Download - Accelerate: Building Strategic Agility for a Faster-Moving

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Index 553

Index

AAccelerate: Building Strategic Agility for a

Faster-Moving World(Kotter),470acceleration,sustaining,471–472Acceptcolumn,taskboard,406,407acceptancecriteriaproductbacklogrefinement,350,352userstories,254

accommodationapproachtoconflictresolution,122

accountability,inscrumdevelopmentteams,362–363

accuracyofexpendituredata,145ofscheduleperformancedata,137ofwork-effortdata,141–142,147

achievedpower,40actionverbs,definingactivitieswith,50activitiesdurationestimateimproving,104–106overview,102–103resourcecharacteristics,103–104supportinginformationsources,finding,104underlyingfactors,determining,103

innetworkdiagrams,74–75precedenceof,determining,84–87processesrelatedto,527reducingtime,strategiesforgeneraldiscussion,95–96newstrategy,developing,100performingactivitiesatsametime, 96–100

subdividingactivities,101–102scheduleperformance,monitoring,132–138inwork-orderagreement,113

activities,inWBSdefiningwithactionverbs,50deliverable/activityhierarchy,52–53

activityattributes,527activitychecklists,171activitylist,106,527activity-in-boxnetworkdiagram,76activity-on-arrownetworkdiagram,77activity-on-nodenetworkdiagram,76AddTaskstoTimelinedialogbox,Microsoft

Project2019,201administrativeissues,handlingduringclosure,

158–159affinityestimating,265–267,371–373after-party,288AgileAlliance,206,214–215,428AgileCoaches,478agileframeworks,430agileimplementation,threelevelsof,439–440agilelitmustest,230–231AgileManifesto,500agilelitmustest,230–231AgilePrinciplesofcustomersatisfaction,216–218listof,214–215ofproductdevelopment,222–226ofquality,218–220ofteamwork,220–222

generaldiscussion,205–208informationradiators,306overview,428–429PlatinumPrinciples,226valuesofchangesasresultof,229–230customercollaborationovercontractnegotiation,212–213

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554 Project Management All-in-One For Dummies


AgileManifesto(continued)individualsandinteractionsoverprocessesandtools,209–210

respondingtochangeoverfollowingaplan,213–214

workingsoftwareovercomprehensivedocumentation,210–212

agilementor,242,298–299agilepractices,431AgilePrinciplesofcustomersatisfaction,216–218informationradiators,306listof,214–215overview,206,429–430ofproductdevelopment,222–226ofquality,218–220ofteamwork,220–222

agileproductdevelopment.See alsodailyworkcycle;specific steps;sprints

decompositionofrequirements,253–254,260–261

generaldiscussion,222–226,427–431just-in-timeplanning,234–237overview,233–234productbacklog,251–252userstoriesaffinityestimating,265–267creating,246–260estimationpoker,262–265generaldiscussion,254–256INVESTapproach,262

Agile Retrospectives: Making Good Teams Great (DerbyandLarsen),318,414–416

analysisparalysis,421anchoruserstory,263AnnexA1ofPMBOK Guideknowledgeareasoverview,520–521,534ProjectCommunicationsManagement,537ProjectCostManagement,536ProjectIntegrationManagement,534ProjectProcurementManagement,538ProjectQualityManagement,536

ProjectResourceManagement,536–537ProjectRiskManagement,537–538ProjectScheduleManagement,535ProjectScopeManagement,535ProjectStakeholderManagement,538

mappingprocesses,539–540processesclosing,532–534definitionsrelatedto,519–521executing,529–530initiating,523–525monitoringandcontrolling,531–532planning,525–529projectmanagementprocessgroups, 521–523

announcingnewprojects,127–128projectclosure,160

antipatterns,421applicationprocess,PMPexam,510–512appreciationforteammembercontributions,160approvalsobtainingbeforeclosure,159forplans,15teammemberrole,118

approvedprojectplan,reviewing,117arrowdiagram,77arrows,innetworkdiagrams,76artifact,249ascribedpower,40aspirationalstandards,CodeofEthicsand

ProfessionalConduct,542–543fairness,547–548honesty,549–550respect,545–546responsibility,543–544

AssignResourcesdialogbox,MicrosoftProject2019,199

assignmentsadditional,21newmembers,21overview,15–16

Index 555


assumptions,inWBS,49assumptionsaboutorganizationalculture,

445–446auditingprojects,170authorityofstakeholders,confirming,39–40automatedtesting,302autonomy,500availabilityofresources,104averagevalue,106avoidanceapproachtoconflictresolution,122

Bbackingintoschedule,avoiding,93–94backlog,product,245commonpractices,354–357completing,251–252informationradiators,306itemsfromsprintretrospectives,adding,319overview,347–349,431possibleitems,353–354prioritizingrequirements,247–250prioritymatrix,382productroadmapasinitial,339–340refining,279–281affinityestimating,371–373estimationpoker,369–370Fibonaccinumbersandstorypoints,368–375fistoffive,370–371generaldiscussion,349–353overview,367–368velocity,374–375

releaseplanning,268terminology,342updating,259,349userstories,354–357

backlog,sprintbreakingdownuserstoriesintotasksfor,

281–283burndowncharts,289–291,392–393exampleof,278informationradiators,306overview,392

ownershipof,294planningsprints,276–277prioritizingsprints,397settingcapacity,394–395trackingprogress,289–292updatingatendofday,307working,395–396

Backstageview,MicrosoftProject2019,192back-to-frontmethod,86backwardpass,81–84barriers,enablingactionbyremoving,470–471baselineforprojectrebaselining,151setting,127

BigOpportunity,creatingsenseofurgencyaround,466–467

Blanchard,Ken,333bottom-upapproach,forWBS,59–60bottom-upstrategyforenterpriseagility

transformation,438–439,464–465,491.See alsoFearlessChange

boxes,innetworkdiagrams,76brainstormingapproach,forWBS,59–60,65breakpoints,workwithnoobvious,inWBS,55bubble-chartWBSformat,65budgetassigningtovaluestream,496–497developing,528expenditures,monitoring,143–147proceduresforstayingwithin,147–148sprintreviews,evaluatingat,313

burndowncharts,289–291informationradiators,306scrumprojects,392–393

businessagility,432,439–441,492BusinessCase,174,180business-relatedprojects,10

Ccalculationquestions,PMPexam,515capacityofresources,104capacityofsprintbacklog,setting,394–395



carrying-out-the-workphasechecklistsandtemplatesfor,175–176drivers,involvingin,34observers,involvingin,35overview,11shortcuts,avoiding,20stakeholderauthority,defining,39–40supporters,involvingin,35

categories,usinginstakeholderregister,25–26categorizingprojectwork,inWBS,60–61CD(continuousdeployment),271,301centerofexcellence(CoE),467–469certainty,needfor,417–418certification,PMP,187,505challenges,awarenessof,11–12,20–21change,asprojectvariable,186changeevangelists,474,478,479ChangeLog,182changemyths,avoiding,478–480changepatterns,476changerequestsmanaging,151processesrelatedto,530,531respondingto,152

changesweetspot,437–438changevision,forming,468–469changestoproductbacklog,349chargecodes,126charismaticindividuals,454charm,personal,479chartsburndown,289–291,306,392–393Gantt,107,108–109,134–135MicrosoftProject2019,191PERT,77visualizationstrategies,228–229

checklistsactivity,171forcarrying-out-the-workphase,175–176forclosingphase,157,176completion,171control,182information,172

fororganizingandpreparingphase,175overview,169forpost-projectevaluation,176–177properuseof,170–171forstartingprojectphase,173–174typesof,171–172

checks,monitoring,145chiefinformationofficer(CIO),32CI(continuousintegration),219,271,301clarity,inproductbacklogrefinement,

350,352classicalapproach,77clients,instakeholderregister,26closingphaseadministrativeissues,handling,158–159checklistsandtemplatesfor,176closingprocesses,12,17,532–534difficultiesin,156documentsfor,183drivers,involvingin,34observers,involvingin,35overview,11,155–156planningfor,156–157post-projectevaluationconductingmeeting,163–165followingupon,165overview,160planningfor,161–162preparingformeeting,162–163

shortcuts,avoiding,20supporters,involvingin,35teamfocus,reinforcing,158teamtransition,159–160updatinginitialplansfor,157

closingquestions,PMPexam,509–510CodeofEthicsandProfessionalConduct,PMIbasicsof,542–543fairnessstandards,547–549honestystandards,549–550keyterms,551overview,506–507,541–542respectstandards,545–547responsibilitystandards,543–545

Index 557


CoE(centerofexcellence),467–469cognitiveconsistencytheory,363collaborationapproachtoconflictresolution,122collaborationcultureblendedcultures,449enterpriseagilitytransformationin,456–458overview,436

collaborativedesign,300collaborators,instakeholderregister,26co-locatedteams,364combinedactivityandmilestonereport,106,

133–134combinedmilestoneandGanttchart,107commitmenttoenterpriseagilitytransformation,444processsuccessand,13reconfirming,130,131

communication.See alsofeedbackface-to-face,221,364feedbackloop,411,418–419,423formality,resisting,226–227processsuccessand,13processesrelatedto,530,532projectmanager,roleof,188withstakeholders,37teamoperatingprocesses,119withteams,220–222transparency,419–420

communicationsmanagementplan,181,528communitiesofpractice(CoPs),454companyculture.Seeorganizationalculturecompetencecultureenterpriseagilitytransformationin,452–454FearlessChangeapproachfor,491overview,436

competitionapproachtoconflictresolution,122completionchecklists,171compliance,incontrolculture,450compromiseapproachtoconflictresolution,122computer-basedtrackingsystems,138conditionallyrepeatingwork,inWBS,54–55ConeofUncertainty,418

confirmationbias,487,490conflictofinterest,548–549conflictresolution,120–123exampleof,121–122minimizingconflict,120–121operatingprocesses,119

consultationresource,119contextualmenuofcommandoptions,Microsoft

Project2019,199contingencyplan,69continuousdeployment(CD),271,301continuousintegration(CI),219,271,301contractforservicesreceived,inWBS,

56–57contractnegotiation,agilefocusoncustomer

collaborationover,208,212–213contractors,instakeholderregister,26controlchecklists,182controlcultureblendedcultures,449compliancein,450decision-makingin,450effectingchangein,451–452enterpriseagilitytransformationin,

450–452exampleoffailedtransformationin,451overview,436–437relianceonbigsystems,450–451

controllingprocesses.Seemonitoringandcontrollingprocesses

Conway’sLaw,453CoPs(communitiesofpractice),454correctiveactions,130,150costestimates,528costmanagementplan,181,527costperformancebaseline,528costreport,145costsinMicrosoftProject2019,188processesrelatedto,532projectmanagerresponsibilities,188projectvariables,186sprintreviews,evaluatingat,313



crises,planningduring,18–19criticalpathmethod(CPM),79–84backwardpass,81–84forwardpass,80–81importanceofcriticalpath,79–80

criticalpathsdefined,79importanceof,79–80reducinglengthof,94–100scheduleperformance,monitoring,135

cross-cuttingskill,506cross-functionalteams,361–362,428,462Crossing the Chasm(Moore),332cultivationculture,437,454–456culture,organizationalblendedcultures,449enterpriseagilitytransformationbenefitsof,459–460businessagility,achieving,439–441challengesin,458–459changesweetspot,437–438incollaborationculture,456–458committingtoradicalchange,444incompetenceculture,452–454incontrolculture,450–452incultivationculture,454–456culturalinertia,overcoming,480–483effectofcultureon,445–447identifyingexistingculture,436–437, 447–449

mappingoutplan,439overview,435,443planningfor,461–462reviewingframeworks,435shuhariapproach,441strategiesfor,437–441tolerancefor,434top-downandbottom-upstrategies,438–439,464–465

visionstatement,creating,460–461existingculture,identifying,486–488levelsofassumptionsabout,445–446

scrumconversionand,327SWOTdiagramof,488–490typesof,436–437,448

cultureofinnovation,423–424currentbaseline,142customersatisfaction,inagiledevelopment,

216–218customerservicedepartment,244customertesting,275customersagilefocusoncollaborationwith,208,

212–213identifyingforuserstories,257–259overview,187preparingforproductrelease,274instakeholderregister,26

DDAD(DisciplinedAgileDelivery),433,498dailyhuddle.Seedailyscrumdailyscrumconducting,402–403coveringimportanttopics,286–287defining,400–402effectivenessof,287–289,403–404lengthof,400–401overview,236,285–286,400propsfor,287scheduling,402scrumprojects,400–404standingupduring,403tardiness,penalizing,402

dailystandup.Seedailyscrumdailyworkcycle.See alsodailyscrumagilementor,responsibilitiesof,298–299developmentteammembers,responsibilitiesof,

296–297informationradiators,305–306overview,285productowner,responsibilitiesof,

295–296scrummaster,responsibilitiesof,297–298

Index 559


shippablefunctionalitydeveloping,300–301elaboration,300overview,299–300roadblocks,identifying,304–305verifying,301–304

stakeholders,responsibilitiesof,298trackingprogressoverview,289sprintbacklog,289–292taskboard,292–294

wrappingupatendofday,307deBono,Edward,424deathmarch,224decision-makingincontrolculture,450questionsfordecision-makers,14teamoperatingprocesses,119

decisiveness,ofproductowner,330decompositionguidelinesfor,260–261overview,26,253–254scrumprojectslevelsof,346,347overview,345prioritizationofrequirements,345–346sevenstepsofrequirementbuilding,346–347

userstoriesaffinityestimating,265–267creating,246–260estimationpoker,262–265generaldiscussion,254–256INVESTapproach,262

dedicatedteams,361–362definitionof“done”(DoD),306,365–367,462delays,identifyingpossiblecausesof,149–150deliverable/activityhierarchy,52–53deliverables,530.See alsoworkbreakdown

structuredecompositionprocess,44–45defined,44,186

deliverable/activityhierarchy,52–53naminginWBS,49

DeliveryStages,documentsfor,183dependencies,248deploymentofproduct,preparingfor,271Derby,Esther,318,414–416DerbyandLarsenmodel,414–416developmentapproaches,inWBS,58–60developmentoperations(DevOps),271developmentteam.See alsodailyscrumco-locating,364dailyresponsibilitiesofmembers,

296–297dedicatedteamsandcross-functionality,

361–362developing,300–301elaboration,300estimatingandassigningeffortvalues,247overview,360productowner,roleof,327productvisionstatement,reviewingwith,242self-organizingandself-managing,

362–363sizeof,360sprintretrospectives,315–319,412–416sprintreview,310–315,409–412uniquenessof,360verifying,301–304

developmentvaluestreams,495DevOps(developmentoperations),271dictionary,WBS,70,527diffusionofinnovationstheory,476–477directauthority,21DisciplinedAgileDelivery(DAD),433,498discretionarydependencies,86displayformats,WBS,62–65displayingschedule,106–109distracters,PMPexam,515distributionlist,24diversity,respectaspirationalstandardsabout,

545–546diversityofprojects,10



documentsagilefocusonworkingsoftwareover

comprehensive,207,210–212controllingprojects,183done,definitionof,306,365–367,462identifyingusefuldocumentation,211–212forKickOff,180levelofdocumentation,decidingon,184overview,179forprojectplanning,180–182

DoD(definitionof“done”),306,365–367,462Donecolumn,taskboard,406draftofproductvisionstatement,creating,

239–241drawingnetworkdiagrams,76–77Drive(Pink),500–501driverscategorizingstakeholdersas,31–33confirmingparticipationof,114–115decidingwhentoinvolve,33–34methodsforinvolving,36–37

Drucker,Peter,437dualoperatingsystem,470–471,472durationestimate,527improving,104–106overview,102–103resourcecharacteristics,103–104supportinginformationsources,finding,104underlyingfactors,determining,103

durationofactivities,innetworkdiagrams,74–75durationofprojectdisplayingschedule,106–109durationestimateimproving,104–106overview,102–103resourcecharacteristics,103–104supportinginformationsources,finding,104underlyingfactors,determining,103

networkdiagrams,87–92analysisexample,87–92definingelementsin,74–76drawing,76–77interpreting,79–84

overview,73–74precedence,determining,84–87reading,77–78

overview,73–74reducing,strategiesforgeneraldiscussion,95–96newstrategy,developing,100performingactivitiesatsametime,96–100subdividingactivities,101–102

surveys,conducting,52–53timeconstraint,meeting,94–95

dutyofloyalty,549

Eearliestfinishdate,79,80–81earlieststartdate,79,80–81earlyadopters,476–477earlymajority,476–477EEF(enterpriseenvironmentalfactor),530effectivenessofdailyscrum,287–289,403–404effort,defined,247effortestimate,246–250,25580/20rule(ParetoPrinciple),381elaboration,300electronicuserstorytools,255emotionalfactors,addressing,478empiricalapproach,417–418empiricalprocesscontrol,492endusers,instakeholderregister,25,27enterpriseagilityagileversus,427–431defining,431–432frameworks,432–433

enterpriseagilitytransformation.See also Fearless Change;Kotterapproach

benefitsof,459–460businessagility,achieving,439–441challengesin,458–459changesweetspot,437–438incollaborationculture,456–458committingtoradicalchange,444incompetenceculture,452–454

Index 561


incontrolculture,450–452incultivationculture,454–456culturalinertia,overcoming,480–483culture,effecton,445–447identifyingexistingculture,436–437,447–449mappingoutplan,439overview,435,443planningfor,461–462reviewingframeworks,435shuhariapproach,441strategiesfor,437–441ten-stepapproachtoagileframework,selecting,497–499changemanagementtechnique,choosing,491epics,shiftingfromdetailedplansto,499–500existingculture,identifying,486–488overview,485–486respectingandtrustingpeople,500–501startingLACE,493–494SWOTdiagramofculture,488–490trainingmanagersinLeanthinking,491–493valuestream,assigningbudgetto,496–497valuestream,choosing,494–495

tolerancefor,434top-downandbottom-upstrategies,438–439,

464–465visionstatement,creating,460–461

enterpriseenvironmentalfactor(EEF),530environment,asprojectvariable,186epics,260,342,499–500escalationproceduresinconflictresolution,120estimate,defined,247estimatingactivitydurations,527activityresources,527costs,528efforts,forproductroadmap,246–250scrumprojectsaffinityestimating,371–373done,definitionof,365–367estimationpoker,369–370Fibonaccinumbersandstorypoints,368–375

fistoffive,370–371gettingedgeon,365overview,367–368velocity,374–375

estimationpoker,262–265,369–370,431ethicscomplaintstandards,544–545ethicsstandards.SeeCodeofEthicsand

ProfessionalConduct,PMIethnocentrism,546evaluation,project.Seepost-projectevaluationevents,innetworkdiagrams,75excuses,respondingto,18–19executingprocesses,12,15–16,529–530executingquestions,PMPexam,509existingculture,identifying,436–437collaborationculture,456–458competenceculture,452–454controlculture,450–452cultivationculture,454–456generaldiscussion,447–449inten-stepapproach,486–488

expansionofprojectwork,avoiding,153expectedvalue,106expenditures,monitoringgeneraldiscussion,143–147proceduresforstayingwithinbudget,147–148

ExploratoryandBusinessCaseDevelopment,180externaldependencies,86externalforces,421externalstakeholders,26extremeprogramming(XP),224,271,301,430

Fface-to-facecommunication,221,364fairnessstandards,CodeofEthicsand

ProfessionalConduct,547–549fasttracking,95FearlessChangechangeevangelist,recruiting,474changemyths,avoiding,478–480changepatterns,476diffusionofinnovationstheory,476–477



FearlessChange(continued)fear,leveraging,475innovatorsandearlyadopters,recruiting,477overview,438,473ratesofchange,476selecting,491self-fulfillingprophecy,creating,476tailoringmessage,477top-downchangeversus,474–475

Fearless Change: Patterns for Introducing New Ideas (RisingandManns),473,476,478

features,245–246,260,342feedbackfixingproblems,327insprintreviewmeeting,314–315stakeholder,411forteammembers,159,164throughoutprojects,312

feedbackloop,411,418–419,423Fibonaccinumbersaffinityestimating,371–373estimationpoker,262–265,369–370sprintplanning,390storypointsand,368–375

FileRibbontab,MicrosoftProject2019,191–192filldownoption,MicrosoftProject2019,200fillinginemptyteamroles,115–116finalizingproductvisionstatement,242financialexpenditures,125financialtrackingsystem,146–147finishdateearliest,79,80–81latest,79,81–84

finish-to-finishprecedencerelationship,84–85finish-to-startprecedencerelationship,84–85fistoffive,370–371float,79,135backwardpass,81–84free,83–84total,83–84

focusofteamsduringclosingphase,reinforcing,158

formality,resisting,226–227

formalizingcontrolprocess,148–149FormatRibbontab,MicrosoftProject2019,194formingstage,123forwardpass,80–81frameworksagile,430enterpriseagility,432–433,435,497–499

freefloat,83–84freeslack,83–84front-to-backmethod,86fudgefactors,105functionalmanagers,instakeholderregister,29functionalityovercomprehensivedocumentation,

210–211fundsexpenditures,monitoring,143–147proceduresforstayingwithinbudget,

147–148

GGanttchart,107,108–109,134–135GanttChartview,MicrosoftProject2019,

192–193generalists,454goalsforproduct,239release,382–383sprint,382,387,389–390sprintplanningmeeting,settingin,279–281forteams,developing,118

graphicalview,63graphs,228–229groupmeetingswithprojectstakeholders,36groups,MicrosoftProject2019,191Guide to the Project Management Body of Knowledge

(PMBOK Guide),516–517knowledgeareasoverview,520–521,534ProjectCommunicationsManagement,537ProjectCostManagement,536ProjectIntegrationManagement,534ProjectProcurementManagement,538ProjectQualityManagement,536

Index 563


ProjectResourceManagement,536–537ProjectRiskManagement,537–538ProjectScheduleManagement,535ProjectScopeManagement,535ProjectStakeholderManagement,538

mappingprocesses,539–540precedencerelationships,84–85processesclosing,532–534definitionsrelatedto,519–521executing,529–530initiating,523–525monitoringandcontrolling,531–532planning,525–529projectmanagementprocessgroups,521–523

projectcomponents,9slacktime,83

guidingcoalition,building,467–468

Hhelpdesks,273hierarchydiagram,63highfunctioningteams,123–125highest-priorityvaluerequirements,345–346high-leveltimeframes,determining,250hiringteammembers,115–116honestystandards,CodeofEthicsand

ProfessionalConduct,549–550humanresourcemanagementplan,181,528

Iicons,usedinbook,2identificationquestions,PMPexam,515identifiers,inwork-orderagreement,113identityofteam,creating,116–117immediatepredecessor,85,86–87improvementsitems,inproductbacklogs,354InProgresscolumn,taskboard,405–406indented-outlineWBSformat,63–64indexcards,userstorieson,255,355–356individuals,agilefocuson,207,209–210

in-flightcoursecorrection,422–423informalagreements,10informalwrittencorrespondence,with

stakeholders,36informationchecklists,172informationradiators,305–306informationsources,findingsupporting,104initiatingprocesses,12,13–14,523–525initiatingquestions,PMPexam,507–508innovation,fostering,500innovativeculture,423–424innovators,476–477inputs,defining,519–520inspectingandadapting,237antipatterns,421cultureofinnovation,423–424externalforces,421feedbackloop,418–419in-flightcoursecorrection,422–423needforcertainty,417–418overview,417sprintretrospective,416testinginfeedbackloop,423transparency,419–420

integrationtesting,302interactions,agilefocuson,207,209–210interestofstakeholders,assessing,40–41InterfaceGanttchart,108–109internalstakeholders,25–26interpretingnetworkdiagrams,79–84introducingteammembers,15INVESTapproach,262,353involvementofstakeholdersdecidingwhentoinvolve,33–36maximizing,37methodsforinvolving,36–37

in-your-facedocumentation,366irontriangle,496iterationsbenefitsforproductdevelopment,224overview,216retrospectivesafter,221



JJohnson,Spencer,333just-in-timeplanninginspectingandadapting,237overview,233,234–235productbacklog,251–252productroadmapestimatingeffortsandorderingrequirements,246–250

high-leveltimeframes,determining,250overview,243–244productfeatures,arranging,245–246productrequirements,establishing,245productstakeholders,identifying,244–245savingwork,250–251

productvisionstatementdraftof,creating,239–241finalizing,242overview,237–238productobjective,developing,239validatingandrevising,241–242

progressiveelaborationofrequirements,236forreleases,270RoadmaptoValue,234–236

KKanban,272,293,430,431,433KickOff,173–174,180knowledgeareasmappingprocessesto,539–540overview,520–521,534ProjectCommunicationsManagement,537ProjectCostManagement,536ProjectIntegrationManagement,534ProjectProcurementManagement,538ProjectQualityManagement,536ProjectResourceManagement,536–537ProjectRiskManagement,537–538ProjectScheduleManagement,535ProjectScopeManagement,535ProjectStakeholderManagement,538

knownunknowns,68Kotter,John,466,470Kotterapproachacceleration,sustaining,471–472changevisionandstrategicinitiatives,forming,

468–469guidingcoalition,building,467–468institutingchange,472oddsofsuccess,improving,472–473overview,438removingbarriers,enablingactionby,470–471selecting,491senseofurgencyaroundaBigOpportunity,

creating,466–467short-termwins,generating,471stepsin,465–466volunteerarmy,enlisting,469–470

Llabellingentries,inWBS,61–62laborreports,142–143LACE(Lean-AgileCenterofExcellence),467–468,

493–494lag,85laggards,477Large-ScaleScrum(LeSS),433,498Larsen,Diana,318,414–416latemajority,477lateralthinking,424latestfinishdate,79,81–84lateststartdate,79,81–84lawofdiminishingreturns,381lead,85leadershipincollaborationculture,456incompetenceculture,452incontrolculture,450incultivationculture,454failuresinenterpriseagilitytransformation,458Kotterapproach,466–467,471

LeanProductDelivery,433leanstartup,430

Index 565


Leanthinking,trainingmanagersin,491–493Lean-AgileCenterofExcellence(LACE),467–468,

493–494legalcontracts,10legaldepartmentfeedbackinproductroadmapstage,245releaseplanning,273

legalrequirements,precedenceof,85legalityofstakeholderinvolvement,37lengthofsprints,planning,387–388LeSS(Large-ScaleScrum),433,498lessonslearnedsession.Seepost-project

evaluationlevelofdocumentation,deciding,184levelsofdecomposition,346,347liaisons,27lifecycleofprojects,10–12ofsprint,388–389,397

litmustest,agile,230–231logic,indeterminationofprecedence,85logicaldependencies,indeterminationof

precedence,86logistics,inreleaseplanning,273logs,181–182long-termprojects,WBSfor,55–56

Mmadestuffup(MSU),PMPexam,515maintenanceandsupportwork,272–273maintenanceitems,inproductbacklogs,354managerschoosing,inprecedenceofactivities,86motivationforenterpriseagilitytransformation,

482–483respectingandtrustingothers,500–501traininginLeanthinking,491–493

mandatorydependencies,85mandatorystandards,CodeofEthicsand

ProfessionalConductfairness,548–549honesty,550overview,542–543

respect,546–547responsibility,544–545

Manns,MaryLynn,473,476,478manualtrackingsystems,138mappingprocesses,539–540marketpreparingforproductrelease,274speedofreleaseto,325–326

marketingdepartmentfeedbackinproductroadmapstage,244releaseplanning,273,274

marketingmaterials,275mastery,501meetings,establishingschedulesfor,126–127Mehrabian,Albert,364MicrosoftProject2019contextualmenuofcommandoptions,199filldownoption,200navigatingshortcuts,200openingnewprojectsin,189–191othertoolsin,194–196overview,185,188–189projectmanager,roleof,187–188projectvariables,186quickselections,200ResourceInformationdialogbox,198–199RibbonandRibbontabs,navigating,191–194schedulemodelsin,189subtasks,200TaskInformationdialogbox,197–198TellMeWhatYouWanttoDofeature,196Timelineshortcuts,201timescaleunits,201undooption,202

milestonesmilestonelist,106,527innetworkdiagrams,74–75scheduleperformance,monitoring,132–138

minimalmarketablefeatures,267minimumviableproduct(MVP),378–379,380–381missionstatement,468mobprogramming,303



monitoringandcontrollingprocesses,12,16–17,183,531–532

monitoringandcontrollingquestions,PMPexam,509

Moore,Geoffrey,239,240,332mostlikelyestimate(tm),106motivationofemployees,500–501forenterpriseagilitytransformation,482–483

MSU(madestuffup),PMPexam,515MVP(minimumviableproduct),378–379,380–381mythsaboutchange,478–480

Nnamingdeliverables,inworkbreakdown

structure,49navigatingshortcuts,MicrosoftProject2019,200needforcertainty,417–418needsassessmentsurvey,49negotiatingingoodfaith,546–547networkdiagrams,87–92,527analysisexample,87–92criticalpathmethodbackwardpass,81–84forwardpass,80–81importanceofcriticalpath,79–80

definingelementsin,74–76drawing,76–77interpreting,79–84overview,73–74precedence,determining,84–87reading,77–78

New One Minute Manager, The(BlanchardandJohnson),333

noncriticalpath,79normingstage,123–124

Oobjectives,defined,44observers,115categorizingstakeholdersas,31–33decidingwhentoinvolve,34–36methodsforinvolving,36–37

obstaclestoenterpriseagilitytransformation,overcoming,480–483

Occam’sRazor,339offshoreteams,sprintmeetingswith,389one-daysprints,272one-on-onemeetingswithstakeholders,36operatingprocessesforteams,defining,119operationaleffectiveness,177operationalsupport,preparingfor,272–273operationalvaluestreams,495optimisticestimate(to),106orderingrequirements,inproductroadmap,

246–250organization,preparingforproductrelease,

273–274organizationalchange.Seeenterpriseagility

transformationorganizationalclout,305organizationalcultureblendedcultures,449enterpriseagilitytransformationbenefitsof,459–460businessagility,achieving,439–441challengesin,458–459changesweetspot,437–438incollaborationculture,456–458committingtoradicalchange,444incompetenceculture,452–454incontrolculture,450–452incultivationculture,454–456culturalinertia,overcoming,480–483effectofcultureon,445–447identifyingexistingculture,436–437, 447–449

mappingoutplan,439overview,435,443planningfor,461–462reviewingframeworks,435shuhariapproach,441strategiesfor,437–441tolerancefor,434top-downandbottom-upstrategies,438–439,464–465

visionstatement,creating,460–461

Index 567


existingculture,identifying,486–488levelsofassumptionsabout,445–446scrumconversionand,327SWOTdiagramof,488–490typesof,436–437,448

Organizational Culture and Leadership(Schein),445–446

organization-chartWBSformat,63organizingandpreparingphasechecklistsandtemplatesfor,175drivers,involvingin,34observers,involvingin,35overview,11supporters,involvingin,35

output,defined,520outsourcing,364outstandingtransactions,reconciling,159overheaditems,inproductbacklogs,354overtime,395ownership,inscrumdevelopmentteams,362–363

Ppairprogramming,227,302,362ParetoPrinciple(80/20rule),381participationinteams,confirming,112–115PearsonVuewebsite,512peerreview,302pen-and-pencilrule,379penetrationtesting,302percentcompleted,132–138performanceassessing,130PMISforexpenditures,monitoring,143–147overview,131–132scheduleperformance,monitoring, 132–138

workeffort,monitoring,138–143ofteams,controlling,125

performingprocesses,16,124personeffort,130personalprojects,10personas,257–259,306,355

personnelresourceuse,125PERT(programevaluationandreview

technique),106PERTchart,77pessimisticestimate(tp),106phasesofprojectlifecyclechecklistsandtemplatesfor,173–176overview,10–11

Pink,Daniel,500–501planningpoker,262–265planningprocessesdocumentsfor,180–182generaldiscussion,12,14–15,525–529shortcuts,avoiding,19–20

planningquestions,PMPexam,508PlatinumPrinciples,226PMBOK Guide. See Guide to the Project Management

Body of KnowledgePMI.SeeProjectManagementInstitutePMIS.Seeprojectmanagementinformation

systemPMO(projectmanagementoffice),488,491PMP(ProjectManagementPlan),180–181,526PMP(ProjectManagementProfessional)

certification,187,505PMP Certification Handbook,510PMPexam.SeeProjectManagement

Professionalexampoker,estimation,262–265,369–370,431post-projectevaluation,17,128checklistsandtemplatesfor,176–177conductingmeeting,163–165documentsfor,183followingupon,165overview,160planningfor,161–162preparingformeeting,162–163

powerofstakeholders,assessing,40–41Power-InterestGrid,41PowerPointpresentations,479precedencediagrammingmethod,76precedenceofactivities,determiningexampleof,88–89generaldiscussion,84–87



predecessorschoosingimmediate,86–87exampleof,88–89factorsaffecting,84–86

preparingforprojectwork,15–16primaryresponsibility,118prioritizingrequirementsinproductroadmap,247–250releasegoalsand,382releaseplanning,380–381inscrum,324–325,345–346insprints,397

proactivity,18proceduralrequirements,precedenceof,85processdecisionframework,433processgroups,521–523processimprovementplan,528processversusprojects,8processesclosing,12,17,532–534definitionsrelatedto,519–521executing,12,15–16,529–530initiating,12,13–14,523–525inknowledgeareasoverview,534ProjectCommunicationsManagement,537ProjectCostManagement,536ProjectIntegrationManagement,534ProjectProcurementManagement,538ProjectQualityManagement,536ProjectResourceManagement, 536–537

ProjectRiskManagement,537–538ProjectScheduleManagement,535ProjectScopeManagement,535ProjectStakeholderManagement,538

mapping,539–540monitoringandcontrolling,12,16–17,183,

531–532planningdocumentsfor,180–182generaldiscussion,12,14–15,525–529shortcuts,avoiding,19–20

projectmanagementprocessgroups,521–523valuing,209–210

procurementsnegotiatingingoodfaith,546–547processesrelatedto,529,530,532,533procurementmanagementplan,181,529

product,defining,462productbacklog,245commonpractices,354–357completing,251–252informationradiators,306itemsfromsprintretrospectives,adding,319overview,347–349,431possibleitems,353–354prioritizingrequirements,247–250prioritymatrix,382productroadmapasinitial,339–340refining,279–281affinityestimating,371–373estimationpoker,369–370Fibonaccinumbersandstorypoints,368–375fistoffive,370–371generaldiscussion,349–353overview,367–368velocity,374–375

releaseplanning,268terminology,342updating,259,349userstories,354–357

productbacklogestimates,252,365productcanvas,306productdevelopment,agile.Seeagileproduct

developmentproductfeatures,arranging,245–246productincrements,412.See alsoshippable

functionalityproductobjective,developing,239productowner,216benefitsofscrum,329–331dailyresponsibilitiesof,295–296dailyscrum,285–289,401developing,300–301elaboration,300

Index 569


estimatingandassigningeffortvalues,247helpdeskreporting,273productowneragentrole,330,364rejectionofrequirements,407–408releaseplans,381responsibilitiesof,327–329reviewforshippablefunctionality,303–304sprintretrospective,315–319,412–416sprintreview,310–315,409–412verifyingshippablefunctionality,301–304visionstatement,creating,331–333

productowneragents,330,364productrequirementsforproductroadmap,245userstories,creating,259

productroadmapestimatingeffortsandorderingrequirements,

246–250estimationpoker,262–265high-leveltimeframes,determining,250informationradiators,306overview,234,243–244productfeatures,arranging,245–246productrequirements,establishing,245productstakeholders,identifying,244–245savingwork,250–251scrumprojectscreating,342–343generaldiscussion,339–341terminology,342timeframe,setting,343–345toolsfor,341

productstakeholders.Seestakeholdersproductsupport,273productvisionstatementdraftof,creating,239–241forenterpriseagilitytransformation,460–461finalizing,242generalizations,avoidingin,241informationradiators,306overview,234,237–238productobjective,developing,239

scrumprojects,331–333,382validatingandrevising,241–242

product-relatedprocesses,521products,preparingfordeployment,271professionalsocieties,instakeholderregister,26professionalism,545–546programevaluationandreviewtechnique

(PERT),106programversusprojects,8progressGanttchart,134–135progressreports,126–127,136,137,183progressiveelaborationofrequirements,236Project2019,Microsoft.SeeMicrosoftProject2019projectaudit,170ProjectBrief,174projectchampion,33,114–115ProjectCharter,180,524ProjectCommunicationsManagement,537ProjectCompletionReport,183projectcontrolchanges,managing,151correctiveactions,150delaysandvariances,identifyingpossiblecauses

of,149–150formalizingcontrolprocess,148–149generaldiscussion,130–131overview,129PMISexpenditures,monitoring,143–147overview,131–132scheduleperformance,monitoring, 132–138

workeffort,monitoring,138–143problems,preventingwith,147–148rebaselining,151respondingtochangerequests,152scopecreep,avoiding,152

ProjectCostManagement,536ProjectEvaluationReport,183projectexecutivesponsor,confirming

participationof,114–115projectfundingrequirements,528ProjectIdea,180



ProjectIntegrationManagement,534ProjectIssue,183projectlog,128,182projectmanagementclosingprocesses,12,17,532–534defined,12–13executingprocesses,12,15–16,529–530initiatingprocesses,12,13–14,523–525monitoringandcontrollingprocesses,12,16–17,

183,531–532planningprocessesdocumentsfor,180–182generaldiscussion,12,14–15,525–529shortcuts,avoiding,19–20

projectmanagementinformationsystem(PMIS)expenditures,monitoring,143–147overview,131–132scheduleperformance,monitoring,132–138workeffort,monitoring,138–143

ProjectManagementInstitute(PMI).See also Guide to the Project Management Body of Knowledge;ProjectManagementProfessionalexam

CodeofEthicsandProfessionalConductbasicsof,542–543fairnessstandards,547–549honestystandards,549–550keyterms,551overview,506–507,541–542respectstandards,545–547responsibilitystandards,543–545

membership,511ProjectManagementKnowledgeAreasoverview,520–521,534ProjectCommunicationsManagement,537ProjectCostManagement,536ProjectIntegrationManagement,534ProjectProcurementManagement,538ProjectQualityManagement,536ProjectResourceManagement,536–537ProjectRiskManagement,537–538ProjectScheduleManagement,535ProjectScopeManagement,535ProjectStakeholderManagement,538

projectmanagementoffice(PMO),488,491ProjectManagementPlan(PMP),180–181,526projectmanagementprocessgroups,

521–523ProjectManagementProfessional(PMP)

certification,187,505ProjectManagementProfessional(PMP)examapplicationprocess,510–512arrivingonexamday,513–514closingquestions,509–510examblueprint,506–507examscoring,507executingquestions,509gettingresultsof,516initiatingquestions,507–508knowledgeandskills,506monitoringandcontrollingquestions,509overview,505planningquestions,508PMBOK Guide,familiaritywith,516–517PMICodeofEthicsandProfessionalConduct,

506–507preparingfor,512–513,516–517qualificationsfor,510scheduling,512tipsfor,516typesofquestions,514–515

projectmanagementtriangle,496projectmanagerchallenges,awarenessof,20–21excuses,respondingto,18–19roleof,17–21,187–188shortcuts,avoiding,19–20instakeholderregister,25tasks,18

ProjectMemo,183projectnumber,126projectplan.See alsoworkbreakdownstructuredecompositionprocess,44–45documentsfor,180–182outlining,14–15overview,43–44reviewingwithteam,117

Index 571


projectplanningandtrackingsystem,choosing,137–138

ProjectProcurementManagement,538ProjectQualityManagement,536ProjectResourceManagement,536–537ProjectRibbontab,MicrosoftProject2019,

193–194ProjectRiskManagement,537–538projectschedule,527ProjectScheduleManagement,535ProjectScopeManagement,181,535projectscopestatement,527projectsponsor,33,187ProjectStakeholderManagement,538projectstakeholdersauthorityof,confirming,39–40categorizingdrivers,supporters,orobservers,

31–33involvinginprojectdecidingwhento,33–36maximizinginvolvement,37methodsfor,36–37

overview,23–24participationof,confirming,112–115powerandinterestof,assessing,40–41stakeholderregistercategories,using,25–26completingandupdating,28–30displaying,38overview,24potentialstakeholders,26–27sample,27–28starting,25–28templates,30–31

ProjectSteeringGroup(PSG),184projectteamsannouncingprojects,127–128approvedprojectplan,reviewing,117baseline,setting,127emptyroles,fillingin,115–116focusduringclosingphase,reinforcing,158goals,developing,118identity,creating,116–117

operatingprocesses,defining,119overview,111–112participationin,confirming,112–115performanceof,controlling,125post-projectevaluation,128processesrelatedto,530relationshipsamong,supportingdevelopment

of,120resolvingconflicts,120–123rolesin,specifying,118–119schedulesfor,establishing,126–127smoothfunctioningof,123–125thinkingandactingasateam,227–228trackingsystems,125–126transitionafterclosingprojects,159–160

projectvariables,MicrosoftProject2019,186projectsdiversityof,10lifecycleof,10–12maincomponentsof,8–9processversus,8programversus,8

PSG(ProjectSteeringGroup),184public,instakeholderregister,26pullmechanism,396purchaseorders,monitoring,145purchaserequisitions,monitoring,145purpose-drivendevelopment,383Pygmalion,476

QqualificationsforPMPexam,510qualitativeriskanalysis,528qualityinagiledevelopment,218–220processesrelatedto,528,532ofworkbreakdownstructure,improving,66

qualitychecklists,182,528qualitymanagementplan,528qualitymetrics,528quantitativeriskanalysis,528questionsfordecision-makers,14



QuickAccesstoolbar,MicrosoftProject2019,190,191,194–195

quickselections,MicrosoftProject2019,200

Rradicalchange,committingto,444RAM(responsibilityassignmentmatrix),119ratesofchange,476RationalUnifiedProcess(RUP),450readingnetworkdiagrams,77–78rebaselining,151reconfirmingcommitments,130,131recruitingchangeevangelist,474earlyadopters,477innovators,477teammembers,115–116

reducingtime,strategiesforgeneraldiscussion,95–96newstrategy,developing,100performingactivitiesatsametime,96–100subdividingactivities,101–102

Reengineering Alternative, The(Schneider),448register,stakeholder.Seestakeholderregisterregressiontesting,302regulationsandlegalrequirements,mandatory

standardsfor,544regulators,instakeholderregister,26rejectedrequirements,dealingwith,

407–408relationshipsamongteammembers,supporting

developmentof,120relativeestimating,248,368releasegoals,268–269,382–383releaseplanning,260creatingplan,268–270overview,235preparingforrelease,271–275withproductroadmap,244,343–345scrumprojectsoverview,378–380prioritizingrequirements,380–381

releasegoals,382–383releaseplan,stepsin,384–385releasesprints,383–384

releasesprint,270,367,383–384releasetrainmodel,385Remembericon,2ReportRibbontab,MicrosoftProject2019,193reportscombinedactivityandmilestone,106,133–134cost,145establishingschedulesfor,126–127labor,142–143inMicrosoftProject2019,189progress,126–127,136,137,183scheduleperformance,136,137status,422–423typesof,183wrap-up,165

representationalanchor,372requesters,instakeholderregister,25requiredrecipientofprojectresults,119requirements.See alsodecomposition;product

roadmapdocumentation,527prioritizinginproductroadmap,247–250releasegoalsand,382releaseplanning,380–381inscrum,324–325,345–346insprints,397

processesrelatedto,527inproductbacklogs,354progressiveelaborationof,236rejected,dealingwith,407–408unfinished,handling,408–409

requirementsmanagementplan,526requirementstraceabilitymatrix,527resolvingconflicts,120–123resourcebreakdownstructure,527ResourceInformationdialogbox,Microsoft

Project2019,198–199resourcerequirements,527

Index 573


ResourceRibbontab,MicrosoftProject2019,193resourcesdurationestimate,103–104inMicrosoftProject2019,188overview,8–9processesrelatedto,527projectmanager,roleof,187projectvariables,186providing,462

respectstandards,CodeofEthicsandProfessionalConduct,545–547

respectingpeople,500–501respondingtochange,agilefocuson,208,

213–214respondingtochangerequests,152responsibilityassignmentmatrix(RAM),119responsibilitystandards,CodeofEthicsand

ProfessionalConduct,543–545retrospectives,sprint.Seesprintretrospectivereturnoninvestment(ROI),239reviewofBusinessCase,180revisingproductvisionstatement,241–242Ribbon,MicrosoftProject2019,190,

191–194Ribbontabs,MicrosoftProject2019,190,

191–194riggedfunctionality,313Rising,Linda,473,476,478riskassessinginproductroadmap,248–249defined,247effectonprojects,9processesrelatedto,528–529,532productbacklogrefinement,350,352projectvariables,186inWBS,68–69

RiskLog,182RiskManagementPlan,181,528RiskPlan,175riskregister,528roadblocks,identifying,304–305roadmap,product.Seeproductroadmap

RoadmaptoValuedailyscrumcoveringimportanttopics,286–287effectivenessof,287–289overview,285–286scrumprojects,400–404

inspectingandadapting,319–320overview,234–236,315–316preparingfor,317productbacklog,251–252productroadmapestimatingeffortsandorderingrequirements,246–250

high-leveltimeframes,determining,250overview,243–244productfeatures,arranging,245–246productrequirements,establishing,245productstakeholders,identifying, 244–245

savingwork,250–251productvisionstatementdraftof,creating,239–241finalizing,242overview,237–238productobjective,developing,239validatingandrevising,241–242

releaseplanning,267–270overview,378–380prioritizingrequirements,380–381releasegoals,382–383releaseplan,stepsin,384–385releasesprints,383–384

runningmeeting,317–319sprintplanning,388–392overview,275–276sprintbacklog,276–277

sprintplanningmeetingbreakingdownuserstoriesintotasks, 281–283

overview,277–279settinggoalsandchoosinguserstories,279–281



RoadmaptoValue(continued)sprintretrospective,412–416sprintreviewfeedback,collecting,314–315overview,309–310preparingfor,310–311runningmeeting,311–314scrumprojects,409–412

Rogers,Everett,476–477ROI(returnoninvestment),239rolesinteams,specifying,118–119rollingwaveplanning,56,525RUP(RationalUnifiedProcess),450

Ssalesdepartment,244,273sandwichtechnique,414savingwork,forproductroadmap,

250–251ScaledAgileFramework(SAFe),433,437,

450–451,498schedulebackingin,avoiding,93–94displaying,106–109durationestimateimproving,104–106overview,102–103resourcecharacteristics,103–104supportinginformationsources,finding,104underlyingfactors,determining,103

firststepsindeveloping,92–93networkdiagrams,87–92analysisexample,87–92definingelementsin,74–76drawing,76–77interpreting,79–84overview,73–74precedence,determining,84–87reading,77–78

overview,8–9,73–74processesrelatedto,527,532projectmanager,roleof,187

reducingtime,strategiesforgeneraldiscussion,95–96newstrategy,developing,100performingactivitiesatsametime,96–100subdividingactivities,101–102

forreportsandmeetings,establishing,126–127surveys,conducting,52–53timeconstraint,meeting,94–95

scheduleachievement,125schedulebaseline,527schedulemanagementplan,527schedulemodels,MicrosoftProject2019,189scheduleperformance,monitoring,132–138accuracyofdata,137analyzingperformance,133–135data,choosing,132–133datacollection,135–137trackingsystem,choosing,137–138

schedulingdailyscrum,402PMPexam,512

Schein,Edgar,445–446schemesforcreatingworkbreakdown

structure,57–58Schneider,William,448scopedefining,527overview,8–9processesrelatedto,526,532projectmanager,roleof,187projectvariables,186

scopebaseline,527scopecreep,avoiding,152scopemanagementplan,526ScopeStatement,174scrumantipatterns,421cultureofinnovation,423–424externalforces,421feedbackloop,418–419in-flightcoursecorrection,422–423needforcertainty,417–418

Index 575


overview,430testinginfeedbackloop,423transparency,419–420

ScrumGuide,416scrummaster,283benefitsofscrum,335–336dailyresponsibilitiesof,297–298dailyscrum,285–289,400–404overview,333productvisionstatement,reviewingwith,242relationships,developing,336roadblocks,managing,304–305roleindevelopment,301scrumteamcapacity,increasing,395asservantleader,335sprintretrospective,315–319,412–416sprintreview,409–412traitsof,334–335

scrummentors,337scrumprojects,208backlogestimation,365benefitsofscrum,323–327dailyscrum,400–404decompositionlevelsof,346,347overview,345prioritizationofrequirements,345–346sevenstepsofrequirementbuilding,346–347

developmentteamco-locating,364dedicatedteamsandcross-functionality,361–362

overview,360self-organizingandself-managing,362–363uniquenessof,360

done,definitionof,365–367estimaterefinementaffinityestimating,371–373estimationpoker,369–370Fibonaccinumbersandstorypoints,368–375fistoffive,370–371overview,367–368velocity,374–375

productbacklogcommonpractices,354–357overview,347–349possibleitems,353–354refinement,349–353terminology,342updating,349userstories,354–357

productownerrole,327–331productroadmapcreating,342–343generaldiscussion,339–341terminology,342timeframe,setting,343–345toolsfor,341

releaseplanningoverview,378–380prioritizingrequirements,380–381releasegoals,382–383releaseplan,stepsin,384–385releasesprints,383–384

scrummasterrole,333–336scrummentors,337sprintbacklogburndowncharts,392–393overview,392prioritizingsprints,397settingcapacity,394–395working,395–396

sprintretrospective,412–416sprintreview,409–412sprintsdefining,386planning,389–392planninglengthof,387–388sprintlifecycle,388–389,397

stakeholderrole,336–337taskboardoverview,404–406rejectedrequirements,dealingwith,407–408swarming,406–407unfinishedrequirements,handling,408–409

visionstatementsfor,331–333



scrumteams.See alsoscrummasterdailyresponsibilitiesagilementor,298–299developmentteammembers,296–297overview,294–295productowner,295–296scrummaster,297–298stakeholders,298

dailyscrummeetingcoveringimportanttopics,286–287effectivenessof,287–289overview,285–286

externalforces,421informationradiators,305–306operationalsupport,272–273productbacklogrefinement,349–353shippablefunctionalitydeveloping,300–301elaboration,300overview,299–300roadblocks,identifying,304–305verifying,301–304

sprintplanningmeetingbreakingdownuserstoriesintotasks, 281–283

overview,277–279settinggoalsandchoosinguserstories,279–281

sprintretrospectivesinspectingandadapting,319–320overview,315–316preparingfor,317runningmeeting,317–319

sprintreviewfeedback,collecting,314–315overview,309–310preparingfor,310–311runningmeeting,311–314

trackingprogressoverview,289sprintbacklog,289–292taskboard,292–294

velocity,269wrappingupatendofday,307

seagullmanagement,421secondaryresponsibility,118self-encapsulatedteams,360self-fulfillingprophecy,creating,476self-managingteams,362–363self-organizingteams,362–363,428senseofpurpose,501senseofurgencyaroundaBigOpportunity,

creating,466–467servantleader,335shadowing,227,362sheets,MicrosoftProject2019,191shippablefunctionalitydeveloping,300–301elaboration,300overview,299–300roadblocks,identifying,304–305sprintreview,310–311verifying,301–304

shortcuts,avoiding,19–20shortcuts,inMicrosoftProject2019contextualmenuofcommandoptions,199filldownoption,200navigatingshortcuts,200quickselections,200ResourceInformationdialogbox,

198–199subtasks,200TaskInformationdialogbox,197–198Timelineshortcuts,201timescaleunits,201undooption,202

short-termwins,generating,471shuhariapproach,441SimpleLean-AgileMindset(SLAM),492situationalquestions,PMPexam,515situationallyinformedstrategy.Seejust-in-time

planningsizesofprojects,10skeptics,steamrollingover,479

Index 577


slackfree,83–84total,83–84

slacktime,79,81–84,135SLAM(SimpleLean-AgileMindset),492smokeandmirrors,421socialculture,324software.See alsoMicrosoftProject2019financialtrackingsystems,146–147scheduleperformancetrackingsystems,138

SOW(statementofwork),174,529speedtomarket,325–326sponsor,project,187SpotifyEngineeringCulture,433,437,498sprintbacklogbreakingdownuserstoriesintotasksfor,

281–283burndowncharts,289–291,392–393exampleof,278informationradiators,306overview,392ownershipof,294planningsprints,276–277prioritizingsprints,397settingcapacity,394–395trackingprogress,289–292updatingatendofday,307working,395–396

sprintgoals,382,387,389–390sprintlifecycle,388–389,397sprintplanningmeeting,390breakingdownuserstoriesintotasks,

281–283enterpriseagilitytransformation,462overview,235,277–279settinggoalsandchoosinguserstories,279–281

sprintretrospective,221DerbyandLarsenprocess,414–416inspectingandadapting,319–320,416overview,236,315–316,412–413preparingfor,317process,413–414

ratioofsprintlengthto,317runningmeeting,317–319sandwichtechnique,414scrumprojects,412–416

sprintreviewfeedback,collecting,314–315withoffshoreteams,389overview,236,309–310,409–410preparingfor,310–311process,410–411productincrements,412runningmeeting,311–314scrumprojects,409–412stakeholderfeedback,411

sprints.See alsosprintplanningmeetingagilementor,responsibilitiesof,298–299benefitsforproductdevelopment,224defined,378defining,386developmentteammembers,responsibilitiesof,

296–297inspectingandadapting,237lengthof,planning,387–388lifecycleof,388–389,397overview,216planningdecompositionin,260–261overview,275–276inscrumprojects,389–392sprintbacklog,276–277velocity,374

productowner,responsibilitiesof,295–296releaseplanning,269retrospectivesafter,221scrummaster,responsibilitiesof,297–298shippablefunctionalitydeveloping,300–301elaboration,300overview,299–300roadblocks,identifying,304–305verifying,301–304

stakeholders,responsibilitiesof,298



staffassignments,530StageCompletionReport,183StagePlan,181StageProgressReport,183StakeholderLog,182StakeholderManagementPlan,181,529stakeholderregistercategories,using,25–26completingandupdating,28–30displaying,38overview,24,524potentialstakeholders,26–27sample,27–28starting,25–28templatesfor,30–31

stakeholdersauthorityof,confirming,39–40categorizingdrivers,supporters,orobservers,

31–33dailyresponsibilitiesof,298identifyingforproductroadmap,244–245involvinginprojectdecidingwhento,33–36maximizinginvolvement,37methodsfor,36–37

managingengagement,530overview,23–24participationof,confirming,112–115powerandinterestof,assessing,40–41processesrelatedto,532productvisionstatement,reviewingwith,242projectvariables,186roleof,336–337sprintreview,409–412userstories,creating,256–257visionstatementforenterpriseagility

transformation,460–461standardapproachestoconflictresolution,120StandishGroupstudy,236,380stand-upmeetings,431startdateearliest,79,80–81latest,79,81–84

startingprojectphasechecklistsandtemplatesfor,

173–174drivers,involvingin,34observers,involvingin,35overview,11supporters,involvingin,35

start-to-finishprecedencerelationship,85start-to-startprecedencerelationship,85State of Scrum 2017–2018report,208statementofwork(SOW),174,529statictesting,302statusbar,MicrosoftProject2019,190,

191,196statusreports,422–423steamrollingoverskeptics,479stickynotes,341stormingstage,123storypoints,368–375strategicinitiatives,forming,468–469strategicvisionandexecution,492subdividingactivities,101–102subtasks,MicrosoftProject2019,200successpatterns,445successors,84suppliers,instakeholderregister,26supportchannels,275supportgroups,instakeholderregister,

26–27supporterscategorizingstakeholdersas,31–33confirmingparticipationof,114–115decidingwhentoinvolve,34–35methodsforinvolving,36–37

supportinginformationsources,finding,104supportingresponsibility,118surveys,forWBS,51–52sustainabilityofagiledevelopment,224swarming,281,354,396,401,406–407swimlanes,293SWOTdiagramofculture,488–490systemtesting,302system-leveloptimization,492

Index 579


Ttailoringmessage,477talent,360tardiness,penalizing,402targetreleasedate,268–269taskboardinformationradiators,306overview,404–406rejectedrequirements,dealingwith,

407–408swarming,406–407trackingprogress,292–294unfinishedrequirements,handling,

408–409TaskInformationdialogbox,MicrosoftProject

2019,197–198TaskRibbontab,MicrosoftProject2019,

192–193tasksinnetworkdiagrams,75sprintplanning,391inuserstories,342

teammembersfillinginemptyroles,115–116focusduringclosingphase,reinforcing,158goalsfor,developing,118participation,confirming,112–115relationshipsamong,supporting,120resolvingconflicts,120–123roles,specifying,118–119instakeholderregister,24,26startingprojects,15–16transitionafterclosingprojects,159–160

teamperformanceassessments,530TeamProgressReport,183teamworkingagreement,306teams.Seedevelopmentteam;projectteams;

scrumteams;teammembersteamwork,inagiledevelopment,220–222TechnicalStufficon,2technique,defined,520TellMeWhatYouWanttoDofeature,Microsoft

Project2019,196

templatesforcarrying-out-the-workphase,175–176forclosingphase,176MicrosoftProject2019,188,189–190fororganizingandpreparingphase,175overview,172forpost-projectevaluation,176–177forproductvisionstatement,239stakeholderregister,30–31forstartingprojectphase,173–174WBS,66–68

testing,270automated,302customer,275done,definitionof,366–367infeedbackloop,423

themes,245–246,260,342thrashing,361time,asprojectvariable,186timeconstraints,meeting,94–95timeframe,setting,343–345timelog,140timesheets,139–140,141–142timeboxing,279,372Timeline,MicrosoftProject2019,190,191,

195,201time-recordingsystems,140–141timescaleunits,MicrosoftProject2019,201Tipicon,2titles,indevelopmentteams,362tm(mostlikelyestimate),106to(optimisticestimate),106ToDocolumn,taskboard,405–406toolsdefined,520valuing,209–210

top-downapproach,forWBS,58–59top-downstrategyforenterpriseagility

transformation,438–439,464–465,474–475,491.See alsoKotterapproach

totalfloat,83–84totalslack,83–84tp(pessimisticestimate),106



trackingprogress,289.See alsosprintbacklog;taskboard

trackingsystemfinancial,146–147scheduleperformance,137–138forteams,125–126work-effort,140–141

traininginenterpriseagility,447,478,481managersinLeanthinking,491–493

transformation,enterpriseagility.See also FearlessChange;Kotterapproach

benefitsof,459–460businessagility,achieving,439–441challengesin,458–459changesweetspot,437–438incollaborationculture,456–458committingtoradicalchange,444incompetenceculture,452–454incontrolculture,450–452incultivationculture,454–456culturalinertia,overcoming,480–483effectofcultureon,445–447identifyingexistingculture,436–437,447–449mappingoutplan,439overview,435,443planningfor,461–462reviewingframeworks,435shuhariapproach,441strategiesfor,437–441ten-stepapproachtoagileframework,selecting,497–499changemanagementtechnique,choosing,491epics,shiftingfromdetailedplansto,499–500existingculture,identifying,486–488LACE,493–494overview,485–486respectingandtrustingpeople,500–501SWOTdiagramofculture,488–490trainingmanagersinleanthinking,491–493valuestream,assigningbudgetto,496–497valuestream,choosing,494–495

tolerancefor,434

top-downandbottom-upstrategies,438–439,464–465

visionstatement,creating,460–461transitionafterclosingprojects,159–160transparency,419–420,547–548trust,500–501

Uundooption,MicrosoftProject2019,202unexpectedevents,12unfinishedrequirements,handling,408–409unittesting,302unknownunknowns,68–69updatinginitialclosureplans,157uppermanagement,instakeholderregister,25urgency,senseof,466–467useracceptancetesting,302userstoriesaffinityestimating,265–267completingproductbacklog,252creating,246–260defined,342estimationpoker,262–265generaldiscussion,254–256INVESTapproach,262,353overview,431releaseplanning,269scrumprojects,354–357shippablefunctionality,300insprintplanningmeetingbreakingdownuserstoriesintotasks,281–283choosing,281–283

threeCsformulafor,255userstoryID,254users,identifyingforuserstories,257–259

Vvalidatingproductvisionstatement,241–242valueassessinginproductroadmap,248–249defined,247userstory,255

Index 581


valuestreamsassigningbudgetto,496–497choosing,494–495development,495operational,495

values,inAgileManifestochangesasresultof,229–230customercollaborationovercontract

negotiation,212–213individualsandinteractionsoverprocessesand

tools,209–210respondingtochangeoverfollowingaplan,

213–214workingsoftwareovercomprehensive

documentation,210–212variance,identifyingpossiblecausesof,149–150velocity,269,374–375vendorbills,monitoring,145vendors,instakeholderregister,26verifyingshippablefunctionality,301–304VersionOnesurvey,480ViewRibbontab,MicrosoftProject2019,194visibilityandperformance,362–363visionstatementdraftof,creating,239–241forenterpriseagilitytransformation,460–461finalizing,242generalizations,avoidingin,241informationradiators,306overview,234,237–238productobjective,developing,239scrumprojects,331–333,382validatingandrevising,241–242

visualizationstrategies,228–229volunteerarmy,enlisting,469–470vonMoltke,Helmuth,234vulnerabilitytesting,302

WWake,Bill,262,353Warningicon,2WBS.Seeworkbreakdownstructure

WBSdictionary,70,527what’sinitforme(WIIFM),37WIP(workinprogress)limits,396WIP(work-in-progress)pullboard,431workbreakdownstructure(WBS)activities,definingwithactionverbs,50assumptions,49brainstormingapproach,59–60bubble-chartformat,65categorizingprojectwork,60–61chargecodes,settingup,126closureactivitiesin,157conditionallyrepeatingworkin,54–55contractforservicesreceived,56–57creating,527deliverable/activityhierarchy,52–53developingforsmallandlargeprojects,

50–51developmentapproaches,58–60displayformats,62–65finalizing,126generaldiscussion,45–47indented-outlineformat,63–64keyquestions,48–49labellingentries,61–62long-termprojects,55–56namingdeliverables,focusingonresults

when,49organization-chartformat,63qualityof,improving,66risks,identifying,68–69rolling-waveapproach,56scheduleperformance,monitoring,

132–138schemesforcreating,57–58specialsituations,dealingwith,53–57surveys,conducting,51–52templates,66–68top-downapproach,58–59WBSdictionary,70,527workwithnoobviousbreakpointsin,55inwork-orderagreement,113



workchecklist,182workeffortmonitoring,138–143overview,75,130

workinprogress(WIP)limits,396workpackages,46,48,70,183workperformancedata,530workinghours,283workingsoftware,agilefocuson,207,210–212

work-in-progress(WIP)pullboard,431work-orderagreement,113–114wrappingupatendofday,307wrap-upreport,165writtenapprovals,37

XXLR8,465–466XP(extremeprogramming),224,271,301,430

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