Aabusive behavior, 124,

199, 273AC. See actual cost (AC)accept response strategy, 200acceptance

deliverables, 104, 197, 253, 271 – 272

documentation of, 338accepted deliverables in

Close Project or Phase process, 352

accounts payable systems, 120accuracy

bottom-up estimating, 336, 349

parametric estimating, 107vs. precision, 327

Acquire Project Team processenvironmental factors, 185outputs, 111Project Human Resource

Management knowledge area, 260 – 261

purpose, 186tools and techniques, 110,

185, 276acquiring clients as

performance indicator, 320

action change control, 180action item logs, 41activities

attributes, 334baseline start and finish

dates, 335cost estimating, 336for deliverables, 178dependencies, 28, 105, 109durations, 331, 351lists, 179, 334metrics, 342PDM, 105

procurement management, 195

resource estimates, 255resource requirements,

179, 349team-building, 261, 349in templates, 334variance, 256

activity on arrow (AOA) analysis, 179, 200

activity on node (AON) diagrams, 291, 330

actual cost (AC), 28in CPI, 100, 257, 341, 351in CV, 100, 182, 340 – 341in EAC, 258in ETC, 181formulas, 29, 43in TCPI, 342

actual cost of work performed (ACWP), 42, 112

actual progress vs. planned, 342

additional work, change requests for, 265

ADM (arrow diagramming method), 200

Administer Procurements process

claims administration, 268inputs, 270outputs, 271performance reporting, 196procurement management,

120, 194, 197, 267, 270

purpose, 120, 270seller performance

requirements, 195tools and techniques, 269

administrative closure procedures, 251

alternative dispute resolution (ADR), 42, 196

alternatives in Lessons Learned, 322

analogous estimating, 107activity duration, 179costs, 181, 258description, 331parameters, 337

anonymous expert judgment in Delphi technique, 175

AOA (activity on arrow) analysis, 179, 200

AON (activity on node) diagrams, 291, 330

appeals, 41appraisal costs, 29, 336, 350approval for project

charters, 346approved change requests

monitoring, 249scheduling, 173

archived records, 346archiving

documents, 271seller performance, 196

arrow diagramming method (ADM), 200

aspirational standardsCode of Ethics and

Professional Conduct, 199, 274

conduct, 33, 198fairness, 123, 198, 274 – 275honesty, 123, 199purpose, 273respect, 198

Assigned Project Manager Responsibility in project charters, 244

assigning project managers, 327

assumptionsdefined, 327Lessons Learned, 322Plan Communications

process, 339in planning, 246

attributes for activities, 334

Index

169766bindex.indd 353 12/12/11 11:12 AM

COPYRIG

HTED M

ATERIAL

354 audits – change requests

auditsAdminister Procurements

process, 269configuration, 171as inspections, 347ISO, 265procurement, 196 – 197quality, 41, 109, 182, 260risk, 192

authority level in project charters, 244

authorization in project charters, 170

authors in project charters, 35availability as assignment

factor, 261avoid risk strategy, 39, 191awards, 340

BBAC. See budget at

completion (BAC)backward pass method in

critical path method, 179balanced matrix

structures, 124bar charts, 106, 180baselines

integrity of, 249performance

measurement, 114projects, 189schedule, 180 – 181, 256scope, 105, 171start and finish dates, 335

behaviorabusive, 124, 199, 273unethical, 122,

273 – 275, 321benefit-cost analyses

change requests, 324process, 339

benefits, employee, 262best practices, identifying, 183biases, official, 326bidder conferences

Conduct Procurements process, 268

description, 193purpose, 194 – 195, 269synonyms, 118

bids in procurement, 276binding arbitration, 121bottom-up estimating, 181,

336, 349bottom-up ETC in EAC

calculations, 258boxes for PDM activities, 105brainstorming

for conflicting objectives, 322

group creativity technique, 347

information gathering, 134nominal group

technique, 325project risks, 115

budget at completion (BAC)in EAC, 258in ETC, 108, 181formulas, 43in TCPI, 342

budgets and budgetingbudgeted cost of work

scheduled, 42cost, 257, 336creating, 37 – 38Determine Budget

process, 345functional managers, 172Project Cost Management

knowledge area, 181Project Integration

Management process, 246

project manager tools, 170RBS, 38Report Performance

process, 189buffers, duration, 255business cases

benefits, 332contents, 172project chartering

and initiation prerequisite, 244

business needsfor project charter, 171project sponsors or

initiators, 171SOW, 244

Ccalendars

Conduct Procurement process, 269

project, 330Capability Maturity Model

Integration (CMMI), 29career paths, 262catastrophic risks, 38cause and effect diagrams,

109, 184CCBs. See change control

boards (CCBs)CCWP (contract work

breakdown structure), 112change control and

changes, 178action, 180components, 324contested, 271contracts, 195, 269description, 173implementation

monitoring, 249meetings, 193process, 187, 246, 269project scope and

requirements, 178review steps, 175

change control boards (CCBs)alternative terms, 32need for, 247responsibilities, 250, 350reviews by, 178

Change Control Procedures process, 245

change requestsfor additional work, 265approaches, 42benefit-cost analyses, 324CCBs. See change control

boards (CCBs)components, 98Conduct Procurement

process, 269contents, 172dealing with, 100for effectiveness and

efficiency, 183implementing, 324initiation and influence

on, 324

169766bindex.indd 354 12/12/11 11:12 AM

changes – configuration status accounting 355

for issue resolution, 189letters for, 264processes. See Perform

Integrated Change Control process

for project expansion and contraction, 98

in quality assurance, 260scheduling, 173status updates, 249, 338written forms, 265

changes. See change control and changes

charters. See project charterscharts. See diagrams and

chartsclaims, 41claims administration, 268client acquisition as

performance indicator, 320

Close Procurements processactions, 102contract completion, 197documentation, 120inputs, 121outputs, 121, 272, 338Project Procurement

Management knowledge area, 120, 267

purpose, 271seller performance, 196tools and techniques,

121, 272Close Project or Phase process

administrative closure, 176deliverables, 175inputs, 95, 101, 251, 352Lessons Learned, 101organizational process

assets, 102outputs, 248Project Integration

Management knowledge area, 244

project management plans for, 175

project manager responsibilities, 176

purpose, 340

Closing process group, 326closing projects

functions, 250processes, 25project administrative

procedures, 251project management process

group, 326terms, 43 – 44

CMMI (Capability Maturity Model Integration), 29

co-location, 262coaching teams, 112Code of Ethics and Professional

Conduct, 24application, 33, 122, 272aspirational standards, 274basis for, 197conflicts of interest,

274 – 276ownership of decisions, 321purpose, 197, 273reports, 123unethical behavior

reports, 321violations, 198 – 199vision statement, 197

codes of accounts, 337collaborating conflict

resolution technique, 350Collect Requirements process

description, 248, 326Project Scope Management

knowledge area, 103stakeholders needs, 328tools and techniques, 252

collective bargaining agreements, 110

commitments, 124communication

components, 30, 264for deliverable

acceptance, 272methods, 31PMBOK Guide, 30 – 31potential channels, 38,

266, 341project manager

responsibilities, 189skills, 188team member styles, 32

verbal face-to-face, 266virtual teams, 262

communications management plans

components, 264contents, 188modifying, 114Project Communications

Management knowledge area, 113

purpose, 38responsibilities for, 188

compensation plans, 262competence improvements

as team effectiveness indicator, 262

competencies of team members, 111

compression, schedule, 334 – 335

compromising techniques, 196, 322, 344, 350

conductabusive, 124, 199, 273unethical, 122, 273, 321

Conduct Procurements processdescription, 193factors, 119inputs, 194, 196outputs, 268 – 269procurement

management, 270Project Procurement

Management knowledge area, 120, 267

purpose, 270seller proposals, 195tools and techniques, 118weighting systems, 345

conferences, bidder. See bidder conferences

confidential information, 320 – 321

configurationmanaging, 100, 178,

247, 324verification and audit, 171

configuration status accounting, 249

169766bindex.indd 355 12/12/11 11:12 AM

356 conflicts and conflict resolution – cost variance (CV)

conflicts and conflict resolution

avoiding, 30compromise techniques,

196, 350confronting, 349duties of loyalty, 124factors, 262managing, 186overall level, 263stakeholders, 322, 339techniques, 350

conflicts of interest, 123Code of Ethics and

Professional Conduct, 274 – 276

disclosing, 198conformance costs, 29, 350confronting technique, 340,

349 – 350consistent underperformance

as termination reason, 196

constraintscontractual agreements, 339documenting, 246Plan Communications

process, 339time-related, 330triple, 322

contested changes, 41, 271contingency reserves

vs. management reserves, 258

managing, 245contingent response

strategies, 191continuous process

improvement, 259contract work breakdown

structure (CWBS), 112contractors

conferences, 118contracts, 270

contractsadministering, 270change control systems,

195, 269closure, 176contractors, 270early termination, 271external customers, 96FP-EPA, 31, 276life cycles, 192, 276

managing, 193modifications, 119procurement, 194procurement management

plans, 268procurement negotiations

discussions, 269in project charters,

170, 244reviewing, 120risk-related decisions, 117seller, 195source selection

criteria, 193terms and conditions, 121types, 31with unions and employee

groups, 339variations, 31

control charts, 43, 109, 184, 267

Control Costs process, 107 – 108, 339

Control Schedule processinputs, 256outputs, 106performance reviews, 254Project Time Management

knowledge area, 254purpose, 106SV and SPI in, 351variance analysis, 180

Control Scope processbaselines, 105inputs, 104, 253outputs, 104project management plan

updates, 178Project Scope Management

knowledge area, 103, 178

purpose, 172, 177variance analysis, 330 – 331variance cause, 253

controllingperformance, 42product and project

scope, 177project management process

group, 326projects, 99

coordinating procurements, 41copying work products, 274

COQ (cost of quality), 29, 108, 350

corporate knowledge base, 250corrective actions

change requests, 98, 172description, 323for issue resolution, 189need for, 123

cost budgeting, 257, 336cost estimates, 336

analogous. See analogous estimating

bottom-up, 336description, 338Planning process

group, 346resource requirements

for, 348three-point, 191

cost managementconsiderations, 335PMBOK Guide, 28 – 29

cost management plans, 335characteristics, 336project budgets, 37

cost of quality (COQ), 29, 108, 350

cost performance index (CPI), 28

calculating, 341CV in, 182in ETC, 108formulas, 28 – 29, 43,

100, 257purpose, 351

cost plus award fee (CPAF) contracts, 31

cost plus fee (CPF) contracts, 118

cost plus fixed fee (CPFF) contracts, 31, 118

cost plus incentive fee (CPIF) contracts, 31, 118

cost plus percentage of cost (CPPC) contracts, 112

cost-reimbursable contracts, 117, 268

cost variance (CV), 28analysis, 180calculating, 340 – 341in EV, AC, SV, CPI, and

SPI, 182formulas, 29, 43, 129

169766bindex.indd 356 12/12/11 11:12 AM

costs – Determine Budget process 357

costsactivities, 336appraisal, 29, 336, 350as assignment factor, 261budgeting, 257, 336conformance and

nonconformance, 29, 350

estimating. See cost estimates

failure, 29, 108overhead, 257, 340prevention, 29, 336project cost management,

181, 335quality, 29, 108, 259, 350resources, 336in triple constraints, 322

country cultural norms, 320CPAF (cost plus award fee)

contracts, 31CPF (cost-plus fee)

contracts, 118CPFF (cost plus fixed fee)

contracts, 31, 118CPI. See cost performance

index (CPI)CPIF (cost plus incentive fee)

contracts, 31, 118CPM (critical path

methodology), 32description, 179forward pass using, 254purpose, 347 – 348

CPPC (cost plus percentage of cost) contracts, 112

crashing schedules, 334 – 335Create WBS process, 102, 171

components, 337decomposition, 103,

330 – 331, 333inputs, 252outputs, 261, 329purpose, 36, 176, 328scope baselines, 105

criteriadecomposition

verification, 329project charter, 338selection factors,

118 – 119, 194

seller evaluation, 268success, 244

critical chain method, 255critical path method (CPM), 32

description, 179forward pass using, 254purpose, 347 – 348

critical pathsdescription, 255network diagrams, 106resources for, 349revising, 351

cultural issues, 171, 320customers

educating, 320requests by, 244

CV. See cost variance (CV)CWBS (contract work

breakdown structure), 112

Ddates, baseline, 335deception, 321decision rating charts, 347decision tree diagrams,

267, 347decisions

in Lessons Learned, 322ownership, 198, 275, 321style factors, 32styles, 32

decompositionCreate WBS process, 103,

330 – 331, 333Define Activities

process, 254hierarchical, 171objectives, 333verification criteria, 329WBS, 103 – 104

defect repairs, change requests for, 172

Define Activities processdecomposition, 254Project Time Management

knowledge area, 254, 331

purpose, 330Define Activity process, 326

Define Scope processinputs, 349output, 252purpose, 328requirements

documentation, 252tools and techniques, 103

delay, lag, 332deliverable-oriented

hierarchical decomposition, 171

deliverablesacceptance, 104, 197, 253,

271 – 272activities, dependencies,

and resources for, 178Close Project or Phase

process, 175, 352Direct and Manage Project

Execution process, 248from execution stage, 174executive management

reviews, 351milestone charts, 180as process outputs, 174projects, 98transfer, 251Verify Scope process, 177in WBS, 252

Delphi techniqueanonymous expert

judgment and feedback, 175

risk identification, 115, 266dependencies

activities, 28AON diagrams, 179deliverables, 178mandatory, 330PDM activities, 105, 199project schedules, 331types, 332 – 333

dependent variables in scatter diagrams, 43

detailcost estimates, 346product descriptions, 325

Determine Budget process, 107, 336, 339, 345

169766bindex.indd 357 12/12/11 11:12 AM

358 Develop Human Resource Plan process – effectiveness

Develop Human Resource Plan process

actions, 184, 186inputs, 261Project Human Resource

Management knowledge area, 260 – 261

RAM, 347Develop Project Charter

process, 124inputs, 171 – 172, 326, 347Project Integration

Management knowledge area, 244

purpose, 170Develop Project Management

Plan processdescription, 184expert judgment, 246,

330 – 331inputs, 321outputs, 248Project Integration

Management knowledge area, 244

scope management plans in, 343

Develop Project Team processactivities, 184 – 185, 187awards, 340outputs, 111Project Human Resource

Management knowledge area, 260 – 261

tools and techniques, 185 – 186

Develop Schedule processactivities, 332inputs, 330milestone charts, 350outputs, 106, 334Project Time Management

knowledge area, 254, 256, 339

tools and techniques, 180Develop the Project Charter

process, 35diagrams and charts

ADM, 200

AON, 179, 291, 330bar, 106, 180charts of accounts, 38control, 43, 109, 184, 267decision rating, 347decision tree, 267, 347Gantt, 184, 335Ishikawa, 39, 109milestone. See milestone

chartsnetwork, 106, 180, 184Pareto, 109, 184, 260, 351PDM, 33, 105,

199 – 200, 330precedence diagramming

method, 333RACI, 260run, 184scatter, 43, 184sensitivity, 39tornado, 267

dictatorships, 251dictionary, WBS, 253Direct and Manage Project

Execution process, 256activities, 323inputs, 173, 276outputs, 99, 247 – 248Project Integration

Management knowledge area, 244

purpose, 98timing of, 95

direct labor costs, 257disclosure of private and

confidential matters, 320discount rates, 35discounted cash flow, 38dishonest behaviors, 123disputes, 41 – 42, 196Distribute Information process,

113, 263 – 264distribution of

information, 188dividing work, 331divulgence, 320documentation

acceptance, 338archiving, 271assumptions and

constraints, 246

procurement, 196project charter criteria, 338

documented change requests, dealing with, 100

dollar amount (monetary value), 115

duration buffers, 255duties of loyalty

conflicting, 124description, 199

EEAC (estimate at

completion), 28calculating, 258formulas, 29, 43in TCPI, 342

early termination of contracts, 271

earned value (EV), 28, 256 – 257

in CPI, 100, 257, 341, 351in CV, 100, 182, 340 – 341in ETC, 108, 181formulas, 29, 43for performance, 115in SPI, 107, 341in SV, 107in TCPI, 342

Earned Value Management (EVM)

acronyms, 28forecasting formulas for

EAC, 29for future performance

prediction, 174limitations, 342performance index

formulas, 29variance formulas, 29

educating customers, 320EEFs. See enterprise

environmental factors (EEFs)

effective communication, 38Effective Team Working

process, 186effectiveness, change requests

for, 183

169766bindex.indd 358 12/12/11 11:12 AM

efficiency – failure mode and effect analysis (FMEA) 359

efficiency, change requests for, 183

80/20 Rule, 43elaboration, progressive

description, 34prototyping, 251rolling wave planning, 254scope, 345

email communications for virtual teams, 262

employee groups, contractual agreements with, 339

EMV (expected monetary value), 32

favorability, 116statistics, 267

encoding in communications, 264

Engineering Review Boards, 324

enterprise environmental factors (EEFs)

Acquire Project Team process, 185

examples, 96Plan Procurement

process, 342project charters, 35success factor, 347updates, 111

Estimate Activity Durations process

description, 255Project Time Management

knowledge area, 254tools and techniques, 348

Estimate Activity Resources process

activity resource requirements, 349

Estimate Costs process relationship, 105, 333

inputs, 105Project Time Management

knowledge area, 254, 331

estimate at completion (EAC), 28

calculating, 258formulas, 29, 43in TCPI, 342

Estimate Costs processactions, 336Estimate Activity Resources

process relationship, 105, 333

Project Cost Management knowledge area, 107, 244, 267, 339

estimate to complete (ETC), 28BAC, EV, and AC in, 181variances in, 108

estimatesactivity duration, 351activity resources, 255analogous. See analogous

estimatingbottom-up, 181, 336, 349Conduct Procurements

process, 268cost. See cost estimatesby extension, 331independent, 41, 119, 194parametric, 107, 181,

331, 339Project Cost Management

knowledge area, 181from suppliers, 119three-point, 28, 191, 255tools and techniques, 28

ETC (estimate to complete), 28BAC, EV, and AC in, 181variances in, 108

ethicsCode of Ethics and

Professional Conduct, 33

in conflicts, 262unethical behavior, 122,

273 – 275, 321EV. See earned value (EV)evaluation criteria and

techniquesConduct Procurement

process, 269proposals, 195selection factors, 119sellers, 196, 268

EVM. See Earned Value Management (EVM)

exclusions, project, 329

executing process group, 189, 326

execution stagedefinition, 173deliverables from, 174processes, 99

executive communication requirements, 264

executive management reviews, 351

expected monetary value (EMV), 32

favorability, 116statistics, 267

experience as assignment factor, 261

experience sharing in team effectiveness, 263

expert judgmentDelphi technique, 175Develop Project

Management Plan process, 246, 330 – 331

experience for, 326project charter, 171Project Integration

Management knowledge area, 95, 101

project management plans, 99

project scope statements, 173

seller proposals, 194 – 195exploit strategy, 191, 267external customers, contracts

with, 96external environmental

factors, 347external failures, 29, 108

Fface-to-face communication,

115, 266facilitated workshops, 95failure costs, 29, 108failure mode and effect analysis

(FMEA), 33

169766bindex.indd 359 12/12/11 11:12 AM

360 fairness – independent variables in scatter diagrams

fairnessaspirational, 123, 198,

274 – 275description, 275mandatory, 274types, 33value of, 198

fait accompli tactic, 41fast tracking

defined, 335project teams, 111

feasibility studies, 345feedback

Delphi technique, 175team member, 263verbal communication, 266

FF (finish-to-finish) dependencies, 199, 333

FFP (firm fixed price) contracts, 31

final acceptance of deliverables, archiving, 271

final project reports, 338financial control

procedures, 96finish dates, baseline, 335finish-to-finish (FF)

dependencies, 199, 333finish-to-start (FS)

dependencies, 105, 179, 199, 332 – 333

firm fixed price (FFP) contracts, 31

fishbone diagrams, 39fixed-price contracts, 192, 268fixed price economic price

adjustment (FP-EPA) contracts, 31, 276

fixed price incentive fee (FPIF) contracts, 31

flowcharting, 109FMEA (failure mode and effect

analysis), 33focus groups, 36, 124forcing conflict resolution

technique, 344, 350forecasts

budget, 189EAC formulas, 29

formal acceptance, 104, 272formal reviews, 112

formal training, 111forward pass in critical path

method, 179, 254FP-EPA (fixed price economic

price adjustment) contracts, 31, 276

FPIF (fixed price incentive fee) contracts, 31

fringe benefits, 340FS (finish-to-start)

dependencies, 105, 179, 199, 332 – 333

functional managersbudgets, 172matrix organization, 343team members, 110, 112

funding reductions, 348funds remaining formula, 342future performance prediction,

EVM for, 174

GGantt charts, 184, 335general knowledge in PMBOK

Guide, 24 – 26general management

processes, 247good/best practices,

identifying, 183good faith negotiations, 274government standards for

EEFs, 96grade vs. quality, 258graphical representations for

project schedules, 106ground rules for teams, 186group creativity

techniques, 347Guide to the Project Management

Body of Knowledge. See PMBOK Guide

Hhalf-truths, 123hammocks, 332hard copies, 114hard logic, 330

hierarchical organizations, 186Hierarchy of Needs, 338high-quality project

management performance, 320

histogramsPareto charts, 184, 260resource, 184 – 185

history-based estimating, 331honesty

aspirational, 123, 199, 275description, 275mandatory, 274 – 275standard, 123

human resourcesplanning, 261 – 262PMBOK Guide, 30Project Human Resource

Management knowledge area, 260 – 261

IIdentify Risks process, 266

outputs, 115, 325, 343risk register, 191

Identify Stakeholders processInitiating process

group, 265inputs, 326outputs, 323Project Communications

Management knowledge area, 263

tools and techniques, 261IFBs (invitations for bid), 33illegal conduct, reporting, 122,

274 – 275impact matrices, 190improvements as team

effectiveness indicator, 262

Improving Team Competencies process, 186

independent estimates, 41, 119, 194, 268

independent variables in scatter diagrams, 43

169766bindex.indd 360 12/12/11 11:12 AM

influence – management reserves vs. contingency reserves 361

influenceon change requests, 324in Initiating phase, 346

informal assessment, 112informal communication

for deliverable acceptance, 272

informal training, 111information distribution, 264information gathering, 39information sharing in team

effectiveness, 263Initiating phase

activities, 248influence/control in, 346

Initiating process group, 326Identify Stakeholders

process, 265processes, 325 – 326verbs used with, 26

initiationchange requests, 324projects, 35, 244

initiatorsbusiness need, 171description, 34project charters, 95, 97resource authorization, 346

inspectionAdminister Procurements

process, 269components, 104forms, 253increasing, 350terms, 347Verify Scope process, 178,

330 – 331intangible deliverables, 98integration, 244

PMBOK Guide, 27process. See Project

Integration Management knowledge area

trade-offs, 247integrity of project

baselines, 249internal environmental

factors, 347internal failures, 29, 108interpersonal conflicts, 262

interpersonal relationships improvements, 186

interpersonal skills, 186examples, 347motivating project

team, 351PMBOK Guide, 32 – 33project managers, 352

interviews, 124invitations for bid (IFBs), 33invoices, seller, 42IRR values, 35Ishikawa diagrams, 39, 109Ishikawa seven basic tools of

quality, 30, 260ISO audits, 265issue logs, 187, 189, 266

Jjudgment. See expert judgmentjudgmental method, 42

Kkey concepts and processes, 34knowledge areas order, 25knowledge sharing in team

effectiveness, 263known risks, 266

Llabor costs, 257lag, 332laws and customs of

countries, 320lead, defined, 333legal contractual

relationships, 268legal requirements as project

chartering stimulant, 244legitimate need to know, 264Lessons Learned

documentationactions and suggestions

in, 188archiving, 271

assumptions and decisions in, 322

closing process, 101, 196project manager

sessions, 114purpose, 188recommendations in, 197

letters for change requests, 264level of effort (LOE), 33life cycle stages, 41lines of communication, 38listening techniques, 32loaded costs, 340LOE (level of effort), 33logical relationships, 28,

332 – 333logs

action item, 41issue, 187, 189, 266

loyaltyconflicting, 124description, 199

Mmajority decision method, 251make-or-buy analysis, 192Manage Project Team process

activities, 184, 186components, 263organizational process

assets, 187Project Human Resource

Management knowledge area, 260 – 261

Manage Stakeholder Expectations process

communications management plans, 113

inputs, 266outputs, 115Project Communications

Management knowledge area, 263

management by walking around (MBWA), 112

management reserves vs. contingency reserves, 258

169766bindex.indd 361 12/12/11 11:12 AM

362 mandatory conduct – parameters

mandatory conduct, 33, 198mandatory dependencies, 330mandatory honesty code,

123, 199mandatory respect

standard, 198mandatory responsibilities, 122marketplace conditions, 342Maslow, Abraham, 338Maslow’s Hierarchy of

Needs, 338material costs in

budgeting, 257matrix organizations

functional managers, 343project managers, 112,

124, 344team members, 112types, 34

MBWA (management by walking around), 112

measurable project objectives, 244

measuring performance, 42meetings

face-to-face, 115offsite, 186status, 267, 323structured, 193

messages in communications, 264

milestone chartsdescription, 180, 345Develop Schedule

process, 350project schedules, 106

milestone events, 330milestone lists, 326mitigate risk strategy, 39,

191 – 192modern quality

management, 259modifications of contracts, 119monetary value (dollar

amount), 115Monitor and Control Project

Work process, 99, 244Monitor and Control Risk

process, 191Monitor and Control Risks

process, 267

monitoringapproved changes

implementations, 249product and project

scope, 177projects, 99quality activities for

performance, 182Monitoring and Closing

process group, 26Monitoring and Controlling

process group, 174, 326, 341

Monte Carlo analysis, 175, 334, 339

morals in conflicts, 262most likely estimates in three-

point estimates, 255motivating project team, 351multiple processes,

managing, 244

Nnegative consequences,

preventive actions for, 174negative performance, focus

on, 112negative risks and threats, 31,

116 – 117, 200, 267, 342negotiating in good faith, 274net path value, 116network diagrams, 106,

180, 184nodes in PDM activities, 105noise in communications, 264nominal group brainstorming

technique, 325nonconformance costs, 29, 350

Oobjective criteria in selection

factors, 119objectives

completing, 246in directing and managing

project execution, 249in project charters, 244

OBS (organizational breakdown structure), 33

official biases, 326offsite meetings, 186one-on-one meetings, 193OPAs. See organizational

process assets (OPAs)operations, 34OPM3 (Organizational Project

Management Maturity Model), 29

optimistic estimates in three-point estimates, 255

oral communication techniques, 188, 272

organizational breakdown structure (OBS), 33

organizational corporate knowledge base, 96

organizational impacts in contracts, 120

organizational process assets (OPAs)

categories, 96, 250Close Project or Phase

process, 102, 352Define Scope process, 349described, 171Develop Project

Management Plan process, 321

factors, 346Manage Project Team

process, 187project charters, 35qualified sellers list, 193updates, 101, 248, 338

Organizational Project Management Maturity Model (OPM3), 29

organizational structures, 25overhead costs, 257, 340ownership of decisions, 198,

275, 321

Pparameters

analogous estimating, 337quantifiable, 334

169766bindex.indd 362 12/12/11 11:12 AM

parametric estimating – PMIS (project management information system) 363

parametric estimatingdescription, 107, 331purpose, 339statistical relationships, 181

Pareto charts, 109description, 184, 260purpose, 351

pay raises, 263payback analysis, 38payback period, 170payment systems, 42PDCA (plan-do-check-act

cycle), 29PDM (precedence

diagramming method), 33, 330

activities, 105vs. ADM, 200dependencies, 199

Perform Integrated Change Control process

activities, 94application, 174change requests, 109communications

management plans, 114

outputs, 175, 248 – 250, 338Project Integration

Management knowledge area, 95, 244

project management methodology, 175

purpose, 178, 325staffing changes, 113tools and techniques, 100

Perform Process Improvement process, 182

Perform Qualitative Risk Analysis process, 339, 343

Perform Quality Assurance process, 327

activities, 182, 259change requests, 109inputs, 183

Perform Quality Control process

activities, 182 – 183change requests, 109

outputs, 327vs. Verify Scope

process, 329performance

Control Schedule process, 254

EVM, 29, 174focus on, 112measurement purpose, 104measuring and controlling,

42, 104PMB, 38, 114procurement, 271project management plans,

99, 174quality activities for, 182reviews, 180, 254sellers, 195 – 196team, 111, 186, 263as termination reason, 196work performance

information, 189performance measurement

baselines (PMB), 38, 114performance reports

budgets, 189contents, 249, 265inputs, 187process, 263status meetings, 267tools, 265

permissions for copying work products, 274

personal gain, 320personnel management

processes, 247PERT formula, 28pessimistic estimates in three-

point estimates, 255Plan Communications process

inputs, 187, 200outputs, 113Project Communications

Management knowledge area, 263

starting, 339plan-do-check-act cycle

(PDCA), 29Plan Procurements

process, 195description, 244

outputs, 117, 268procurement management,

267, 270source selection criteria,

118, 194tasks, 342

Plan Quality processactivities, 182conformance and

nonconformance costs, 350

COQ technique, 108outputs, 327project management

plans, 324Plan Risk Management

process, 38, 343Plan Risk Responses process,

117, 190 – 191, 343planned progress vs.

actual, 342planned value (PV), 28

formulas, 29, 43, 256 – 257in SPI, 107, 341

Planning process group, 326detailed cost estimates, 346outputs, 97, 245risk management, 190verbs used with, 26

plurality decision method, 251PMB (performance

measurement baselines), 38, 114

PMBOK Guide, 24communications

management, 30 – 31cost management, 28 – 29general knowledge, 24 – 26human resource

management, 30integration management, 27interpersonal skills, 32 – 33procurement

management, 31quality management, 29 – 30risk management, 31scope management, 27time management, 28

PMIS (project management information system)

aspects, 246description, 322, 330

169766bindex.indd 363 12/12/11 11:12 AM

364 PMO (project management office) – project initiators

PMO (project management office)

coordination of management, 175

description, 34portfolios, 34, 124positive performance, focus

on, 112positive risks and opportunities

strategies, 31, 267potential communication

channels, 38, 266, 341power

characteristics, 337reward, 344

pre-bid conferences, 118preassignment

project managers, 327staff, 185team members, 110 – 111

precedence diagramming method (PDM), 33, 330

activities, 105vs. ADM, 200dependencies, 199

precedence relationships, 105precision vs. accuracy, 327prevention costs, 29, 336preventive actions

change requests, 98, 172for negative

consequences, 174recommended, 192

pricing, defined, 336private matters, disclosure

of, 320probability

computing, 320description, 39ordering, 116

probability distributions, 191probability impact

matrices, 190problem solving, 340, 344, 349process control charts, 184process improvement plans,

173, 183processes

closing projects, 25integration, 244key components, 25

organizational process assets, 250

starting projects, 25verb-noun format, 25 – 26

procurementaudits, 196contracts, 194, 269coordinating, 41documentation, 196, 271file archives, 271negotiations, 268 – 269, 339performance reviews, 271PMBOK Guide, 31process. See Conduct

Procurements processProcurement Audit

process, 197procurement document

packages, 119procurement management

plansactivities described in, 195contracts, 268producing, 120purpose, 271 – 272

product scopeevaluating, 326monitoring and

controlling, 177SOW, 244

productsanalysis, 329descriptions, 325skills requirements, 323in SOW, 96 – 97

professional conduct. See Code of Ethics and Professional Conduct

professional responsibility terms, 43 – 44

programs, description, 34progressive elaboration

description, 34prototyping, 251rolling wave planning, 254scope, 345

project chartersapproval, 346contracts in, 170creating, 35, 95criteria documentation, 338Define Scope process, 349

delegating, 95Develop Project Charter

process, 170development, 94expert judgment, 171inputs, 97issuing, 327items in, 97, 244need for, 170 – 171prerequisites, 244processes, 97project authorization,

94, 170project management team

responsibilities, 172project manager

development, 171project purpose, 95and requirements, 248, 340staff preassignment, 185stimulants for, 244

project closure documentscontents, 176description, 176

Project Closure Guidelines process, 245

project closure in projectized organizational structure, 348

Project Communications Management knowledge area

activities, 187processes, 113, 263

Project Cost Management knowledge area

Estimate Costs process, 244, 267

processes, 107, 181, 244, 339

project document updates, 269Project Human Resource

Management knowledge area

processes, 260 – 261purpose, 94

project initiatorsbusiness need, 171description, 34project charters, 95, 97resource authorization, 346

169766bindex.indd 364 12/12/11 11:12 AM

Project Integration Management knowledge area – projects 365

Project Integration Management knowledge area

budget and schedule, 246expert judgment, 95, 101processes, 244purpose, 94

project knowledge in unplanned training environments, 262

project management information system (PMIS)

aspects, 246description, 322, 330

project management office (PMO)

coordination of management, 175

description, 34project management plans

change request effects in, 100

Close Project or Phase process, 175, 352

components, 173description, 322expert judgment, 99options, 245performance

comparison, 174Planning Process Group

outputs, 97process improvement and

scope management plans, 173

scope in, 253, 326subsidiary plans, 27, 324updating, 178work performance

information, 99, 174project management process

groups, 326Project Management Professional

(PMP) Examination Content Outline, 24

Project Management Professional (PMP) Handbook, 24

project managersactivities, 110, 173budget tools, 170

Close Project or Phase process responsibilities, 176

communication responsibilities, 189

consideration factors, 170critical path

calculations, 351description, 34final project reports, 338identifying and

assigning, 327interpersonal skills, 352Lessons Learned

sessions, 114matrix organization, 112project charters, 35,

171 – 172projectized organization

authority, 263quality control

responsibility, 260RACI charts, 260requirements collection, 27responsibilities

overview, 265scope statement

responsibilities, 172skills requirements, 323stakeholder

responsibilities, 342tools and techniques, 94

project objectivescompleting, 246in directing and managing

project execution, 249in project charters, 244

Project Procurement Management knowledge area

Close Procurements process, 272

processes, 120 – 121, 244, 267

Project Purpose or Justification in project charters, 244

Project Quality Management knowledge area

processes, 108, 327purpose, 94

Project Risk Management knowledge area

components, 190processes, 115, 339

Project Scope Management knowledge area

Control Scope process, 178Create WBS process,

261, 328processes overview, 103purpose, 94, 176WBS, 102

project scope statementsapproval, 171contents, 177, 326developing, 36expert judgment, 173product scope descriptions

in, 252purpose, 328responsibilities for, 172for work to be done, 177

project status meetings, 193Project Time Management

knowledge areadeliverables, 178Develop Schedule

process, 256processes, 254, 331, 339

projectized organizationsdescription, 34project closure, 348project manager

authority, 263projects

activity metrics, 342assumptions. See

assumptionsbudgets. See budgets and

budgetingcharters. See project

chartersdeliverables. See

deliverablesdescription, 34environment

considerations, 171exclusions, 329issue logs, 187, 189, 266managers. See project

managers

169766bindex.indd 365 12/12/11 11:12 AM

366 proposals – requirements

monitoring and controlling, 99

performance. See performance

planning methodologies, 322

procurement. See procurement

quality. See qualityresources. See resourcesrisks. See risksschedules. See schedulesscope. See project scope

statements; scopeselection methods, 35sponsors. See sponsorsteams. See teams and team

membersproposals, 194

expert judgment evaluations, 195

RFPs, 33sellers, 118 – 119, 193 – 195

prototypesprogressive elaboration, 251test failures, 121working models, 177

purchase order approval process, 114

PV (planned value), 28formulas, 29, 43, 256 – 257in SPI, 107, 341

QQA. See quality assurance (QA)QC. See quality control (QC)qualified sellers list, 193qualitative measures, 259

vs. quantitative, 328risk analysis, 191

qualityactivities, 109,

182 – 183, 259audits, 41, 109, 182, 260checklists, 183costs, 29, 108, 259, 350vs. grade, 258inspection increases, 350managing, 259metrics, 183

PMBOK Guide, 29 – 30seven basic tools of, 30, 260

quality assurance (QA), 33change requests in, 260components, 108project, 259

quality control (QC), 33description, 350prevention and appraisal

costs, 336project manager

responsibility, 260requirements, 109

Quality Improvement process, 182

quantifiable parameters, 334quantitative measures, 259

vs. qualitative, 328risk analysis, 191

quotations in procurement, 276

RRACI (responsible,

accountable, consult, and inform), 33, 260

RACI charts, 260RAM (responsibility

assignment matrix), 33description, 184 – 185Develop Human Resources

process, 347random quality audits, 109rank-orders in Pareto

charts, 351rating

decision rating charts, 347risks, 115, 190sellers, 41, 195

RBS (requirements budgeting system), 38

RBS (risk breakdown structure), 33

reasons for starting projects, 345

recognition systems, 186recommended preventive

actions, 192recording quality activities, 182records management

systems, 269

rectangles in PDM activities, 105

references to purpose in project charters, 95

regular reports, 188related success criteria in

project charters, 244relationships

contractual, 268dependencies. See

dependenciesinterpersonal, 186logical, 28precedence, 105statistical, 181between variables, 184

reliability of parametric estimating, 107

Report Performance process, 113

budget forecasts, 189description, 189inputs, 114outputs, 265Project Communications

Management knowledge area, 263

reportsCode of Ethics and

Professional Conduct, 123

final, 338performance. See

performance reportsregular, 188unethical and illegal

behaviors, 122, 273 – 275, 321

requests for information (RFIs), 33

requests for proposal (RFPs), 33

requests for quotation (RFQs), 33

requirementschanges, 178collecting process. See

Collect Requirements process

collection tools and techniques, 27

169766bindex.indd 366 12/12/11 11:12 AM

requirements budgeting system (RBS) – schedules 367

for costs estimates, 348Define Scope process,

252, 349performance, 195and project charters,

248, 340project scope statements, 36resource, 340, 348skills, 323

requirements budgeting system (RBS), 38

requirements management plans, 175

requirements traceability matrices, 36, 172

reservesanalysis, 117contingency vs.

management, 258residual risks, 38, 117resolving stakeholder

issues, 115resource calendars, 330

Conduct Procurement process, 269

contents, 256resource leveling, 185

purpose, 333, 348for schedule variance

activities, 256resources

authorization, 346cost information, 336for critical paths, 349for deliverables, 178for dividing work, 331estimating, 255histograms, 184 – 185planning, 39 – 40requirements, 340, 348sharing, 263

respect, 198, 274 – 275responsibility

description, 275owners, 198, 275, 321

responsibility/aspirational conflicts of interest, 274 – 276

responsibility assignment matrix (RAM), 33

description, 184 – 185

Develop Human Resources process, 347

responsible, accountable, consult, and inform (RACI), 33, 260

return on investment, 38review steps in integrated

change control systems, 175

reviewsas inspections, 347performance, 180, 254

reward power, 344reward programs, 111 – 112reward systems, 186RFIs (requests for

information), 33RFPs (requests for

proposal), 33RFQs (requests for

quotation), 33risk breakdown structure

(RBS), 33Risk Management knowledge

area, 191risk management plans,

191 – 192producing, 343risk tolerance level, 340updating, 266

risk registerscontents, 117, 267, 325creating, 115, 191description, 187fields, 190, 192for issue resolution, 189

risk-related contract decisions, 117

risksaudits, 192identifying, 115, 190, 266known and unknown, 266mitigation, 192planning for, 38 – 39PMBOK Guide, 31rating, 115, 190strategies, 39, 116 – 117,

190 – 191, 200, 267, 342

rolling wave planningdescription, 36, 105progressive elaboration, 254

ROM (rough order of magnitude) ranges, 107, 181

root cause analysis, 256root causes, 267rough order of magnitude

(ROM) ranges, 107, 181run charts, 184

SS curves, 38salaries

pay raises, 263team members, 262

samplingstatistical, 184systematic, 110

sanctions, 199scatter diagrams, 43, 184schedule networks, 347 – 348schedule performance index

(SPI), 28calculating, 341in Control Schedule

process, 351CV in, 182formulas, 29, 107performance reviews, 254schedule progress, 181

schedule variance (SV), 28analysis, 180in Control Schedule

process, 351formulas, 29, 107, 256 – 257performance reviews, 254resource leveling for, 256

scheduled quality audits, 109scheduled training, 262schedules

approved change requests, 173

baselines, 180 – 181, 256compression, 334 – 335Control Schedule process.

See Control Schedule process

creating, 37first iterations, 331Gantt charts, 335

169766bindex.indd 367 12/12/11 11:12 AM

368 scope – strengths

graphical representations, 106

Project Integration Management process, 246

summary, 180updating, 344

scopeapproved work in, 172baseline, 105, 171changes, 178controlling. See Control

Scope processevaluating, 326monitoring, 177PMBOK Guide, 27progressive elaboration, 345project management plans,

253, 326scope definitions, 38scope statements. See

project scope statements

SOW, 244in stakeholder formal

acceptance, 253in triple constraints, 322verifying. See Verify Scope

processscope management plans

contents, 329in Develop Project

Management Plan process, 343

and project management plans, 173

purpose, 176screening systems, 41, 194selecting sellers, 118 – 119, 196self-learning, 273sellers

evaluation criteria, 268invoices, 42performance, 195 – 196proposals, 118 – 119,

193 – 195rating systems, 41, 195selection factors,

118 – 119, 196sellers lists, 193```sensitive information, 321

sensitivity analysis, 267sensitivity diagrams, 39Sequence Activities process,

254, 331seven basic tools of quality,

30, 260SF (start-to-finish)

method, 199share risk strategy, 39shared goals in virtual

teams, 262sharing

information, 41resources, 263

should-cost estimates, 41simulation, 175, 334, 339situational actions, 172skill improvements as

team effectiveness indicator, 262

smoothing, 344, 350snitching, 320social issues, 171social need as project

chartering stimulant, 244socializing after work

hours, 261Soft Skills Training

process, 186source selection criteria

Conduct Procurements process, 196

contracts, 193Plan Procurements process,

118, 194SOW (statement of work), 33

basis for, 170contents, 244products and services,

96 – 97SPI. See schedule performance

index (SPI)sponsors

business need, 171description, 34project charters, 95, 97resource authorization, 346

squealing, 320staff and staffing

communication with, 264

Develop Human Resource Plan process, 184

negotiation, 110 – 111preassignment, 185turnover, 262

staffing management plans, 261

stages in contract life cycle, 276

stakeholdersanalysis tool, 261conflicts, 322, 339description, 34face-to-face meetings, 115formal acceptance by, 253informing, 122managing, 265needs, 328project scope

statements, 172responsibilities to, 342

standardsconduct. See Code of Ethics

and Professional Conduct

EEF, 96start dates, baseline, 335start-to-finish (SF)

method, 199starting projects

processes, 25reasons, 345

statement of work (SOW), 33basis for, 170contents, 244products and services,

96 – 97statistical relationships

in parametric estimating, 181

statistical sampling, 184statistics in EMV analysis, 267status meetings, 267, 323status updates for change

requests, 249, 338stock prices, 268strategic plans in SOW, 244strengths, weaknesses,

opportunities, and threats (SWOT), 33

169766bindex.indd 368 12/12/11 11:12 AM

strong matrix structures – verbal communication 369

strong matrix structures, project managers in, 124

structured meetings, 193subjective selection

criteria, 119subsidiary project management

plans, 27, 324success criteria in project

charters, 244summary bar charts, 180summary schedules, 180sunk costs, 257suppliers, estimates from, 119SV. See schedule variance (SV)SWOT (strengths, weaknesses,

opportunities, and threats), 33

systematic sampling, 110

TT&M (time and material)

contracts, 118tangible deliverables, 98target cost in profit

formula, 343task network diagrams, 184TCPI (to-complete

performance index), 28 – 29, 342

teaming agreements, 194teams and team members

communication styles, 32developing, 40 – 41, 111, 184development stages, 30effectiveness, 262 – 263fast-track mode, 111managing, 184matrix organizations, 112motivating, 351performance

assessment, 111performance reports, 187performance tracking,

186, 263preassigned, 110 – 111recognition and reward

systems, 186salaries, 262scheduled training, 262

team building, 186, 261, 349

training plans, 110unethical behavior, 273

Technical Assessment Boards, 324

technical Review Boards, 324technological advance as

project chartering stimulant, 244

templatesactivities in, 334work breakdown

structure, 177termination of contracts,

196, 271threats. See risks360-degree feedback principle,

112, 263three-point estimating, 28,

191, 255time

constraints, 322, 330PMBOK Guide, 28processes. See Project

Time Management knowledge area

units of measure, 200time and material (T&M)

contracts, 118time-series methods, 42to-complete performance index

(TCPI), 28 – 29, 342top-down estimating, 331tornado diagrams, 267total quality management

(TQM), 29tracking team performance,

186, 263trade-offs, integration, 247training, 110 – 111, 186,

261 – 262transfer of deliverables, 251transfer risk strategy, 39, 191tree decision analysis, 347tree diagrams, 267, 347trend analysis for risk, 267trust in team development, 262truthful statements, 123turnover as team effectiveness

indicator, 262

Uunanimity decision

method, 251underperformance as

termination reason, 196unethical behavior, 122,

273 – 275, 321unionized organizations,

110, 339units of time measure, 200unknown risks, 266unplanned training

environments, 262updates

change request status, 249, 338

Conduct Procurement process, 269

enterprise environmental factors, 111

organizational process assets, 101, 248, 338

project management plans, 178

risk management plans, 266schedule baselines, 181schedules, 344

Vvalue systems in conflicts, 262variables in scatter diagrams,

43, 184variance activities, resource

leveling for, 256variance analysis

Control Schedule process, 180

Control Scope process, 330 – 331

description, 181process, 337for risk, 267schedule, 180

variance formulas in EVM, 29vendor conferences, 118verb-noun format for

processes, 25 – 26verbal communication, 266

169766bindex.indd 369 12/12/11 11:12 AM

370 verification – zero sum (win-lose) rewards

verificationconfiguration, 171decomposition, 329

Verify Scope processdescription, 329inspection, 178, 330 – 331Monitor and Controlling

process group, 124, 341

vs. Perform Quality Control, 329

purpose, 104, 177violations of Code of Ethics

and Professional Conduct, 198 – 199

virtual teams, 110, 185, 262

Wwalkthroughs, 347WBS. See work breakdown

structure (WBS)weighting systems

Conduct Procurements process, 345

description, 41

win-lose (zero sum) rewards, 111 – 112

win-win situations, 112, 340withdrawing/avoiding conflict

resolution technique, 350withholding information, 123work, dividing, 331work authorization systems,

42, 323work breakdown structure

(WBS)component, deliverable, and

work items in, 252contents, 321creating. See Create WBS

processdecomposition tool,

103 – 104description, 171dictionary, 253Project Scope Management

knowledge area, 102purpose, 176, 328task responsibilities in, 172templates, 177terms, 27for work to be done, 177

Work Instructions process, 245work items in WBS, 252work packages, 36work performance information

deliverables, 189Perform Integrated Change

Control process, 250project management

plans, 99work performance

measurements, 174, 342work products, copying, 274work remaining formula, 342work results, controlling,

42 – 43working models, 177written communication

techniques, 188, 272

Zzero sum (win-lose) rewards,

111 – 112

169766bindex.indd 370 12/12/11 11:12 AM