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Visualizing Project Management


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Table of Contents

Introduction Using Visual Models to Master Complex Systems xxi Part One Using Models and Frameworks to Master Complex Systems 1 Why Are Project Requirements a Critical Issue? 3 Maintaining consistency of the business case, the project scope, and customer needs 2 Visualizing the Project Environment 8 Using systems thinking to understand and manage the bigger picture 3 Modeling the Five Essentials 19 Visualizing the critical relationships in managing projects Part Two The Essentials of Project Management 4 Organizational Commitment 37 Ensuring success with management support, quality environment, and needed resources 5 Project Communication 48 Communicating clearly, completely, and concisely 6 Teamwork 69 Maximizing team energy and output 7 The Project Cycle 84 Understanding the steps and gates in every project life cycle 8 The Ten Management Elements 129 Comprehending the relationships among the techniques to be applied throughout the cycle Part Three The Ten Management Elements in Detail 9 Project Requirements 137 Ensuring satisfied users by determining and delivering what's wanted 10 Organization Options 167 Selecting and adapting the structure for the project 11 The Project Team 181 Getting the right people 12 Project Planning 196 Determining the best way to get there 13 Opportunities and Their Risks 223 Seeking and seizing opportunities and managing their risks 14 Project Control 254 Making sure the right things happen and the wrong things don't 15 Project Visibility 278 Providing project transparency for everyone involved 16 Project Status 292 Discovering the problems 17 Corrective Action 312 Fixing the problems 18 Project Leadership 319 Motivating and inspiring the team Part Four Implementing the Five Essentials 19 Principles and Tactics for Mastering Complexity 341 Implementing the technical development process 20 Integration, Verification, and Validation 361 Delivering the right thing, done right 21 Improving Project Performance 381 Moving beyond success Appendixes A Web Site for Forms and Templates 401 B The Professional and Standards Environment 403 C The Role of Unified Modeling Language (TM) in Systems Engineering 409 D A Summary of the Eight Phase Estimating Process 415 E Overview of the SEI-CMMI 421 Glossary One Hundred Commonly Misunderstood Terms 427 Notes 435 Index 441

About the Author

KEVIN FORSBERG, PHD, CSEP, is cofounder of The Center for Systems Management, which provides project management and systems engineering services to an international client list that includes the CIA, Nokia, Lockheed Martin, and NASA. Dr. Forsberg has over forty-five years of experience in the project management and systems engineering fields and has won numerous awards, including the NASA Public Service Medal, the CIA Seal Medallion, and the INCOSE Pioneer Award. HAL MOOZ, PMP, CSEP, is cofounder of The Center for Systems Management and has twenty-three years of experience consulting to government and private organizations, including AT&T, NASA, Bell Labs, and GTE. He has developed leading university and industry project management training programs and trained more than 10,000 high-technology project managers. He was awarded the CIA Seal Medallion and the INCOSE Pioneer Award. HOWARD COTTERMAN has served The Center for Systems Management in roles ranging from project manager to president. His executive posts at leading technology companies include vice president of Rockwell International and engineering director responsible for Intel's family of microcomputers.

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