

Human resources development (HRD), 477

Human resource management, 202, 734Huxley, Elizabeth, on sloth, 91Hybrid-federated model, 506Hybrid organizations, 10Hydra sessions, 557Hynes, Martin D., 419

IBM, 608–634awards for, 632best practices of, 627–633culture of, 608–609, 611–614, 631executive view of project management

at, 14–15management support at, 614–615methodologies of, 624–627organizational competence in project

management at, 609–614PM curriculum at, 621–624PMOs at, 616–617professional development at, 618–621project, program, and portfolio

management at, 615–616project management as core

competence in, 609IBM Academy, 613IBM Solutions Institute, 613IBM System and Technology Group, 15ICU Registry, 327“Idea bank,” 578Identification phase, 286ILL (International Institute for Learning),

406–410, 414ILLUMINAT (Trinidad & Tobago)

Limited:corporate culture at, 363–365excellence at, 179–182integrated management processes of,

321–322risk management at, 321–322

Impact, measuring, 603–604Implementation, 198

ASAP Methodology for, 208–211of best practices, 51–52blunders with, 235costs vs. benefits of, 13and culture, 188–189in emerging markets, 371–372as goal, 146–147at Hitachi Ltd., 120of methodologies, 233–236overcoming barriers to, 235–236

at Roadway Express, 185role of executives in, 155small vs. large projects for, 148spearheading of, 146of strategic plans, 118

Implementation of Programme/Project stage, 323

Improvement, driving forces for, 235. See also Continuous improvement

Inaba, Yuichi “Rich,” 385–391Incentives. See also Rewards

for best practices, 22for project teams, 464–466

Incident Management, 56Individual best practices, 44–45Individualism, 463Indra:

best practices of, 21, 45–46, 50closing projects at, 255–257culture of, 337–338, 343–347driving forces at, 10earned value measurement at, 240integrated management processes of,

325–327management support at, 395methodology of, 232–233, 255–257PMO at, 491portfolio management at, 587project and program success at, 27,

30–31project management at, 418stakeholder involvement at, 43

Industry specific best practices, 44–45, 48

Inefficiencies, in emerging markets, 370Influence, 81–82Informality, 441–444Informal project management, 5,

441–453at Boeing, 452–453and color-coded status reporting,

448–449communication in, 445–447cooperation in, 447and crisis dashboards, 449–452formal project management vs.,

441–444at Polk Lighting (pseudonym), 452teamwork in, 447–448trust in, 444–445

Information:access to, 21filtering of, 87–88

Information Services (IS) reengineering team, 197–198

Information Technology (IT), governance of, 385–391, 542

Information Technology Enterprise Management (ITEM), 284, 331–332, 566

Information Technology Information Library (ITIL), 284–286, 566

Information technology (IT) portfolio management, 581–582, 600

Information Technology Services (ITS), 57, 333

Infrastructure, to support value-added chain, 734

Initiation champions, 397–399Initiation phase, 230

at DTE Energy, 286, 288, 289at Rockwell Automation, 267, 268at Sherwin-Williams, 272

Initiative Proposal template, 514Innovation projects, 590–592In-process indicators, 32Insecurity, of emerging markets

executives, 369–370Insourcing, 108Intangible benefits of training,

483–484Intangible values, 726, 727Integrated management processes,

303–334and change management, 330–331and concurrent engineering, 315earned value measurement for,

333–334and empowerment, 331evolution of, 305–308and life-cycle costing, 331and reengineering, 331and risk management, 315–330with total quality management,

310–315understanding, 304–305UPPM™ methodologies for, 202–203

Integrated management processes applications:

of Alcatel-Lucent, 563–564of Boeing aircraft, 329–330of DTE Energy, 333–334of Hewlett-Packard, 331–332of ILLUMINAT, 321–322of Indra, 325–327of Wärtsilä, 318–320of Zurich America Insurance

Company, 309–310Integrated Multilevel Scheduling,

211–213

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762 INDEx

Integrated Project Management (IPM):failure of, 749–750at Tech Mahindra Limited, 436–439

Integrated project plans, 298Integrated Project Schedule, 432Integration, following mergers and

acquisitions, 740–741, 745–747Integrative responsibility, 7Internal controls, 68Internal customers, 252, 571Internal equity, 466Internal growth, 731Internal projects, 720Internal training, 414–415International Institute for Learning (IIL),

406–410, 414International Project Management Day

Symposium, 435, 563Investment, in PM improvements, 235Investment Council (CDI), 586–587IPM (Integrated Project Management),

436–439, 749–750IPMM methodology, 343, 344Iridium LLP, 88Iridium Project, 88IS (Information Services) reengineering

team, 197–198Ishkawa diagrams, 313ISO 9000, 311–312, 442Isolated cultures, 338Issue management, 199, 248, 250,

325–327Issue Registry, 326–327IT (Information Technology), governance

of, 385–391, 542IT Business Partnering team, 507ITEM, see Information Technology

Enterprise ManagementIterative Workflow Planning, 513ITIL (Information Technology

Information Library), 284–286, 566ITIL (IT Infrastructure Library), 55, 499IT (information technology) portfolio

management, 581–582, 600ITS (Information Technology Services),

57, 333IT Service Desk, 55–56ITSM Consultants, 57ITS scorecard, 334IT Strategy/CIO Office team, 507

Jackson, Brad, on project management, 15

Jackson, Frank:on information as power, 391

on leadership, 457on team membership, 462

James-Cramer, Cynthia, on culture management in mergers, 363–365

JCI, see Johnson Controls, Inc.Job descriptions, 417–419Johnson, E. LaVeme, on IIL training,

406–410Johnson, Eric Alan:

on culture, 339–340on Six Sigma with TQM, 312–314

Johnson, Samuel, on avarice, 89Johnson Controls, Inc. (JCI):

excellence at, 411integrated management processes at,

305mergers and acquisitions of, 741–745project management and TQM at,

310–311success at, 310–311TQM culture at, 311–312

Joint ventures, 731, 732Juran, Joseph M., 310Just-in-time training, 412

Kallas, Siim, on air navigation regulation, 166

Kämi, Antti, on project management tools, 242

Kandt, David, 741n.2and best practices at Cooper Standard,

160–161on excellence, 411on ISO 9000, 311–312on success at Johnson Controls,

310–311on TQM culture at Johnson Controls,

311–312Kapur, Gopal, on critical project vital

signs, 584–585Keep informed (stakeholder map), 80Keep satisfied (stakeholder map), 80Keithley, Tara, 692n.8Kerzner, Harold, 340n.2, 680, 692Key benefits, 3Key performance indicators (KPIs), 36,

38–41and business drivers, 725–726on dashboards, 36, 449–450defined, 725effective, 38–39failure of, 39identifying best practices from, 24leading indicators vs., 36in mission statement, 134, 135

other performance measures vs., 40–41selecting, 40–41success in terms of, 29–33, 35and training, 482

Key Plastics, excellence at, 176–179Key Product Realization Process (KPRP),

176–178Key results indicators (KRIs), 40Khendry, Anu:

on customer delight index, 248on project process monitoring, 244

Kidwell, Kerry, on being an expert, 362Kiell, Ed, on excellence at Cooper

Standard, 165Kingston, Keith, on earned-value

measurement systems, 333Kinsey, Tama S., 532KM Pacesetter award, 699KM Pioneers, 699–700Knowledge:

anticipatory delivery of, 703application of, 482business, 113–114contextual delivery of, 704proprietary, 47tacit, 703value-based, 714–717

Knowledge assist, 703Knowledge communities, 693–697Knowledge management:

codification and personalization strategies, 694–695

in context of project management, 700–703

at Fluor Corporation, 692–705future directions for, 703–705in support of project execution,

694–697Knowledge of business (core

competency), 420–421Knowledge OnLine™, 693Knowledge sharing, 47, 630, 700–703Knowledge transfer, 44, 48, 54“Knowvember” celebration, 699Kodak, 305Kombs Engineering (pseudonym),

187–188KONE, excellence at, 130–133Konechnik, Thomas J., 419KPIs, see Key performance indicatorsKPMG, 321KPRP (Key Product Realization Process),

176–178Kreiner, Kevin, on excellence at Cooper

Standard, 165

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Index 763

KRIs (key results indicators), 40Kumar, Alok, 741n.2Kumorowski, Sandra:

on best practices, 21–22, 61–66on driving forces, 10on post mortem meetings, 33on project success, 25

Kungl, Janet, on Westfield Group methodologies, 281–284

Kytonen, Sherry, on PMO at Boeing, 492–493

Lahr, John, on lust, 92Lalinerté, Ian, 502n.15Landlords, 740–741Landor, Walter Savage, on avarice, 89Language, 96Large companies, 341–342Law, Vernon, on experience, 98Laws, in emerging markets, 368, 369Laziness, failure of, 91Leadership, 456, 457

at AVIVA Canada, 503–504as core competency, 419, 425–429at Deloitte, 676and executive sponsorship, 392at Fluor Corporation, 698, 702–703following mergers and acquisitions,

739–740of functional teams, 507–508at Holcim, 280management, 305in portfolio management, 583–587programs for, 305situational, 455–458software use vs., 238–239strategic project management, 116–117of teams, 457thought, 504and values, 717–719

Leading indicators, KPIs vs., 36“Lean Sigma,” 567Learning. See also Education; Training

continuous, 412delivery systems for, 411holistic, 436from mistakes, 3organizational, 280responses to, 408–410of training program participants, 481

Learning Log Books, 437, 438Learning trends:

during evolutionary years, 406during revolutionary years, 407–408

Lessons learned databases, 318–319

Level 1 Plan (Master Schedule), 211–213Level 2 Plan (Project Summary

Schedule), 211–213Level 3 Plan (Detailed Schedule),

211–213Lewis, C. S., on pride, 88Life-cycle costing, 308, 331Life-cycle phases, 8–13, 205–206

at AVIVA Canada, 510–514expanding, 230at Indra, 255–257and methodology, 205–206, 228–230overlapping of, 206and PMOs, 73–74in portfolio analysis, 596–599of ROI model, 478–487and SDLC, 228–230for Six Sigma assessments, 576

Life-cycle planning and control model, 4Light methodologies, 201Lincoln, Abraham, on preparation, 259Line management, 395–397

project management vs., 456–457and project managers, 3–4, 68, 379support of, 395–396

Line management acceptance phase, 11, 12

Locally dispersed governance, 384Logistics (success pyramid), 151Long-term benefits, 204–205Low-ranking managers, 391LSTK Contracts, 214, 218–220Lucas, Tom:

on view of project management, 14on vision for Sherwin-Williams, 274

Ludwig, Helmuth, on project management, 15

Lust, in project environment, 92–93Lyman, Christine, 659n.6Lyons, Steve, on methodology, 221n.11

McAdams, J., on rewarding project teams, 464

McQuary, John, 692n.8Mainframe project management software

packages, 237–238Maintenance:

of constraints, 94–95of documentation, 98, 104of projects, 102–103

MAKE Awards, 694Malcolm Baldrige Award, 310Maltzman, Rich:

and PMO of the Year Award, 561, 563on value of PMPs, 434–436

Manage closely (stakeholder map), 79Managed team autonomy, 62Management:

adaptive, 141of best practices, 46, 56of change, see Change managementcost, 109, 202customer satisfaction, 70, 230executive, see Management support;

Managers; Senior managementhuman resource, 202, 734integrated processes for, see Integrated

management processesissues, 198–199leadership by, 305over-the-fence, 3–4of political projects, 82portfolio, see Portfolio managementproactive, 101–102, 470–474procurement, 203, 734program, 615–616, 659–679, 711project, see Project managementquality, 61, 203. See also Total quality

managementreactive, 470–474relevance of project management staff

for, 154risk, see Risk managementscope, 204, 518–522time, 204walk-the-halls, 376

Management office, see PMOManagement processes, 308Management support, 148, 375–400

for best practices, 57and empowerment of project

managers, 391–392and executives as champions, 397–400and line management, 395–396problems solved by, 108and project governance, 383–391and project sponsorship, 376–381by top-level management, 467–468visible, 185, 375–376

Management support applications:of AT&T, 337of Computer Sciences Corporation,

538of Contractco (pseudonym), 393of DTE Energy, 396of Health Care Associates

(pseudonym), 393–394of Hewlett-Packard, 381of IBM, 614–615of Indra, 395

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764 INDEx

Management support applications: (continued)

of maxIT-VCS, 394–395of Midline Bank (pseudonym),

392–393of Motorola, 396of Tokio Marine Group, 385–391of Zurich America Insurance

Company, 382–383Managers:

functional, 5, 379low-ranking, 391project, see Project managers (PMs)senior, see Senior managementas sponsors, see Executive sponsorstraining, 402, 412training for non–project, 409trust in, 392visible support by, 185, 375–376

Manello, Carl:on CSFs and KPIs, 32on methodologies, 224–228, 230, 235,

240–242on PMOs, 538–545on portfolio management, 582

Mansbridge, Bob, on integrated processes, 307–308

Manufacturing industries, 5–6, 9, 573Manufacturing Six Sigma, 569Many Methods of Learning™, 406Maps days, 74Mares, Lee Ann, on DFCU value

proposition, 349Marketing, with Siemens PLM VDM,

711Marketing industry, project management

in, 63Marketing Requirements Document

(MRD), 269Marketing strategy consultancies, project

management for, 63–66Marketplace trends, 407–408Market risk, 330Markgraf, Stephen, on PMO at Boeing,

492–493Markham, Stephen:

on champions, 397on “valley of death,” 397–398

Marrine, John, 633Martyniuk, Daniel, 659n.6

on leadership and governance, 676on portfolio management,

664, 665Masculinity, 463Master Schedule, 211–213

Maturity:at Alcatel-Lucent, 564defined by risk management, 328–329and driving forces, 10fallacies that delay, 146–148of hybrid organizations, 10IBM measurement of, 629–630and managing assumptions, 140methodologies created around, 201model for, 543–545of non-project driven firms, 10of project managers vs. clients,

154–155and recovery project management, 300speed of, 11for survival, 186–187and training trends, 409

Maturity phase, 11, 12Maurice, Eric, on project health checks,

556–557maxIT-VCS:

best practices of, 21, 42culture of, 346–348and executive view of project

management, 16management support at, 394–395PMO of, 500–502project and program success at, 31

MCI, 391, 457, 462Measurement, 40. See also MetricsMedical Mutual, methodology of,

275–278Meetings:

ARM, 514at AVIVA Canada, 509–510end-of-phase gate, 73–74, 234forensic team, 447milestones, 22post mortem, 22, 33project kick-off, 22quarterly departmental, 509senior management requirements of,

445team, 447

Member’s eye view of knowledge community, 696

Membership, governance and, 385Menke, Tim:

on culture at DTE Energy, 365–366on growth process at DTE Energy, 175on methodology of DTE Energy,

286–293on PMOs, 546

Mentoring, at IBM, 631–632Mergers and acquisitions, 197, 731–750

culture management in, 355–358, 363–365

evaluating integration results after, 745–747

impact on project management, 732and internal vs. external growth, 731–732of Johnson Controls, 741–745landlord–tenant relationship and

integration in, 740–741long-term benefits of, 735–736preacquisition decision-making for,

735–740and restructuring after failure, 749–750and value-added chain, 732–735value chain strategies for, 747–749

Methodologies, 191–302. See also specific methodologies

acceptance of, 205barriers to, 235–236characteristics of, 205–206and corporate culture, 205critical components of, 205–207defined, 142design characteristics of, 220development of, 232–233enterprise, 199–204and excellence, 133–135, 192–196for failing projects, 299–302failure of, 200frameworks replacing, 226–227for global projects, 705–712heavy, 201–204implementation of, 233–236incorporating best practices in, 42internally developed, 271leasing of, 275–278and life-cycle phases, 205, 228–230light, 201as M&A integration problem, 736, 737maintenance of, 42in mergers and acquisitions, 740–741multiple, 84–85, 96, 191overcoming barriers, 235–236for PMOs, 501in project management chain, 735for project management functions,

224–226recognizing need for, 196–199risk management processes in, 233and risk tolerance, 747–749software support systems for, 236–244standard, benefits of, 204–205value measurement, 729–730

Methodology applications:of Alstom, 293–297

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Index 765

of Cassidian, 211–213, 297–299of Churchill Downs, Incorporated,

230–231of Computer Associates Services,

640–641of Computer Sciences Corporation,

535of Deloitte, 670–671of DTE Energy, 286–293of Ericsson Telecom AB, 252–255of GM Powertrain Group, 251–252of Hewlett-Packard, 284–286of Holcim, 278–281of IBM, 624–627, 629of Indra, 232–233, 255–257, 343, 344of maxIT-VCS, 501of Medical Mutual, 275–278of Repsol Exploration and Production,

258–266of Rockwell Automation, 266–271of SAP, 207–211of Sherwin-Williams, 271–274of Slalom Consulting, 224–227of Tech Mahindra Limited, 244–251of Tecnicas Reunidas, 213–220of Teradyne, 220–224of Wärtsilä, 242–244of Westfield Group, 281–284

Metrics. See also specific metricsfor EVA, 333–334evolution of, 39identifying, 95at Indra, 21lack of, 95for objectives, 134–135out-of-tolerance, 449–450pipeline, 443–444for PMOs, 491project managers’ use of, 114–115for value measurement, 726–729

Metzeler Automotive Profile System, integrated processes of, 307

Meyer, David H., 532Micromanagement, 385, 392Microsoft Corporation, 647–659Microsoft Project, 238Microsoft Solutions Framework (MSF),

647–659best practices in, 650change control process in, 653flexibility of, 648–649goals in, 652–653and governance, 648, 655–659milestones in, 651, 652for proactive planning, 659

risk management in, 654–655success criteria in, 655–659team model in, 650–652templates in, 654

MIDAS library, 346, 347Middle managers, 6Middleton, C. J., on benefits of project

management, 476Midline Bank (pseudonym), 392–393Midwest Corporation (pseudonym),

341–342MidWest Financial Credit Union, 356,

358, 359Migraines, see ProblemsMilestones, 156, 212

defined, 254–255in implementing methodologies, 232incentives at, 465–466in Microsoft Solutions Framework,

651, 652in V-cycle methodology, 295in work model, 255

Milestone meetings, as best practice, 22Milestone reviews, 255Millhollan, Chuck:

on best practices, 21n.14, 42, 43on methodology, 230on PMO at CDI, 517–518on portfolio management, 586–587on project success, 26–27on scope definition and change control,

518–522Mills, Stephanie, 535Minnesota Power and Light, 462Misfortune, inflicting, 85–86Mission statements, 95, 134, 135Mistakes, 411Models. See also Frameworks

aggregate planning, 596Boston Consulting Group, 745–747competency, 419–429, 562, 580conceptual, 141–143control, 4core competency, 419–429DMAIC, 312–313Four-Gate/Nine-Step Management,

194–195, 567hybrid-federated, 506life-cycle planning and control, 4probabilistic, 314–315project management functions, 224–226PROPS, 253–255, 304return on investment, 478–487ROI, 478–487team, 650–652

Monitoring, of Integrated Multilevel Schedules, 212–213

Monitor only (stakeholder map), 80Monthly meetings, 509Motivation, in emerging markets, 371Motorola:

best practices theory of, 33critical success factors at, 32discovery of best practices at, 33earned-value measurement systems

at, 333excellence at, 148–149, 192executive view of project management

at, 16–17failure due to collective belief at, 88line management support at, 396

MRD (Marketing Requirements Document), 269

MSF, see Microsoft Solutions FrameworkMultinational companies, risk

management for, 317–318Multinational projects:

excellence in, see Global project management excellence

with mergers and acquisitions, 737Multiple-boss reporting, 336Multiple methodologies, 84–85,

96, 191Multiple PMOs, 71Multiproject management, at Holcim,

280Murthy, A. S., on project management,

15–16Musil, Jan, 207n.9, 404n.1Mutchler, Michael, on product-focused

organizations, 252

Napoleon Bonaparte, on hurrying, 259National Academic Recognition

Information Centre (NARIC), 623National Aeronautics and Space

Administration (NASA), 4, 6National City Corporation, 738Naviair, excellence at, 166–175Neal, Jeffrey Alan:

on culture, 339–340on Six Sigma with TQM, 312–314

Neal & Massy Holdings, Ltd., 17, 363Negative politics, 77Network teams, 463Neubert, Sherry:

on coaching project managers, 139on Global Project Management

Summit, 136New Business Model, 744

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766 INDEx

New product development (NPD), 108–109

as driving force, 9and portfolio management, 590–592risk management in, 328, 329“valley of death” for, 397–398

New York University School of Continuing and Professional Studies (NYU-SCPS), 408

9x9 rule, 285, 286Nine-Step Management Model, 567Noncash awards, 466–467Noncooperative cultures, 338, 339Non-project driven firms, 10, 29Non–project managers, training for, 409Nontraditional Six Sigma, 568–570Nores, Roberto, 278n.21Nortel Networks:

communications at, 49–50executive view of project management

at, 16formal project management at,

443–444integrated processes of, 307–308project success at, 30risk management at, 329

North American and Global Most Admired Knowledge Enterprise (MAKE) Awards, 694

“Not invented here” syndrome, 85NPD, see New product developmentNxP Semiconductor:

best practices at, 48–49project health checks at, 556–557

Nyberg, Benny, on business skills, 403–404

NYU-SCPS (New York University School of Continuing and Professional Studies), 408

OBE (Open Book Estimate), 213–220Objectives:

for mergers and acquisitions, 735and mission statements, 134, 135of PMOs, 521in strategic planning, 111of training programs, 479, 480

OCM (Organizational Change Management), 530

Offensive projects, 588Office, project, see PMOOffice of Products and Operations, 378Ohio Bell, 456–457Onboarding, 506On-the-job training, 411

Oosterveer, Peter, on knowledge sharing, 700

Open Book Estimate (OBE), 213–220Open-door policy, 376Open-ended deliverables, 97Open-ended questions, 577Open Standards for the Practice of

Conservation (Conservation Measures Partnership), 140n.6

Operations (excellence pyramid), 498Operational dashboards, 35Operational projects, 2–3, 720Operational Six Sigma, 570–572Orange Switzerland, best practices of, 20Order Acquisition, 499Order Realization, 499Organization, support by, 120, 468Organizational Change Management

(OCM), 530Organizational communications, 96, 699Organizational competence, at IBM,

609–614Organizational culture, see Corporate

cultureOrganizational hierarchy, in emerging

markets, 368–369Organizational learning, 280Organizational maturity, 328Organizational milestones, 156Organizational politics, see Politics,

project managementOrganizational waste, 573Organization process, use of, 114–115Organizing projects, 198Orientation, at Fluor Corporation, 698–699O’Sullivan, Martin, on project

management, 16–17Our Lady of Lourdes Regional Medical

Center, 16Outliers (Malcolm Gladwell), 704“Out of bounds” concept, 329Out-of-tolerance metrics, 449–450Outsourcing, 73, 108, 271Overlapping, 206Overload, best practices, 54Over-the-fence management, 3–4Overworked staff, 154

Paperwork, 441–443Paradigm Pyramid (COMAU), 687, 689Parallel teams, 463Parker, G., on rewarding project teams,

464, 466Parmenter, David, on performance

measures, 40–41

Parrish, Kimberly, on project management, 16

Passive anger, 86–87Patient Care and Clinical Informatics

(PCCI), 494PCC (Project Complexity Categorization),

527PCCI (Patient Care and Clinical

Informatics), 494PDM (precedence diagramming method),

236–237PDUs (Professional Development Units),

493, 530Penn, William, on avarice, 89People Dimension of Transformation

framework (Deloitte), 676, 677People fit, 104People involvement, 104Perceptions, project failure and, 392Performance:

cost performance index, 334indicators of, 40. See also Key

performance indicatorsas measure of success, 637project performance board,

289, 292and reliance on software, 226value performance framework,

715–717Performance audits, 552Performance indicators (PIs), 40Performance management, at Naviair,

170–171Performance measures, 41, 580, 637Performance monitoring, at Holcim, 280Perot Systems, 524Personal computer-based software

packages, 238–239Personality conflicts, 456Personalization strategy, 694–695PERT, see Program evaluation and review

techniquePeters, Lawrence J., on anger, 86Peters, Martha:

on delivery channels, 363on mergers and acquisitions, 358on project initiation process, 354

Phase-Gate Management, 120, 121Philip Morris, 737–738Philips Healthcare Software Customer

Services:Community of Practice, 498PMO of, 493–500processes of, 499–500service offerings of, 497–498

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Index 767

Phillips, J. J., 477n.6PIs (performance indicators), 40Pile phenomenon, 98, 104Pilot testing, 577Pipeline metrics, 443–444Pittiglio, Vince, 350, 351, 353–354PjMCoE (Project Management

Community of Excellence), 492–493

Plan–do–check–act cycle, 310Planning, 198

at Deloitte, 673at DTE energy, 289, 290in emerging markets, 372goals during, 255Iterative Workflow, 513in Microsoft Solutions Framework,

659scheduling vs., 237at Sherwin-Williams, 272–273for Six Sigma, 570understanding assumptions in, 140

Planning phase (ROI), 479–480Plan phase (PLM VDM), 710Pliny the Elder, on lust, 92PLM (Product Lifecycle Management),

15, 706–712PLM VDM (product lifecycle

management value delivery methodology), 708–712

PLUS (Product Launch System), 743–745

PMs, see Project managersPM3 Framework, 524–531PM3 Project Management Certification

Program, 529, 530PMA (project management approach),

278–281PM Basic Education, 622–623PMBOK® (Project Management Body of

Knowledge) Guide:aligning methodologies to, 223–225,

281, 283, 624, 671and COMAU PMO, 681and culture, 344and execution of strategic projects, 112knowledge areas of, 734limitations of, 224–225project management process groups

in, 332on stakeholder involvement, 43

PMCP, see Proactive Management Capacity Propensity

PMCP (Project Management Certification Program), 479

PMf (project management functions) model, 224–226

PMI®, see Project Management InstitutePMIS, see Project management

information systemPMI Standards, 44, 48PM Knowledge Network (PMKN), 630,

631PM Learning Center, 435PMLS (Project Management Learning

System), 529–530PM Newsflash, 49PMO (project office, project management

office, PO), 489–564activities of, 489–490benefits of, 490–491creation of, 71, 517–518and customer satisfaction, 242–243and ensuring use of best practices, 51global, 493–500, 548–550and life-cycle phases, 73–74management of best practices by, 46metrics for, 491multiple, 71PMO of the Year awards, 557–564portfolio management with,

586–587problems with, 71and project audits, 552–555project health checks by, 555–557role of, 409and Six Sigma, 568, 579–580and training, 477–478types of, 522–523typical projects for, 579–580understanding nature of, 538–545validation of best practices by, 42–43

PMO applications:of ABB, 491of Aviva Canada, 502–517of Boeing, 492–493of Chubb, 547–548of Churchill Downs, 517–522of COMAU, 71, 681–685of Computer Sciences Corporation,

532–538of Dell Inc., 523–532of DTE Energy, 546of Hewlett-Packard, 71, 548–550of Holcim, 280of IBM, 616–617of ILLUMINAT, 321of Indra, 343, 345, 491of ITS, 333of maxIT-VCS, 500–502

of Philips Healthcare Software Customer Services, 493–500

of R. R. Donnelley & Sons, 539, 541, 542of Sears, 539, 542of Sherwin-Williams, 274of Slalom Consulting, 538–545of Star Alliance, 71, 550–552of Teradyne, 221of Wärtsilä, 242–243of Zurich America, 309–310

PMO of the Year Award, 557–564criteria for, 558essay for, 559recipients of, 559–564

PMP (Project Management Plan), 259PMP® Certification, see Project

Management Professional Certification

PMPMG (Project Management Progress Maturity Guide), 629–630

PMPnet, 345, 346PMP Study Groups, 434–435, 563PMS (Project Management Standards),

445PMU (Project Management University),

440, 624PO, see PMOPolicies, checklists vs., 442Politics, in emerging markets, 369–371Politics, project management, 76–82

attack vs. retreat strategies, 79–80classifying friends and foes, 79and effective communication, 80–81and governance committees, 78–79managing political projects, 82political risks, 76–77and power/influence, 81–82reasons for playing, 77situations for, 78

Political risks, 76–77Polk Lighting (pseudonym), 452Portfolio analysis, 596–599Portfolio Financial Review, 515Portfolio management, 95, 581–606

identification of projects in, 588–592importance of, 582–583for IT projects, 581–582meeting expectations in, 599–600PMO in, 586–587portfolio analysis in, 596–599preliminary evaluation in, 592–593project selection obstacles in, 588project selection process in, 588, 589and risk management reporting,

323–324

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768 INDEx

Portfolio management (continued)senior management in, 583–585stakeholders in, 585–586strategic selection in, 593–596strategic timing in, 596

Portfolio management applications:of AT&T, 587of AVIVA Canada, 511–514of Chubb, 547of Churchill Downs, 586–587of COMAU, 684of Deloitte, 663–668of Holcim, 279of IBM, 615–616, 629of Indra, 587of Rockwell Automation, 601–602of Slalom Consulting, 582–583of Wärtsilä, 243of World Wildlife Fund, 602–606

Portfolio management matrix, 582, 583Portfolio Management Opportunity

Summary, 501–502Portfolio Planning and Reporting team,

507–508Post mortem meetings, 22, 33Post Programme/Project stage, risk

management in, 323Post-Project Evaluation Phase, 3, 230Postship acceptance indicators, 31–32Posttraining surveys, 416Power, 81–82, 90, 92–93Power distance, 463Powertrain Group, see General Motors

Powertrain GroupPPM (project process monitoring),

244–247PPM (Program and Project Management)

Practices, 548–549Pre-Align phase (PLM VDM), 708Precedence diagramming method (PDM),

236–237Precontractual stage, 232–233Predictive methodologies, 201Preliminary evaluation of projects, 592–593Preprogramme/Project Award stage, risk

management in, 322–323Prestudy phase, 254Pride, in project environment, 88–89Primavera TeamPlay, 333Prince, Ed, 742Prince Corporation, 742–744Prioritization, 95

in defining project success, 25in portfolio management, 593–596and strategic planning, 115

Proactive management, 101–102, 470–474

Proactive Management Capacity Propensity (PMCP), 471–474

and amount of work, 473benefits of, 472increasing of, 473–474overview of, 471–472

Proactive risk management, 318–320Probabilistic models, 314–315Problems, 67–97. See also Ten uglies of

projectscash flow dilemma, 71–72crises vs., 451from customer requirements changes,

70–71customer satisfaction, 69–70enterprise project methodology, 69good intentions becoming, 67–68with meeting expectations, 599–600outsourcing, 73PMO, 71politics as cause of, 76–82project awards, 74project cancellation, 73–75scope change, 72–73and Seven Deadly Sins, 83–94smaller, 94–97wrong culture placement, 75–76

“Problem child” value chains, 746Procedures, 442Process benchmarking, 336Process definition, 21Process improvement, at CA

Technologies, 646–647Process Skills (core competency), 419,

423–425Process structuring (core competency),

424–425Procurement management, 108,

203, 734Product cycle, 294–296Product development, 9Product development teams, 463Production risk, 330Production teams, 463Product Launch System (PLUS),

743–745Product Lifecycle Management (PLM),

15, 706–712Product lifecycle management value

delivery methodology (PLM VDM), 708–712

Product Requirements Document, 269Product V-cycle, 295–296

Professional development, at IBM, 618–621

Professional Development Units (PDUs), 493, 530

Professional Services Methodology (Profserv), 363–365

Professional (PMI) standards, 44, 48Profit, 73, 573Profserv (Professional Services

Methodology), 363–365Program and Project Management (PPM)

Practices, 548–549Program evaluation and review technique

(PERT), 186, 236–237, 412Program management:

at Deloitte, 668–669at IBM, 615–616with Siemens PLM VDM, 711

Program Management Development Program, at HP Services, 440

Program Management Office, 541, 542Program manager, AT&T job description

for, 418Program Office, 539, 541, 542Program Roadmap, 153Project(s):

assignment of, 505cancellation of, 73–75classification of, 588–592defined, 512–514global, 150–151, 446maintenance of, 102–103managing business as series of, 14measurement of, 96operational, 720prioritization of, 95and Six Sigma, 577–580stakeholder involvement in, 43success measurements for, 25–32success of, 25–32understanding success for, 28for value-driven project management,

719–721variance in, 669–670vital signs of, 584–585

“Project and People Management” (COMAU), 687

Project audits, 277, 552–555Project awards, 74, 322–323Project charters, see ChartersProject Collaboration Portals, 29Project Complexity Categorization

(PCC), 527Project cycle, 293, 294Project Delivery Framework, 563

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Index 769

Project Delivery Governance, 527–528Project development methodologies,

196–197Project-driven firms, 29, 416Project financing, 72Project health checks, 555–557Project Incubation/Feasibility Phase, 230Project issues lists, 276–277Projectized governance, 384Project kick-off meetings, 22Project management, 198–199

from 1945 to 1960, 3–5from 1960 to 1985, 5–8advantages of, 7–8benefits of, 12–13, 476–477as career path, 404–406in construction, 61–62consultant’s view of, 61–66and culture, 337development of, 6–8driving forces for, 8–10, 13–14executive’s view of, 13–17, 111formal, 186, 441–444Golden Rules for, 297–299in health care/dental industries, 62in higher education, 62at IBM, 608–616impact of mergers and acquisitions

on, 732implementation of, 8informal, 441–453knowledge management in context of,

700–703life-cycle of, 8–13in manufacturing industries, 9for marketing strategy consultancy,

63–66misconceptions concerning, 5models of, 715–717modern, 401–403necessity for, 11need for, 5–6pockets of, 341–342as a profession, 156, 158, 235,

416–418recovery, 299–302Six Sigma relationship with, 565–567in small business environments, 61standardization of, 548–549strategic planning for, 109–118,

179–182tools for methodology support of,

236–244with TQM and concurrent engineering,

305–308

training for, 237, 401–403values of, 338

Project management approach (PMA), 278–281

“Project Management at Indra” course, 344, 345

Project Management Body of Knowledge, see PMBOK® Guide

Project management case studies, at Goodyear, 137–138

Project Management Center of Excellence (IBM), 608–615, 628–632

Project Management Certification Board (IBM), 620

Project Management Certification Program (PMCP), 479

Project management challenge, 130–133Project Management Community of

Excellence (PjMCoE), 492–493Project Management Development

Program, 549Project Management Education

(IBM), 623Project Management Education for

Non–Project Managers (IBM), 623Project Management Enabling Education

(IBM), 623Project management functions (PMf)

model, 224–226Project Management Governance Board,

154Project management information system

(PMIS), 257, 326, 327Project Management Institute (PMI®),

407, 496n.9, 530, 618, 622, 623, 691Project Management Learning System

(PMLS), 529–530Project management office, see PMOProject Management Plan (PMP), 259Project Management Practice

Lead, 508Project Management Professional

(PMP®) Certification, 344, 406, 434–436, 440, 691

Project Management Profession Guide (IBM), 628

Project Management Progress Maturity Guide (PMPMG), 629–630

Project Management Skills Mentoring Process, 631

Project Management Standards (PMS), 445

“Project Management Standards and Guidelines,” 58

Project Management University (PMU), 440, 624

Project managers (PMs):accelerated expertise development

by, 705anticipatory delivery of knowledge

by, 703at AT&T, 337, 417–418business education for, 403–404business knowledge of, 113–114coaching and advising of, 138–139and connections of project team

members, 704contextual delivery of knowledge for,

704at Dell Services, 528–530dual certification for, 409effective communication by, 81empowerment of, 391–392at Hitachi Ltd., 118, 120implementation of strategic plans by,

118at Indra, 343with integrative responsibility, 7job descriptions of, 158–160and line managers, 3–4, 68maturity of clients vs., 154–155at maxIT-VCS, 346myths about, 113–115political savvy of, 76power and influence of, 82selection of, 460–462

Project Manager Competency Development Framework, 436

Project manager forum, 283Project Master Schedule, 262Project office, see PMOProject Outline, 324Project Path, 547–548Project performance, as measure of

success, 637Project performance board, 289, 292Project plans, 270–271

in Golden Rules for Project Management, 298

at Medical Mutual, 276template for, 289–291

Project process monitoring (PPM), 244–247

Project quality gates (Q-gates), 207–208Project quality management process,

258–266Project Quality Plan, 262, 265Project Race Track, 231Project Retrospectives, 29

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770 INDEx

Project selection (in portfolio management):

identification of projects, 588–592obstacles in, 588in portfolio management, 588–596preliminary evaluation, 592–593process for, 588, 589strategic selection, 593–596

Project selection (in Six Sigma), 577–579Project specific best practices, 44–45, 48Project sponsorship, see SponsorshipProject Startup Process, 283Project Summary Schedule, 211–213Project sustainability, 410Project teams:

at COMAU, 681connections beyond, 703–704debriefing, for best practices, 33at Deloitte, 673–676in GIP© methodology, 265relevance of, 154rewards for, 464–467virtual, 462–463

Project Team of the Year Award, 563–564“Project whack-a-mole,” 471ProMap, 279Promise, as DFCU brand action, 362Promotions, 86, 444Proposal, 198, 298Proprietary knowledge, 47PROPS model, 253–255, 304Protect, as DFCU brand action, 361Proven practices, 19. See also Best

(proven) practicesPublicly held training programs, 414Publilius Syrus, on avarice, 89Pumphrey, Bill:

and best practices at Cooper Standard, 160

on excellence at Cooper Standard, 164–165

sponsorship by, 163Putiri, Angelo, 680n.7

QA and Compliance team, 508Q-gates (project quality gates), 207–208QMG (Quality Management Group), 61Qualification process (IBM), 619–621Quality, 311

defining, 25as DFCU brand action, 352–354,

359–361project quality gates, 207–208at source, 99, 104

Quality Assurance, 262, 265

Quality audits, 552Quality Control, 262, 265Quality Event Map, 262Quality Leadership (Kodak), 305Quality management, UPPM™

methodologies for, 203Quality Management Group (QMG), 61Quality Process, 265Quality programs, Six Sigma and, 574Quantitative methods, 308Quantitative subjects, 402Quarterly departmental meetings, 509Quarterly roundtables, 509Quick wins, 302Quintilian, Marcus Fabius, on sloth, 91

R. R. Donnelley & Sons, PMO of, 539, 541, 542

Rachlin, Sue, on portfolio management, 581–586

Ratification, solution, 646R&D, see Research and developmentReaction, of training program

participants, 480, 481Reactive management, 470–474Recertification (qualification process), 620Recognition:

at AVIVA Canada, 505at Fluor Corporation, 699–700

Recovery project management, 299–302Red flag issues, 379Red traffic lights, 33Reengineering, 308, 331Registered Education Provider (REP),

440, 530, 691Reinforcement model, 465Relational databases, 314–315Relationship failure, 86Release Management Methodology, 193,

284–285, 381Release phase, at Rockwell Automation,

269Reliance Electric, 266Reorganizational failure, 84–85REP, see Registered Education ProviderREP (Rewarding Employee Plan), 334Reports:

Closeout, 293color-coded, 448–449hernia, 447senior management requirements of,

445Reporting. See also Status reporting

Multiple-boss reporting, 336at Naviair, 173

Reporting phase (ROI), 487Repsol Exploration and Production,

methodology of, 258–266Request for proposal (RFP), 186,

322–323Research and development (R&D), 7,

75–76, 380–381Resolution, 458Resources:

availability of, 596failure of too many, 90gluttony of, 93greed for, 90prioritization of, 95

Resource and Skills Management System (RSMS), 562, 564

Resource management, 547Respect, as DFCU brand action, 358–359Responsibility:

corporate social, 509as DFCU brand action, 349–350,

358–361of executives, 380in Golden Rules for Project

Management, 298integrative, 7

Responsibility charts, 458“Restricted” best practices, 47Restructuring, 6, 340–341, 749–750Results (success pyramid), 151Results chains, 142, 144Results focus (core competency),

425–426Resumes, 379Retreat strategies, for political projects,

79–80Return on investment (ROI):

history of modeling, 477–478and studies of project management

benefits, 476–477for training, 416, 475–487

Return on investment (ROI) model, 478–487

data analysis phase of, 483–487data-collection phase of, 480–483planning phase of, 479–480reporting phase of, 487

Revalidating best practices, 46–47Revenga López, Felipe, 213n.10Review process, for best practices, 46–47Revisions, methodology, 223–224Revolutionary years (training), 407–408Rewards:

at AVIVA Canada, 505to CPI metric, 334

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Index 771

failures with, 85for teams, 464–467

Rewarding Employee Plan (REP), 334Rework, 101, 104RFP (request for proposal), 186, 322–323Rigodanzo, Mike:

on excellence, 152–153on project management, 16

Rigor, 100, 104Risk:

acceptance of, 13–14financial, 315, 330market, 330political, 76–77production, 330scheduling, 315, 316technical, 330

Risk growth, 68Risk management:

in aerospace and defense industries, 432at Boeing aircraft, 329–330and Challenger space shuttle disaster,

316and change management, 330–331in closure phase, 257at COMAU, 687, 689, 690contemporary, 308as core competency, 422–423and customer service, 317defining maturity using, 328–329effective, 321–322failure of, 327–328in health care organizations, 308at ILLUMINAT, 321–322and integrated management processes,

315–330and issue management, 325–327in methodology, 233, 258–266in Microsoft Solutions Framework,

654–655proactive, 318–320in recovery project management, 301UPPM™ methodologies for,

203–204V-cycle methodology for,

295–296at Wärtsilä, 318–320

Risk management process (proactive risk management), 319

Risk management reporting, 323–324Risk/Opportunity Management, 298,

314–315Risk Register tool (COMAU), 687, 690Risk tolerance, 596, 747–749RMxPro, 279

Roadway Express, excellence at, 184–185

Rockwell Automation:common product development at,

266–271PMO of the Year Award for, 559–561portfolio management at, 601–602

ROI, see Return on investmentROI model, see Return on investment

modelRole-based onboarding, 506Rolling wave concept, 600Root cause analysis, 646, 647Royer, Isabelle, on exit champions, 399–400RSMS (Resource and Skills Management

System), 562, 564Russett, Rose, on excellence at GM

Powertrain, 457–458

Sadowski, Alex, on training at Harris, 429–433

Sadowski, Nani, on best practices, 20Sadowski-Alvarez, Nani, 535

on PMO, 532n.21on project audits, 552–555

Samarotto, Claudio, 680n.7Sanctioning direction (success

pyramid), 151Sanford, Linda S., on project

management, 14–15SAP:

methodology of, 207–211project management career path at,

404–406project quality gates at, 207–208training at, 404–406

Sarah Sheridan Award, 567Sarbanes-Oxley Law, 552Satisfaction, 480, 481, 571. See also

Customer satisfactionSBUs (strategic business units), 69Schedule Performance Index (SPI),

240n.14, 433Scheduling, 104, 236–237

in 1980s, 236–237computer development affecting,

237–238ineffective, 101Integrated Multilevel, 211–213at Naviair, 169–170planning vs., 237software for, 236–237

Scheduling risks, 315, 316Schornhorst, Eric, on brand action, 349,

350, 354, 355

Schulist, Jason:on excellence, 194on project sponsorship, 396on Six Sigma, 566

Schwab, Charles M., on limitations, 258Scientific/Technical Expertise (core

competency), 419–423Scope changes:

at Churchill Downs, Incorporated, 518–522

managing, 330–331in portfolio management, 600problems with, 72–73

Scope management:at Churchill Downs, 518–522at Deloitte, 673at Indra, 257at maxIT-VCS, 347UPPM™ methodologies for, 204

Scope of work (SOW):defining, 211–212and key performance indicators, 29, 32language of, 96

Scorecards, 34–35Screening stage (new-product

development), 590SDLC (systems development life-cycle),

228–230SDM (software development

methodology), 96SDPC (Solution Delivery Process

Center), 58, 60Sears, PMO of, 539, 542Sears, Scott, on PMO at Boeing,

492–493Selected Project methodology (IBM),

629Selection phase, 286Self-confidence training, 412Self-managed work teams, 308, 331Self-served governance, 510–513Seneca, on anger, 86Senior management, 467–468. See also

Executivesmeeting expectations of, 599–600as methodology champions, 396performance measure support from, 41portfolio management role of,

583–584reports and meetings required by, 445visible support of, 185, 375–376vision of, 133–134

Service management teams, 463Service Offering Catalog (Computer

Associates Services), 638, 639

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772 INDEx

Setup, at Computer Associates Technologies, 636–640

Seven Deadly Sins, 83–94anger (wrath), 86–88envy, 84–86gluttony, 93–94greed (avarice), 89–91lust, 92–93pride, 88–89sloth, 91–92

Seven virtues, 94Sevilla Molina, Enrique:

on best practices, 21n.15, 43, 45–46, 50

on critical success factors, 30–31on culture, 337–338on driving forces at Indra, 10on importance of PMO, 491on key performance indicators, 31on methodology, 232–233, 240on portfolio management, 587on project and program success, 27on project management as a

profession, 418SharePoint, 276Sharing Knowledge platform, 345–346Sheppard, Steve, 532Sherwin-Williams:

best practices of, 273methodologies of, 271–274project management at, 14vision of, 273–274

Shibuya, Hiroyuki, 385–391Shobe, Mark, on DFCU culture, 352,

354, 356, 357Short-range attack missile (SRAM), 452Short-term benefits, 204Siemens Industry Automation Division,

706Siemens PLM Software:

executive view of project management at, 15

methodology of, 705–712Sinco Energy (pseudonym), 394Singhal, Hirdesh:

and customer delight index, 248on training at Tech Mahindra Limited,

436–439Single-source procurement, 108Situational leadership, 455–458Six Sigma, 565–580

assessments for, 575–577best practices of, 568and Convex Corporation, 578–579failures in, 566

goals of, 571–572myths of, 573–574PMO for, 568, 579–580project management relationship with,

565–567project selection for, 577–579strategic planning for, 570and TQM, 312–314traditional vs. nontraditional, 568–570typical projects for, 579–580

Skills and Competencies (excellence pyramid), 497

Slalom Consulting:and executive view of PM, 15frameworks leveraged by, 226–227methodology of, 224–227PMO of, 538–545portfolio management at, 582–583use of earned value measurement at,

240–242Sloth, in project environment, 91–92Small business environments, project

management in, 61Small projects, PLM VDM for, 711SMEs (subject matter experts), 697, 698SME Protégé Program (Fluor

Corporation), 698Snyder, N. Tennant, on virtual teams,

462–463SOAR (solution and opportunity approval

and review) process, 153Social Committee, 509Social obligations, in emerging markets,

370Soft benefits, 2Soft skills, 413Soft values, 726, 727Software:

fallacies about, 146, 147leadership vs. use of, 238–239for mainframe project management,

237–238for methodologies support, 236–244personal computer-based, 238–239and poor performance, 226for scheduling, 236–237training in, 237

Software development methodology (SDM), 96

Solution adoption, 636Solution and opportunity approval and

review (SOAR) process, 153Solution Delivery Process Center

(SDPC), 58, 60Solution providers, 70–71

Solution standardization, 636–637Somermeyer, S., on fuzzy front end,

398n.8Sophistication, in emerging markets, 372Sophocles, on success, 259Source, quality at, 99, 104SOW (scope of work), see Scope of workSOW (statement of work), see Statement

of workSpace shuttle disaster, 316Speakers, 415–416Specification gate review (SPGR), 296SPI (Schedule Performance Index),

240n.14, 433Spira, Jim, on benefits of project

management, 13Sponsors. See also Executive sponsors

champions as, 399conflict resolution responsibilities of,

460in emerging markets, 368final acceptance by, 519role of, 378–379top-down communication from,

530–531Sponsorship, 104, 376–381

by committee, 378, 724–725and customer relations, 379and decision-making, 379–380and decision making by project

managers, 114dual, 393excellence in, 380–381executive, 381, 391–392lacking in, 100and management support, 376–381phases of, 378–379and pride, 89strategic planning of, 380

Sponsorship applications:of Cooper Standard, 163–164of Design Solutions (pseudonym), 381of Franklin Engineering (pseudonym),

380–381of Hewlett-Packard, 381of Naviair, 172–173

Spradley, Sue, on project management, 16

Sprint, 305SRAM (short-range attack missile), 452SRD (Systems Requirements Document),

431SSTs (strategy support teams), 116Staffing, 460–462Stage-gate reviews, 270

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Index 773

Stakeholders:change management with, 531commitment of, 347–348decision-making processes of, 145and portfolio management, 585–586project involvement of, 43in value-driven project management,

724“value rivers” for, 663

Stakeholder engagement, 382–383Stakeholder mapping, 79–80Standards for Conservation Project and

Programme Management (WWF International), 140–141

Standard methodologies, 204–205Standard practices, 225–226Star Alliance, 71, 550–552Star Alliance Common IT Platform, 552“Star” value chains, 747Statement of work (SOW):

in aerospace and defense industries, 431for nontraditional projects, 719and politics in project management, 78

Statistical tools, for Six Sigma, 574Status, in emerging markets, 369–371Status reporting, 199, 579

color-coded, 448–449length of, 447at Medical Mutual, 276and strategic planning, 112

Steinruck, Sandy, 633–634Stewardship, 695, 696Stibora, Matt, 266n.19, 601n.11Stouffer, Debra, on portfolio

management, 581–586Strategic business units (SBUs), 69Strategic dashboards, 36, 39Strategic leadership, 116–117Strategic partnerships, 506–510Strategic plans, 110–111, 118Strategic planning, 109–118, 380

benefits of project management for, 112–113, 115–116

and executive view of project management, 111

failure of strategic plans, 110–111at ILLUMINAT, 179–182and implementation by project

manager, 118myths about, 113–115project management perspective on,

111–112strategic project management

leadership, 116–117and training trends, 409

Strategic Planning for Project Management Using a Project Management Maturity Model, 2e (Harold Kerzner), 680, 692

Strategic POs, 522Strategic project management leadership,

116–117Strategic selection of projects, 593–596Strategic support (core competency),

428–429Strategic timing, in portfolio

management, 596Strategy support teams (SSTs), 116Students, training/selection of, 411Subcontracting, 187–188, 442Subject matter experts (SMEs),

697, 698Success:

accountability for, 95–96behavioral, 468–469comparing failure and, 25, 26criteria for, 580CSFs and KPIs in defining, 28–33defining, 25–32, 713, 714. See also

Best practicesfallacy about, 148four cornerstones of, 721, 722and gluttony of resources, 93identifying best practices from, 24internal measurements of, 135measuring, 27, 135, 536–537Microsoft® Operations Framework

criteria for, 655–659in non-project driven firms, 29problem with, 96in project-driven firms, 29project setup for, 636–637value component of, 713, 714

SUCCESS 2.0, 498, 499Success pyramid, 150–151Suitability criteria, 594Suppliers, as solution providers, 70–71Support, see Management supportSupporters, true, 79Support teams, transition to, 647Surveys, posttraining, 416Survival, 10, 186–187Systems development life-cycle (SDLC),

228–230Systems Requirements Document (SRD),

431

Tacit knowledge, 703Tacitus, Publius Cornelius, on

envy, 84

Tactical dashboards, 36Talent management reviews, 504–505Tangible values, measuring, 726, 727Tarantini, Riccardo, on project

management, 14Taylor, Darlene, on excellence at Key

Plastics, 178Team(s):

action, 463composition of, 472core, 396defined, 464functional, 506–510leadership of, 21, 457membership into, 461–462multicultural, 171network, 463performance measures for, 580for product development, 463production, 463project, see Project teamsrewards for, 464–467service management, 463for service management, 463size of, 574strategy support, 116support, 647virtual project, 462–463work, 308, 331, 463

Team building, 120, 426–427Team empowerment, 103–104, 580Team meetings, 447Team model, in Microsoft Solutions

Framework, 650–652TeamPlay (Primavera), 333Team players, 461–462Team success (success pyramid), 151Teamwork, 305

characteristics of, 447–448as DFCU brand action, 351, 354–355in informal project management,

447–448success pyramid for, 150–151

Tech Mahindra Limited:customer delight index of, 247–251and executive view of PM, 15–16methodology of, 244–251project process monitoring at,

244–247training at, 436–439

Technical expertise, in recovery PM, 301–302

Technical Reviews, 259, 265Technical risk, 330Technical risk management, 316

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774 INDEx

Technology:cultural factors with, 463supporting global project management,

702supporting value-added chain, 734

Technology Services Industry Association (TSIA), 210

Technology V-cycle, 295, 296Tecnicas Reunidas, methodology of,

213–220Templates:

for best practices, 43, 47, 48at CA Technologies, 642–644evaluating maturity with, 147Initiative Proposal, 514in Microsoft Solutions Framework,

654in Six Sigma, 580

Tenants, 740–741Ten uglies of projects, 97–105

dates are just numbers (10), 101lack of community plan (8), 100–101lack of maintained documentation

(1), 98lack of right people (5), 99lack of rigor (7), 100lack of sponsorship (6), 100and maintenance of projects, 102–103no plan for rework (9), 101no quality at source (3), 99pile phenomenon (2), 98and proactive management, 101–102remedies for, 101–105and team empowerment, 103–104wrong people on job (4), 99

Teradyne, methodology of, 220–224Testing stage (new-product

development), 591Test phase (PLM VDM), 710Texas Instruments (TI), excellence at,

149–151Thiokol Corporation, 452–453Third-party administrators (TPAs), 317Thomas, Joseph C., on best practices,

57n.43Thomas, Keith:

and Professional Services Methodology, 363

on project management, 17Thought leadership, 5043M, 376, 391, 457, 461TI (Texas Instruments), 149–151Tiered governance, 510–511Time management, UPPM™

methodologies for, 204Time tracking, 547

Timing, strategic, 596Tokio Marine Group, management

support at, 385–391Tolerance, 456Tollgates, 253–254Tools:

for methodology support of PM, 236–244, 629, 672

for Six Sigma assessments, 574, 576–577

Tools, Process, Methodology (excellence pyramid), 498

Top-down communication, 530–531Top-level management, see Senior

managementTotal quality management (TQM), 305

and concurrent engineering, 305–308integrated management processes with,

310–315at Johnson Controls, 310–312and Six Sigma, 571Six Sigma tools with, 312–314Sprint process for, 305

TPAs (third-party administrators), 317TQM, see Total quality managementTradeoffs:

in traditional vs. nontraditional projects, 721, 723–724

in value-driven projects, 729–730Traditional Six Sigma, 568–570Traffic light dashboards, 33–34, 52Trainers, 414–416Training, 401–440. See also Education;

Learningamount needed, 417benefits of, 410business skills in, 403–404competency models for, 419–429course design for, 414–416in emerging markets, 371–372fundamentals of, 411–412identifying need for, 410–411internal, 414–415for modern project management,

401–403need for, 148in project-driven firms, 416in project management, 61, 237and project management as a

profession, 416–418and Project Management Capacity

Propensity, 473publicly held, 414ROI of, 416, 475–487selecting students for, 411with Siemens PLM VDM, 711

in Six Sigma, 574in software, 237

Training applications:of ABB, 403–404of Alcatel-Lucent, 434–436of AVIVA Canada, 505of Churchill Downs, 517of Dell Services, 530of Ford Motor Co., 414of Harris Corporation, 429–433of Hewlett-Packard, 439–440of Hitachi Ltd., 118–119of Holcim, 279–280of IBM, 621–624, 632of Indra, 344–345of International Institute for Learning,

406–410of KONE, 132of Medical Mutual, 276of SAP, 404–405of Tech Mahindra Limited, 436–439

Training directors, 402Training managers, 402, 412Transactional Six Sigma, 570–572Transitional checklists, 580Transparency, 515Trends:

business megatrends, 502–503during evolutionary years, 406learning, 406, 408–410and learning responses, 408–410marketplace, 407–408during revolutionary years, 407–408

Triompo, Jim, on PMOs, 491Triple constraint, 24, 721–722True enemies, 79True supporters, 79True unknowns, 79Trust, 151

and customers at end-of-phase review meetings, 234

in informal project management system, 444–445

of managers, 392TSIA (Technology Services Industry

Association), 210Turner, Mike, on Microsoft Solutions

Framework, 648, 650, 652, 653

UAT (user acceptance testing), 246Uglies, see Ten uglies of projectsUGS, 708Uncertainty, 259, 318–320, 463Understaffing, 73Unemployment, in emerging

markets, 370

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Index 775

Unified Project Management® Methodology (UPMM™), 201–204, 407

Union employees, evaluating, 341Union standard, 91–92U.S. Air Force, 452University of Southern California’s

Marshall School of Business, 408Unjust anger, failure due to, 87Unknowns, true, 79UPMM™ (Unified Project

Management® Methodology), 201–204, 407

Upper-level managers, 6Use case, 635User acceptance testing (UAT), 246User Community, certification

from, 436

VAC (Variance at Completion), 433Vaill, Peter B., on Six Sigma, 574Validating best practices, 41–43, 46–47“Valley of death,” 397–398Value(s):

capture, quantification, and reporting of, 721–730

and culture, 338defined, 713, 724, 732in defining project success, 25and leadership, 717–719measuring, 726–729in project management, 338. See also

Value-driven project managementand success, 28–29, 713, 714

Value added, rewards for, 466Value-added chain, 732–735. See also

Mergers and acquisitionsValue-based knowledge, evolution of,

714–717Value chain analysis, 733Value chain strategies, 747–749Value-driven project management,

713–730capture, quantification, and reporting

of value in, 721–730committee sponsorship in, 724–725and evolution of value-based

knowledge, 714–717leadership style in, 717–719stakeholders in, 724and types of projects, 719–721value trade-offs in, 729–730

Value measurement methodology (VMM), 729–730

Value performance framework (VPF), 715–717

Value proposition, 349“Value rivers,” for stakeholders, 663Value trade-offs, in value-driven project

management, 729–730Vannoni, Brian, 457Variance, 669–670Variance at Completion (VAC), 433Vasciminno, Paolo, 680n.7Vaswani, Suresh, on project management,

14Vázquez Díaz, Alfredo, 255n.17, 325n.8V-cycle methodology, 293–297Viper sports car, 315Virtual Projects, 29Virtual project teams, 462–463Visibility, company-wide, 515Visible management support, 185,

375–376Vision, of senior management,

133–134Visteon, 305Visualization Phase (GIP© methodology),

258Vital signs, of critical projects, 584–585VMM (value measurement

methodology), 729–730Voice, as DFCU brand action, 353–354,

362Voltaire, on pride, 88VPF (value performance framework),

715–717

Wage and Salary Administration Program, 74, 738–739

Walk-the-halls management, 376Wärtsilä:

benefits management at, 2–3integrated management processes of,

318–320methodology of, 242–244risk management at, 318–320

WBS, see Work breakdown structureWeiss, Jeff, on project management, 13Weiss, Zev, on project management, 12Welch, Jack, on Six Sigma, 573Wenger, E., on communities of practice,

49Westfield Group, 281–284“Whack-a-mole,” 471Who Says Elephants Can’t Dance (Lou

Gerstner), 608Wibelius, Michael, 166n.12Wickham, Mike, on excellence at

Roadway, 184–185Williams Machine Tool Company

(pseudonym), 188–189

Willis, Kerry R.:on proactive management, 470–474on Ten Uglies, 97n.4

Withdrawal, 460Wojala, Karen, 266n.19, 601n.11Work breakdown structure (WBS):

in aerospace and defense industries, 431

at Churchill Downs, Incorporated, 520as critical methodology component,

206Denryoku, 123, 124at SAP, 209for strategic planning, 111

Work ethic, in emerging markets, 372Workload distribution, best practice for,

21Work teams, 308, 331, 463World-class project management

methodologies, see MethodologiesWorld Wide Fund for Nature (WWF)

International:excellence at, 140–144portfolio management at, 602–606

Worldwide Project Management Method (WWPMM), 624–627, 629

Wrath, in project environment, 86–88Wurtz, Heidi:

on best practices, 21n.16, 42on key performance indicators, 31on management support, 395on PMO of maxIT-VCS, 501–502on validating best practices, 42

WWF International, see World Wide Fund for Nature International

WWPMM (Worldwide Project Management Method), 624–627, 629

Yellow flag issues, 379Yellow traffic lights, 33Yusuf, Dave, on project management, 15

Zale, Suzanne:on best practices, 50on communications, 446on organizational structure, 446–447

Zaval, Linda, on IIL training, 414Zeggoud, Lahcen, 293n.22Zielinski, D., on rewarding project teams,

464Zurich America Insurance Company:

integrated processes of, 309–310management support at, 382–383

Zuurdeeg, Robert J., on global project management, 634n.3

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