University of the Cumberlands Iterative Life Cycle Model Discussion Paper

Effective Project Management
Effective Project
Management
Traditional, Agile, Extreme, Hybrid
Eighth Edition
Robert K. Wysocki
Effective Project Management: Traditional, Agile, Extreme, Hybrid, Eigth Edition
Published by
John Wiley & Sons, Inc.
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Copyright ? 2019 by John Wiley & Sons, Inc., Indianapolis, Indiana
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mentioned in this book.
About the Author
Robert K. Wysocki, Ph.D., has more than 50 years of
combined experience as a project manager, business analyst,
business process consultant, information systems manager,
systems and management consultant, author, and training
developer and provider. He has written 26 books on project
management and information systems management. One
book, Effective Project Management: Traditional, Adaptive,
Extreme, 7th ed. (2014, John Wiley & Sons), has been a bestseller and was recommended by the Project Management
Institute (PMI) for the library of every project manager.
In addition, he has written articles for more than 30 professional and trade
journals, and made more than 100 presentations at professional and trade conferences and meetings. He has developed more than 20 project management
courses, and trained more than 10,000 project managers, worldwide. From 1963
to 1970, he was a systems consultant for one of the world?s largest electronics
components manufacturers. In that capacity, he designed and implemented
several computer-based manufacturing and quality control systems. From 1970
to 1990, he held a number of positions in state supported and private institutions in higher education as MBA Director, Associate Dean of Business, Dean
of Computers and Information Systems, Director of Academic Computing, CIO,
and Senior Planner.
In 1990, he founded Enterprise Information Insights (EII), Inc., a project
management consulting and training practice, specializing in project management
methodology design and integration, business process design, project support
office establishment, development of training curriculum, and development
of a portfolio of assessment tools focused on organizations, project teams, and
individuals.
v
vi
About the Author
His client list includes AT&T, Aetna, Babbage Simmel, BMW, British
Computer Society, Boston University Corporate Education Center, Centre for Excellence in Project Management, Computerworld, Converse Shoes, Government
of Czechoslovakia, Data General, Digital, Eli Lilly, Harvard Community Health
Plan, IBM, J. Walter Thompson, Novartis, Ohio State University, Peoples Bank,
Sapient Corporation, The Limited, The State of Ohio, The State of Vermont,
Travelers Insurance, TVA, University of California?Santa Cruz, US Army 5th
Signal Corps, US Coast Guard Academy, Walmart, Wells Fargo, ZTE, and others.
He is a past Editor of the Effective Project Management Series for Artech
House, a publisher to the technical and engineering professions. He was a
founding member of the Agile Project Leadership Network, served as its first
Vice President and President Elect, a member of the American Society for the
Advancement of Project Management (ASAPM/IPMA-USA), the Agile Alliance,
the Project Summit Business Analyst World Executive Advisory Board. He was
Association Vice President of AITP (formerly, DPMA) and earned a Bachelor of
Arts in Mathematics from the University of Dallas, and a Master of Science and
Ph.D. in Mathematical Statistics from Southern Methodist University.
About the Technical Editor
Vanina Mangano is a published author and subject matter expert in project,
program, and portfolio management. Over the past decade, Vanina has specialized in working with and leading project, program, and portfolio management
offices (PMOs) across various industries and companies, such as NBCUniversal
and Microsoft Corporation. As part of her contribution to the community, Vanina
devotes time to furthering the project and program management profession
through her volunteer work at the Project Management Institute. Most recently,
Vanina served as Chair for The Standard for Program Management, Fourth Edition,
and currently serves as a member of the Standards Member Advisory Group
advising in all matters related to the governance and management of the PMI
Standards Program.
vii
Credits
Senior Acquisitions Editor
Kenyon Brown
Technical Editor
Vanina Mangano
Senior Editorial Assistant
Devon Lewis
Copy Editor
Kim Cofer
Editorial Manager
Pete Gaughan
Proofreader
Nancy Bell
Production Manager
Katie Wisor
Indexer
Potomac Indexing, LLC
Project Editor
Kim Wimpsett
Cover Designer
Wiley
Production Editor
Barath Kumar Rajasekaran
Cover Image
? tostphoto/iStockphoto
ix
Acknowledgments
This acknowledgment is really my special thanks to more than 150 teaching
faculty, consultants, trainers, and practitioners who took the time to share their
thoughts about the seven previous editions of Effective Project Management. Many
of their suggestions have been incorporated in this eighth edition.
The idea for the EPM Series was developed about 25 years ago and over the
seven editions has been adopted by more than 400 colleges and universities
worldwide. Over 100 of those institutions have been continuously using an
edition of EPM. That commitment is a significant statement that I have aligned
the book to reflect the true needs of those faculty. I am deeply indebted.
xi
Contents at a glance
Prefacexxxiii
Introductionxxxvii
Part I
Understanding the Project Management Landscape
1
Chapter 1
What Is a Project?
3
Chapter 2
What Is Project Management?
23
Chapter 3
What Is Strategic Project Management?
63
Chapter 4
What Is a Collaborative Project Team?
91
Chapter 5
What Are Project Management Process Groups?
115
Part II
Traditional Project Management
151
Chapter 6
How to Scope a TPM Project
153
Chapter 7
How to Plan a TPM Project
191
Chapter 8
How to Launch a TPM Project
263
Chapter 9
How to Execute a TPM Project
313
Chapter 10
How to Close a TPM Project
343
Part III
Complex Project Management
353
Chapter 11
Complexity and Uncertainty in the Project Landscape
355
Chapter 12
Agile Complex Project Management Models
381
xiii
xiv
Contents at a glance
Chapter 13
Extreme Complex Project Management Models
393
Chapter 14
Hybrid Project Management Framework
405
Chapter 15
Comparing TPM and CPM Models
453
Appendix A Terms and Acronyms
537
Appendix B Case Study: Workforce and Business Development Center
543
Appendix C Case Study: Pizza Delivered Quickly (PDQ)
557
Appendix D Cited References
561
Appendix E What?s on the eiipbs.com Website?
565
Index569
Contents
Prefacexxxiii
Introductionxxxvii
Part I
Understanding the Project Management Landscape
1
Chapter 1
What Is a Project?
Defining a Project
3
4
Sequence of Activities
Unique Activities
Complex Activities
Connected Activities
One Goal
Specified Time
Within Budget
According to Specification
A Business-Focused Definition of a Project
5
5
5
5
6
6
6
7
7
An Intuitive View of the Project Landscape
Defining a Program
Defining a Portfolio
Understanding the Scope Triangle
8
10
10
11
Scope11
Quality12
Cost12
Time13
Resources13
Risk13
Envisioning the Scope Triangle as a System in Balance
14
Prioritizing the Scope Triangle Variables for Improved
Change Management
15
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Contents
Applying the Scope Triangle
Problem Resolution
Scope Change Impact Analysis
16
16
16
The Importance of Classifying Projects
17
Establishing a Rule for Classifying Projects
Classification by Project Characteristics
Classification by Project Application
The Contemporary Project Environment
High Speed
High Change
Lower Cost
Increasing Levels of Complexity
More Uncertainty
Chapter 2
17
17
19
20
20
21
21
22
22
Discussion Questions
22
What Is Project Management?
Understanding the Fundamentals of Project Management
23
24
What Business Situation Is Being Addressed by This Project?
What Does the Business Need to Do?
What Are You Proposing to Do?
How Will You Do It?
How Will You Know You Did It?
How Well Did You Do?
Challenges to Effective Project Management
Flexibility and Adaptability
Deep Understanding of the Business and Its Systems
Take Charge of the Project and Its Management
Project Management Is Organized Common Sense
Managing the Creeps
Scope Creep
Hope Creep
Effort Creep
Feature Creep
What Are Requirements, Really?
Introducing Project Management Life Cycles
Traditional Project Management Approaches
Low Complexity
Few Scope Change Requests
Well-Understood Technology Infrastructure
Low Risk
Experienced and Skilled Project Teams
Plan-Driven TPM Projects
Linear Project Management Life Cycle Model
Incremental Project Management Life Cycle Model
Agile Project Management Approaches
A Critical Problem without a Known Solution
A Previously Untapped Business Opportunity
25
25
26
26
26
26
28
28
30
30
30
31
31
32
32
32
32
37
40
41
41
42
42
42
42
43
44
45
45
46
Contents
Change-Driven APM Projects
APM Projects Are Critical to the Organization
Meaningful Client Involvement Is Essential
APM Projects Use Small Co-located Teams
Iterative Project Management Life Cycle Model
Adaptive Project Management Life Cycle Model
Extreme Project Management Approach
The xPM Project Is a Research and Development Project
The xPM Project Is Very High Risk
The Extreme Model
Emertxe Project Management Approach
A New Technology without a Known Application
A Solution Out Looking for a Problem to Solve
Hybrid Project Management Approach
Recap of PMLC Models
Similarities between the PMLC Models
Differences between the PMLC Models
Choosing the Best-Fit PMLC Model
46
46
46
47
48
49
50
51
51
52
54
55
55
55
56
57
57
57
Total Cost
58
Duration59
Market Stability
59
Technology59
Business Climate
59
Number of Departments Affected
60
Organizational Environment
60
Team Skills and Competencies
60
Chapter 3
Discussion Questions
61
What Is Strategic Project Management?
Definition of Strategic Project Management
The Business Environment: A View from the Top
63
64
65
Business Climate
66
PESTEL68
Porter?s Five Forces Model
69
SWOT69
Market Opportunities
71
BCG Growth-Share Matrix
71
How to Use the BCG Growth-Share Matrix
73
How Are You Going to Allocate Your Resources?
73
Enterprise Capacity
73
SWOT75
Value Chain Analysis
75
VRIO76
Objectives, Strategies, and Tactics Model
77
Vision/Mission78
Strategies80
Tactics81
xvii
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Contents
OST Dependency Structure
What Is the Enterprise Project RASCI Matrix?
Complex Project Profiling
Putting It All Together
Discussion Questions
Chapter 4
83
84
84
89
89
What Is a Collaborative Project Team?
91
Overview92
The Complex Project Team
93
Project Executive
Core Team
Project Sponsor
Process Co-Manager
Product Co-Manager
Development Team Leader
Client Team Leader
Business Systems Engineer and Business Analyst
Process Team and Product Team
Selecting the Project Team
Co-Managers Define Project Team Structure
and Core Team Roles
Co-Managers Populate the Roles with Skill Requirements
Gain Approval of the Staffing Plan
Using the Co-Manager Model
Establishing Meaningful Client Involvement
The Challenges to Meaningful Client Involvement
What If the Client Team Does Not Understand
the HPM Framework?
Commercial Off the Shelf (COTS) Facilitator-Led Training
Custom-Designed, Instructor-Led Training
Real-Time, Consultant-Led Training
What If You Can?t Get the Client to Be Meaningfully Involved?
What If the Client Is Hesitant to Get Involved?
What If the Client Wants to Get Too Involved?
Stakeholder Management
Who Are the HPM Framework Stakeholders?
97
98
98
98
98
98
98
98
99
99
99
101
101
101
103
104
105
106
106
106
107
108
108
109
110
Challenges to Attaining and Sustaining Meaningful Client
Involvement111
Always Use the Language of the Client
Maintain a Continuous Brainstorming Culture
Establish an Open and Honest Team Environment
Use a Co-Project Manager Model
Chapter 5
111
112
112
112
Discussion Questions
113
What Are Project Management Process Groups?
Overview of the 10 Project Management
Knowledge Areas
115
116
Contents
Project Integration Management
Project Scope Management
Project Schedule Management
Project Cost Management
Project Quality Management
Quality Planning Process
Quality Assurance Process
Quality Control Process
Project Resource Management
Project Communications Management
Who Are the Project Stakeholders?
What Do They Need to Know about the Project?
How Should Their Needs Be Met?
Project Risk Management
Risk Identification
Risk Assessment
Risk Mitigation
Risk Monitoring
Project Procurement Management
Vendor Solicitation
Vendor Evaluation
Types of Contracts
Discussion Points for Negotiating the Final Contract
Final Contract Negotiation
Vendor Management
Project Stakeholder Management
Overview of the Five Process Groups
The Initiating Process Group
The Planning Process Group
The Executing Process Group
The Monitoring and Controlling Process Group
The Closing Process Group
Mapping Knowledge Areas to Process Groups
How to Use the Mapping
Using Process Groups to Define PMLC Models
A Look Ahead: Mapping Process Groups to
Form Complex PMLC Models
116
117
117
118
118
119
119
119
120
120
121
121
121
121
123
124
128
128
129
130
133
137
138
139
139
143
144
144
145
146
147
147
148
148
149
149
Discussion Questions
149
Part II
Traditional Project Management
151
Chapter 6
How to Scope a TPM Project
Using Tools, Templates, and Processes to Scope
a Project
Managing Client Expectations
153
Wants vs. Needs
Project Scoping Process
154
155
155
156
xix
xx
Contents
Conducting Conditions of Satisfaction
157
Establishing Clarity of Purpose
158
Specifying Business Outcomes
159
Conducting COS Milestone Reviews
159
The Project Scoping Meeting
159
Purpose160
Attendees160
Agenda161
Project Scoping Meeting Deliverables
161
Creating the RBS
162
Stakeholder Participation in Requirements Elicitation and
Decomposition164
Approaches to Requirements Elicitation and Decomposition 165
Shuttle Diplomacy and Resolving Requirements Elicitation
and Decomposition Differences
170
Project Classification
171
Determining the Best-Fit PMLC Model
173
Writing the POS
174
Submitting the POS
187
Chapter 7
Discussion Questions
190
How to Plan a TPM Project
Using Tools, Templates, and Processes to Plan a Project
The Importance of Planning
Using Application Software Packages to Plan a Project
191
192
193
194
Determining the Need for a Software Package
194
Project Planning Tools
195
Sticky Notes
196
Marking Pens
196
Whiteboard196
How Much Time Should Planning Take?
197
Planning and Conducting Joint Project Planning Sessions
198
Planning the JPPS
199
Attendees200
Facilities202
Equipment203
The Complete Planning Agenda
203
Deliverables204
Running the Planning Session
205
Building the WBS
206
Using the RBS to Build the WBS
206
Uses for the WBS
208
Thought-Process Tool
209
Architectural-Design Tool
209
Planning Tool
209
Project-Status-Reporting Tool
209
Contents
Generating the WBS
Converting the RBS to the WBS
Six Criteria to Test for Completeness in the WBS
Status and Completion Are Measurable
The Activity Is Bounded
The Activity Has a Deliverable
Time and Cost Are Easily Estimated
Activity Duration Is Within Acceptable Limits
Work Assignments Are Independent
The Seventh Criterion for Judging Completeness
Exceptions to the Completion Criteria Rule
Approaches to Building the WBS
Noun-Type Approaches
Verb-Type Approaches
Organizational Approaches
Selecting the Best Approach
Representing the WBS
210
210
212
212
213
214
214
214
214
215
215
216
218
218
219
220
220
Estimating223
Estimating Duration
Resource Loading versus Task Duration
Variation in Task Duration
Six Methods for Estimating Task Duration
Extrapolating Based on Similarity to Other Tasks
Studying Historical Data
Seeking Expert Advice
Applying the Delphi Technique
Applying the Three-Point Technique
Applying the Wide-Band Delphi Technique
Estimation Life Cycles
Estimating Resource Requirements
People as Resources
Resource Organizational Structure
Determining Resource Requirements
Resource Planning
Estimating Cost
Cost Budgeting
Cost Control
Constructing the Project Network Diagram
223
224
226
226
227
227
228
228
229
230
230
231
232
233
234
234
235
237
237
238
Envisioning a Complex Project Network Diagram
238
Benefits to Network-Based Scheduling
239
Building the Network Diagram Using the
Precedence Diagramming Method
240
Dependencies242
Constraints243
Technical Constraints
244
Management Constraints
246
xxi
xxii
Contents
Interproject Constraints
Date Constraints
Using the Lag Variable
Creating an Initial Project Network Schedule
Critical Path
Near-Critical Path
Analyzing the Initial Project Network Diagram
Compressing the Schedule
Management Reserve
Writing an Effective Project Proposal
246
247
247
248
250
252
253
253
255
256
Contents of the Project Proposal
257
Executive Summary
257
Background257
Objective257
Overview of the Approach to Be Taken
257
Detailed Statement of the Work
258
Time and Cost Summary
258
Appendices258
Format of the Project Proposal
258
Gaining Approval to Launch the Project
Discussion Questions
Chapter 8
258
259
How to Launch a TPM Project
263
Using the Tools, Templates, and Processes to Launch a Project 264
Recruiting the Project Team
265
Core Team Members
When to Select the Core Team Members
Selection Criteria
Client Team
When to Select the Client Team
Selection Criteria
Contract Team Members
Implications of Adding Contract Team Members
Selection Criteria
Developing a Team Deployment Strategy
266
266
266
269
269
269
269
270
270
271
Developing a Team Development Plan
272
Conducting the Project Kick-Off Meeting
272
Purpose of the Project Kick-Off Meeting
273
Attendees273
Facilities and Equipment
274
Sponsor-Led Part
274
Project Manager?Led Part
275
The Working Session Agenda
275
Introducing the Project Team Members to Each Other
275
Writing the Project Definition Statement
276
Reviewing the Project Plan
277
Contents
Finalizing the Project Schedule
Writing Work Packages
277
277
Establishing Team Operating Rules
277
Situations that Require Team Operating Rules
278
Problem Solving
278
Decision Making
280
Conflict Resolution
281
Consensus Building
282
Brainstorming283
Team Meetings
284
Team War Room
286
Physical Layout
286
Variations287
Operational Uses
287
Managing Scope Changes
The Scope Change Management Process
Management Reserve
Scope Bank
Managing Team Communications
287
288
290
292
292
Establishing a Communications Model
292
Timing293
Content293
Choosing Effective Channels
294
Managing Communication beyond the Team
296
Managing Communications with the Sponsor
296
Upward Communication Filtering and ?Good News?
297
Communicating with Other Stakeholders
298
Assigning Resources
Leveling Resources
Acceptably Leveled Schedule
Resource Leveling Strategies
298
299
301
301
Utilizing Available Slack
302
Shifting the Project Finish Date
302
Smoothing303
Alternative Methods of Scheduling Tasks
303
Further Decomposition of Tasks
303
Stretching Tasks
304
Assigning Substitute Resources
304
Cost Impact of Resource Leveling
305
Finalizing the Project Schedule
Writing Work Packages
Purpose of a Work Package
Format of a Work Package
Work Package Assignment Sheet
Work Package Description Report
Discussion Questions
305
307
307
308
308
309
311
xxiii
xxiv
Contents
Chapter 9
How to Execute a TPM Project
313
Using Tools, Templates, and Processes to Monitor and Control 314
Establishing Your Progress Reporting System
314
Types of Project Status Reports
315
Current Period Reports
315
Cumulative Reports
315
Exception Reports
315
Stoplight Reports
316
Variance Reports
317
How and What Information to Update
319
Frequency of Gathering and Reporting Project Progress
320
Variances321
Positive Variances
321
Negative Variances
321
Applying Graphical Reporting Tools
Gantt Charts
Stoplight Reports
Burn Charts
Milestone Trend Charts
Earned Value Analysis
Integrating Milestone Trend Charts and Earned Value Analysis
Integrating Earned Value
Integrating Milestone Trend Data
Managing the Scope Bank
Building and Maintaining the Issues Log
Managing Project Status Meetings
Who Should Attend Status Meetings?
When Are Status Meetings Held?
What Is the Purpose of a Status Meeting?
What Is the Status Meeting Format?
The 15-Minute Daily Status Meeting
Problem Management Meetings
322
322
323
324
326
331
331
332
334
334
335
335
336
336
336
337
338
Defining a Problem Escalation Strategy
338
Project Manager?Based Strategies
Resource Manager?Based Strategies
Client-Based Strategies
The Escalation Strategy Hierarchy
339
339
340
340
Gaining Approval to Close the Project
Discussion Questions
Chapter 10
322
341
341
How to Close a TPM Project
343
Using Tools, Templates, and Processes to Close a TPM Project 344
Writing and Maintaining Client Acceptance Procedures
344
Closing a TPM Project
Getting Client Acceptance of Deliverables
Ceremonial Acceptance
Formal Acceptance
345
345
345
346
Contents
Installing Project Deliverables
Phased Approach
Cut-Over Approach
Parallel Approach
By-Business-Unit Approach
Documenting the Project
Reference for Future Changes in Deliverables
Historical Record for Estimating Duration and
Cost on Future Projects, Activities, and Tasks
Training Resource for New Project Managers
Input for Further Training and Development of the
Project Team
Input for Performance Evaluation by the
Functional Managers of the Project Team Members
Conduct the Post-implementation Audit
Write the Final Report
Celebrate Success
346
346
346
347
347
347
347
347
348
348
348
349
351
352
Discussion Questions
352
Part III
Complex Project Management
353
Chapter 11
Complexity and Uncertainty in the Project Landscape
What Is Complex Project Management?
355
356
Implementing CPM Projects
Fully Supported Production Versions of Partial Solutions Are
Released to the End User Quarterly or Semi-Annually
Intermediate Non-production Versions Are
Released to a Focus Group Every 2?4 Weeks
Co-located CPM Project Teams
Cross-Project Dependencies
Project Portfolio Management
357
357
358
358
359
359
What Is Lean Agile Project Management?
360
Understanding the Complexity/Uncertainty Domain of Projects361
Requirements364
Flexibility365
Adaptability366
Risk vs. the Complexity/Uncertainty Domain
367
Team Cohesiveness vs. the Complexity/Uncertainty Domain
368
Communications vs. the Complexity/Uncertainty Domain
369
Client Involvement vs. the Complexity/Uncertainty Domain
370
The Client?s Comfort Zone
372
Ownership by the Client
372
Client Sign-Off
373
Specification vs. the Complexity/Uncertainty Domain
373
Scope Change vs. the Complexity/Uncertainty Domain
375
Business Value vs. the Complexity/Uncertainty Domain
377
Discussion Questions
379
xxv
xxvi
Contents
Chapter 12
Agile Complex Project Management Models
Iterative Project Management Life Cycle
Definition of the Iterative PMLC Model
Most of the Solution Is Clearly Known
Likely to Be Multiple Scope Change Requests
Concern about Lack of Client Involvement
Scoping Phase of an Iterative PMLC Model
Planning Phase of an Iterative PMLC Model
Launching Phase of an Iterative PMLC Model
Executing Phase of an Iterative PMLC Model
Closing Phase of an Iterative PMLC Model
Adapting and Integrating the APM Toolkit
Scoping the Next Iteration/Cycle
Planning the Next Iteration/Cycle
Launching the Next Iteration/Cycle
Executing the Next Iteration/Cycle
Closing the Next Iteration/Cycle
Deciding to Conduct the Next Iteration/Cycle
Closing the Project
Chapter 13
381
382
382
383
384
384
384
385
386
387
387
387
388
389
389
390
390
390
391
Discussion Questions
391
Extreme Complex Project Management Models
The Complex Project Landscape
What Is Extreme Project Management?
393
394
395
Extreme Project Management Life Cycle Model
What Is Emertxe Project Management?
The Emertxe Project Management Life Cycle
When to Use an Emertxe PMLC Model
Research and Development Projects
Problem Solving Projects
395
396
396
396
397
397
Using the Tools, Templates, and Processes
for Maximum Extreme PMLC Model Effectiveness
Scoping the Next Phase
Planning the Next Phase
Launching the Next Phase
Executing the Next Phase
Closing the Phase
Deciding to Conduct the Next Phase
Closing the Project
Using the Tools, Templates, and Processes for
Maximum xPM and MPx Effectiveness
Scoping the Next Phase
Planning the Next Phase
Launching the Next Phase
Executing the Next Phase
Closing the Phase
397
398
398
399
399
400
400
400
400
401
401
402
403
403
Contents
Deciding to Conduct the Next Phase
Closing the Project
Chapter 14
403
403
Discussion Questions
404
Hybrid Project Management Framework
What Is a Hybrid Project?
405
406
What Is Hybrid Project Management?
A Robust Hybrid PMLC Model
Ideation Phase
Set-up Phase
Execution Phase
407
407
408
408
408
What Is a Hybrid Project Manager?
The Occasional Project Manager
The Career Project Manager
The Hybrid Project Manager
Following and Creating Recipes
Characteristics of the Hybrid Project Manager
What Does a Hybrid Project Manager Want?
Background of the Effective Complex
Project Management (ECPM) Framework
409
409
409
410
411
412
412
415
What Does the ECPM Contain?
416
ECPM Process Flow Diagram
417
Project Ideation Phase
420
Step 1: Develop a Business Case
420
Step 2: Elicit Requirements
420
Step 3: Write a Project Overview Statement
421
Project Set-up Phase
421
Step 4: Classify the Project
421
Step 5: Choose the Best-Fit PMLC Model Template
422
Step 6: Assess Project Characteristics
424
Step 7: Modify PMLC Model Template
424
Project Execution Phase
425
Step 8: Define Version Scope
426
Step 9: Plan the Next Cycle
426
Step 10: Build the Next Cycle Deliverables
426
Step 11: Conduct Client Checkpoint
427
Step 12: Close the Version
430
Variations430
Proof of Concept
431
Revising the Version Plan
431
Imbedding ECPM in Traditional Project Management
432
The Hybrid PMLC Project Types
434
Traditional Hybrid Projects
435
Agile Hybrid Projects
435
Extreme Hybrid Projects
436
Emertxe Hybrid Projects
436
Hybrid Project Types
436
xxvii
xxviii Contents
Process/Product Design
Process/Product Improvement
Problem Solution
Standards and the Hybrid Framework
Project Ideation: What Are We Going to Do?
Input Phase: Define the Problem or Opportunity
Project Set-up: How Will We Do It?
Project Execution: How well did we do?
The Hybrid Team Structure
Co-Project Managers
The Occasional PM: Project Support Office
Vetted Portfolio of Tools, Templates, and Processes
Coaching and Consulting
Targeted and Customized Training
PSO Support Services for Business Unit Managers
Chapter 15
437
437
437
438
440
440
442
443
444
446
448
449
450
450
450
Discussion Questions
451
Comparing TPM and CPM Models
Linear PMLC Model
453
454
Characteristics455
Complete and Clearly Defined Goal, Solution,
Requirements, Functions, and Features
455
Few Expected Scope Change Requests
455
Routine and Repetitive Activities
456
Use of Established Templates
457
Strengths458
The Entire Project Is Scheduled at the Beginning
of the Project
458
Resource Requirements Are Known from the Start
459
Linear PMLC Models Do Not Require t