The Evolving State of ESPM

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1 Foreword Introduction Part One The Evolving State of ESPM xxxi xxxiii 1 Chapter 1 The Changing Landscape of Software Development What Is a Software Development Project? Examples of Two Software Development Projects What Is Software Development Project Management? What Are the Characteristics of the Software to Be Developed? Quadrant 1: Goal and Solution Are Clearly Specified Quadrant 2: Goal Is Clearly Specified but Solution Is Not Quadrant 3: Goal and Solution Are Not Clearly Specified Quadrant 4: Goal Is Not Clearly Specified but the Solution Is What Software Development Approach Is Appropriate for Building the Software? Quadrant 1: Goal and Solution Are Clearly Specified Quadrant 2: Goal Is Clearly Specified but Solution Is Not Quadrant 3: Goal and Solution Are Not Clearly Specified Quadrant 4: Goal Is Not Clearly Specified but the Solution Is What Project Management Approach Is Appropriate for Managing the Software Development Process? The Complexity/Uncertainty Domain of SDPM Requirements Flexibility Adaptability Change Risk Versus the Complexity /Uncertainty Domain Team Cohesiveness Versus the Complexity / Uncertainty Domain Communications Versus the Complexity /Uncertainty Domain Customer Involvement Versus the Complexity / Uncertainty Domain The Customer's Comfort Zone Ownership by the Customer Customer Sign-Off

2 x Chapter 2 Part Two Chapter3 Specification Versus the Complexity /Uncertainty Domain Change Versus the Complexity /Uncertainty Domain Business Value Versus the Complexity /Uncertainty Domain Balancing Staff, Process, Technology Staff-Driven Environments Process-Driven Environments Technology-Driven Environments SDPM Roadmap The Contemporary Software Development Landscape Linear Characteristics of Linear SDPM Strategy Projects Strengths Weaknesses Incremental Characteristics of Incremental SDPM Strategy Projects Strengths Weaknesses Iterative Characteristics of Iterative SDPM Strategy Projects Strengths Weaknesses Adaptive Characteristics of Adaptive SDPM Strategy Projects Strengths Weaknesses Extreme Characteristics of Extreme SDPM Strategy Projects Strengths Weaknesses A Generic Template for Discussing SDPM Strategies Linear ESPM Linear SDPM Strategy The Linear SDPMStrategy Scope Phase Plan and Launch Phases Monitor and Control Phases Close Phase Types of Linear SDPM Strategies Standard Waterfall Model Variation to the Standard Waterfall Model Rapid Development Waterfall Model

3 xi Chapter 4 Chapter 5 Chapter 6 The Linear SDPM Scoping Phase Solution Definition Defining the Problem Determining Causes Generating Ideas for Solutions Prioritizing Ideas Requirements Gathering Defining and Managing Customer Requirements Gathering Customer Requirements What Are Requirements? What Kinds of Requirements Are There? Functional Requirements Non-Functional Requirements Global Requirements Constraints Customer Sign-Off on Requirements Customer Willingly Signs Off Customer Unwilling to Sign Off Project Overview Statement Ensuring That a Linear SDPM Strategy Is Correct Discussion Questions The Linear SDPM Planning Phase Work Breakdown Structure Template Rapid Development Waterfall Model Dependency Diagramming Rapid Development Waterfall Model Cohesion and Coupling Creating Independent Deliverables Sets Project Scheduling Standard Waterfall Model Rapid Development Waterfall Model Resource Requirements Standard Waterfall Model Rapid Development Waterfall Model The Linear SDPM LaunchingPhase Team Leadership Model Hierarchical Leadership Model Team Leader Model Organizing the Linear SDPM Strategy Project Team Authority Standard Waterfall Rapid Development Waterfall Responsibility

4 Chapter 7 Chapter 8 Chapter 9 RASCI Matrix Developing a Team Development Plan Team Meetings Managing Concurrent Swim Lanes The Linear SDPM Monitoring and Controlling Phase Project Review Sessions Linear SDPM Strategy for the Standard Waterfall Model Linear SDPM Strategy for the Rapid Development Waterfall Scope Change Management Standard Waterfall Rapid Development Waterfall Protecting the Linear SDPM Strategy Project Against the Impact of Scope Change Management Reserve Creating a Scope Bank Changing SDPM Strategies Milestone Trend Charts Discussion Questions The Linear SDPM Closing Phase Requirements Validation Acceptance Test Procedures Customer Sign-Off Ceremonial Acceptance Formal Acceptance The Closing Phase Deployment Strategies Project File Lessons Learned Discussion Questions The Linear SDPM Strategy Summary Comparing and Contrasting the SDPM Models Points to Remember Risk Situations Schedule Slippages Rework Resource Contention Change Intolerance Team Structure

5 Part Three Incremental ESPM 133 Chapter 10 Incremental SDPM Strategy The Incremental SDPM Strategy Scope Phase Plan and Launch Phases Monitor and Control Phases Close Phase Types of Incremental SDPM Strategies Staged Delivery Waterfall Model Feature-Driven Development Chapter 11 The Incremental SDPM Scoping Phase The Scoping Phase of an Incremental SDPM Strategy 146 The Scoping Phase of the Incremental SDPM Strategy for the Staged Delivery Waterfall Model 147 Developing the Project Overview Statement of the Project 147 Defining the Number and Duration of Each Increment 149 Identifying the Functionality to Be Released in Each Increment 150 Planning to Build a Deliverables-Based Work Breakdown Structure Assuring the Integrity of the Dependency Structure Between Deliverables Allocating Management Reserve The Scoping Phase of the Incremental SDPM Strategy for the Feature-Driven Development Model Forming the Modeling Team Conducting a Domain Walkthrough Studying Documents Developing Small Group Models Developing a Team Model Refining the Overall Object Model Writing Model Notes The Role of the RBS In the Staged Delivery Waterfall Model In the Feature-Driven Development Model The Role of the Precedence Diagram In the Staged Delivery Waterfall Model In the Feature-Driven Development Model Chapter 12 The Incremental SDPM Planning Phase The Planning Phase of an Incremental SDPM Strategy Decomposing the Requirements Breakdown Structure Sequencing the Development Work

6 The Planning Phase of an Incremental SDPM Strategy for the Staged Delivery Waterfall Model Building the Complete WBS Estimating Task Duration Estimating Resource Requirements Building the Precedence Diagram Allocating Functions and Features to Determine Number of Stages Creating the Initial Project Schedule The Planning Phase of an Incremental SDPM Strategy for the Feature-Driven Development Model Modeling the Solution Building the Feature List and Assembling Feature Sets Developing the Feature Plan Feature Sets Built Sequentially Feature Sets Built Concurrently and Sequentially Chapter 13 The Incremental SDPM Launching Phase The Launching Phase of an Incremental SDPM Strategy Handling Scope Change Comprehensive Increment Plan Increment by Increment Plan Increment Handoffs Scheduling Resources Scheduling Increments The Launching Phase of an Incremental SDPM Strategy for the Staged Waterfall Model Handling Scope Change Comprehensive Increment Plan Increment by Increment Plan Increment Handoffs Scheduling Resources Scheduling Increments The Launching Phase of an Incremental SDPM Strategy for the Feature-Driven Development Model Scope Changes Can Be Affected by Precedence Relationships Features Not YetDeveloped May Render Scope Change Requests Unnecessary Chapter14 TheIncrementalSDPMMonitoringand ControllingPhase The Monitoring and Controlling Phase of an Incremental SDPM Strategy

7 xv Chapter 15 Chapter 16 Project Review Sessions Incremental SDPM Strategy for the Staged Delivery Waterfall Model Incremental SDPM Strategy for the Feature-Driven Development Model Scope Change Management Protecting the Incremental SDPM Strategy Project Against the Impact of Scope Change Management Reserve Change to an Iterative SDPM Strategy The Incremental SDPM Closing Phase The Closing Phase of the Incremental SDPM Strategy Incremental SDPM Strategy for the Closing Phase of the Staged Delivery Waterfall Model Acceptance Criteria Incremental Acceptance Criteria Project Completion Acceptance Criteria Lessons Learned Increment Lessons Learned Project Completion Lessons Learned Incremental SDPM Strategy for the Closing Phase of the Feature-Driven Development Model Acceptance Criteria Incremental Acceptance Criteria Project Completion Acceptance Criteria Lessons Learned Increment Lessons Learned Project Completion Lessons Learned The Incremental SDPM Strategy Summary Comparing and Contrasting the SDPM Models Points to Remember Risk Situations Risk of Project Closure Risk of Team Changes Risk of Changing Priority Risk of Schedule Slippages Risk of Rework Risk of Resource Contention Change Intolerance Team Structure Discussion Questions

8 Part Four Iterative ESPM 201 Chapter 17 Chapter 18 Iterative SDPM Strategy The Iterative SDPM Strategy Scope Phase Plan and Launch Phases Monitor and Control Phases Close Phase Types of Iterative SDPM Strategies Evolutionary Development Waterfall Model SCRUM Idea Is Proposed Developing and Prioritizing a List of Functionality Sprint Planning Meeting Demo Sprint Functionality Rational Unified Process Inception Elaboration Construction Transition Dynamic Systems Development Method The Iterative SDPM Scoping Phase The Scoring Phase of an Iterative SDPM Strategy The Scoring Phase of the Iterative SDPM Strategy for the Evolutionary Development Waterfall Model Gathering Requirements Generating the RBS Defining the Functions and Features of the Initial Solution Determining the Number and Time Box for the Iterations The Scoring Phase of the Iterative SDPM Strategy for the SCRUM Model Idea Creation Gathering Requirements Defining the Required Functions Prioritizing Functions The Scoring Phase of the Iterative SDPM Strategy for the Rational Unified Process Model Establishing a Business Model Describing the Core Requirements Through a Function and Feature List Gathering a Documented List of All Use Cases That Flow from the Functions and Features List Crafting a High-Level Outline of the Phases and Iterations The Scoring Phase of the Iterative SDPM Strategy for the Dynamic Systems Development Method

9 Chapter 19 Chapter 20 Outlining the Plan to Build a Deliverables-Based WBS Building a Quick Prototype Defining Business Processes Affected by This Project Prioritizing the Functionality Developing the Dependency Structure Between Functionality The Iterative SDPM Planning Phase The Planning Phase of an Iterative SDPM Strategy The Planning Phase of an Iterative SDPM Strategy for the Evolutionary Development Waterfall Model Identifying Those Functions Where Features May Be Missing Prioritizing the Functions That Are Missing Features Allocating Functions to Iterations Creating the Project Schedule for This Iteration The Planning Phase of an Iterative SDPM Strategy for the SCRUM Model Current Product Backlog Prioritized Backlog Sprint Backlog The Planning Phase of an Iterative SDPM Strategy for the Rational Unified Process Model Overall Plan Iteration Duration and Number Assigning Deliverables to Iterations Tracking Project Performance Iteration Plan The Planning Phase of an Iterative SDPM Strategy for the Dynamic Systems Development Method Outlining the Project Plan Identifying and Prioritizing Functionality Documenting Architectural Specifications The Iterative SDPM Launching Phase The Launching Phase of an Iterative SDPM Strategy Processing Scope Change Requests Handling Solution Handoffs Handling Solution Rollout Scheduling Iterations The Launching Phase of an Iterative SDPM Strategy for the Evolutionary Development Waterfall Model Processing Scope Change Requests Handling Solution Handoffs Handling Solution Rollout Scheduling Iterations

10 Chapter 21 Chapter 22 The Launching Phase of an Iterative for the SCRUM Model SDPM Strategy The Launching Phase of an Iterative SDPM Strategy for the Rational Unified Process Model The Launching Phase of an Iterative SDPM Strategy for the Dynamic Systems Development Method The Iterative SDPM Monitoring and Controlling Phase The Monitoring and Controlling Phase of an Iterative SDPM Strategy Project Progress Reporting Discoveryof NewIRevised Features Processing Scope Change Requests The Monitoring and Controlling Phase of an Iterative SDPM Strategy for the Evolutionary Development Waterfall Model The Monitoring and Controlling Phase of an Iterative SDPM Strategy for the SCRUM Model The Monitoring and Controlling Phase of an Iterative SDPM Strategy for the Rational Unified Process Model The Monitoring and Controlling Phase of an Iterative SDPM Strategy for the Dynamic Systems Development Method Discussion Questions The Iterative SDPM ClosingPhase The Closing Phase of the Iterative SDPM Strategy Iterative SDPM Strategy for the Closing Phase of the Evolutionary Development Waterfall Model Iteration Lessons Learned Project Completion Lessons Learned Lessons Learned About Working with This Customer Lessons Learned About the Evolutionary Development Waterfall Model Iterative SDPM Strategy for the Closing Phase of the SCRUM Model Sprint Planning Meeting Lessons Learned Sprint Lessons Learned Project Completion Lessons Learned Iterative SDPM Strategy for the Closing Phase of the Rational Unified Process Model

11 Iterative SDPM Strategy for the Closing Phase of the Dynamic Systems Development Method 269 Solution Accepted 269 Revise Solution Design 270 Revise Functional Model 271 Repeat Business Study Chapter 23 The Iterative SDPM Strategy Summary 273 Traditional Versus Agile Projects 274 Traditional Versus Agile Project Managers 274 Traditional Versus Agile Teams 275 Traditional Versus Agile Project Planning 276 Traditional Versus Agile Scope Change Management Part Five Adaptive ESPM 279 Chapter 24 Adaptive SDPM Strategy 281 The Adaptive SDPM Strategy 281 Scope Phase 283 Plan and Launch Phases 283 Monitor and Control Phases 283 Close Phase 284 Types of Adaptive SDPM Strategies 284 Adaptive Project Framework 284 The Adaptive Scope Triangle 285 Definition of an Adaptive Project 286 What Is the Adaptive Project Framework? 286 APF Core Values 287 An Overview of the APF 289 Adaptive Software Development 295 Speculate 296 Collaborate 296 Learn Chapter 25 The Adaptive SDPM ScopingPhase 301 The Scope Phase of an Adaptive SDPM Strategy 302 The Scoping Phase of the Adaptive SDPM Strategy for the Adaptive Project Framework Model 303 Overview of the Adaptive SDPM Scoping Phase 304 What Is the Version Budget and Timebox? 305

12 Chapter 26 Chapter 27 The Scoping Phase of the Adaptive SDPM Strategy for the Adaptive Software Development Model Project Vision Statement Project Data Sheet Project Mission Profile Project Specification Outline Discussion The Adaptive Questions SDPM Planning Phase The Planning Phase of an Adaptive SDPM Strategy The Planning Phase of an Adaptive SDPM Strategy for the Adaptive Project Framework Model Completing a Project Overview Statement Reviewing Known Parts of the RBS Determining Cycle Length Determining Number of Cycles Prioritizing Known Functionality Determining the Functionality to Be Built Determining the Probative Initiatives to Be Taken Creating the WBS for the Functionality and Probative Initiatives to Be Done Estimating Task Duration Creating a Resource Managed Cycle Schedule The Planning Phase of an Adaptive SDPM Strategy for the Adaptive Software Development Model The Project Initiation Phase Project Timebox Optimal Number of Cycles and the Timebox for Each Objective Statement for Each Cycle Assign Primary Components to Cycles Assign Technology Support and Components to Cycles A Project Task List Discussion The Adaptive Questions SDPM Launching Phase The Launching Phase of an Adaptive SDPM Strategy Processing Scope Change Requests Handling Solution Handoffs Handling Solution Rollout Scheduling Iterations The Launching Phase of an Iterative SDPM Strategy for the Adaptive Project Framework Model The Launching Phase of an Adaptive SDPM Strategy for the Adaptive Software Development Model Discussion Questions

13 Chapter 28 The Adaptive SDPM Monitoring and Controlling Phase 329 The Monitoring and Controlling Phase of an Adaptive SDPM Strategy 329 Project Progress Reporting 331 Discovery of New /Revised Functions 331 Discovery of New /Revised Features 331 Processing Scope Change Requests 331 The Monitoring and Controlling Phase of an Adaptive SDPM Strategy for the Adaptive Model Project Framework 332 Customer Checkpoint 333 Questions to BeAsked During the Customer Checkpoint 333 Output from the Customer Checkpoint 336 The Monitoring and Controlling Phase of an Iterative SDPM Strategy for the Adaptive Model Software Development 337 Discussion Question 338 Chapter 29 The Adaptive SDPM ClosingPhase 339 The Closing Phase of the Adaptive SDPM Strategy 339 Iterative SDPM Strategy for the Closing Phase of the Adaptive Project Framework Model 341 The Just Completed Cycle 342 The Final Cycle 343 Adaptive SDPM Strategy for the Closing Phase of the Adaptive Software Development Model 343 The Just Completed Cycle 344 The Final Cycle 345 Discussion Question 345 Chapter 30 The Adaptive SDPM Strategy Summary 347 Traditional Versus Adaptive Projects 348 Traditional Versus Adaptive Project Managers 349 Traditional Versus Adaptive Teams 350 Traditional Versus Adaptive Project Planning 350 Traditional Versus Adaptive Scope Change Management 351 Discussion Question 352 Part Six Extreme ESPM 353 Chapter 31 Extreme SDPM Strategy 355 The Extreme SDPM Strategy 356 Scope Phase 356 Plan and Launch Phases 357

14 Chapter 32 Chapter 33 Monitor and Control Phases Close Phase Types of Extreme SDPM Strategies INSPIRE INitiate SPeculate Incubate REview The Flexible Model Visionate Speculate Innovate Reevaluate Disseminate The Extreme SDPM ScopingPhase The Scoring Phase of an Extreme SDPM Strategy The Scoring Phase of the Extreme SDPM Strategy for the INSPIRE Model The Scoring Phase of the Extreme SDPM Strategy for the Flexible Model Sponsor's Vision Collective Vision Scoping Meeting Held Probable Future Scenarios Identified Three-Sentence Project Skinny Agreed To Project Boundaries Agreed To Program Breakdown Structure Agreed To Project Imperatives Agreed To Product Vision Agreed To Project Win Conditions Agreed To Benefits Map Drafted Wow! Factor Identified Project Uncertainty Profile Updated Discussion Question The Extreme SDPM Planning Phase The Planning Phase of an Extreme SDPM Strategy The Planning Phase of an Extreme SDPM Strategy for the INSPIRE Model Next Cycle Functionality Next Cycle Probative Initiatives Validation of Next Cycle Length

15 xxiii Chapter 34 Chapter 35 Chapter 35 The Planning Phase of an Extreme SDPM Strategy for the Flexible Model Step 1: Review and Update the Collective Vision Step 2: Review the Project Uncertainty Profile Step 3: Decompose the Project into a Set of Deliverables Step 4: Estimate the Size of Each Deliverable Step 5: Estimate the Effort to Produce Each Deliverable in Person Days Step 6: Select a Development Life Cycle Step 7: Schedule the Deliverables Step 8: Agree on Timeboxes Step 9: Assess Technical and Support Requirements Step 10:Assess Team Requirements Step 11:Identify Development Tools Step 12: Produce a Risk Management Grid The Extreme SDPM LaunchingPhase The Launching Phase of an Extreme SDPM Strategy The Launching Phase of an Extreme SDPM Strategy for the INSPIRE Model The Launching Phase of an Extreme SDPM Strategy for the Flexible Project Model Discussion Question The Extreme SDPM Monitoring The Monitoring and Controlling Phase of an Extreme SDPM Strategy Project Progress Reporting Processing Scope Change Requests and Controlling Phase The Monitoring and Control Phase of an Extreme SDPM Strategy for the INSPIRE Model SPeculate Phase Incubate Phase REview Phase The Monitoring and Controlling Phase of an Extreme SDPM Strategy for the Flexible Model What Are the Results to Date Versus Your Original Goal? Has the Project Priority Changed? How Do You Intend to Realign with the Original Goal? Discussion Question The Extreme SDPM ClosingPhase The Closing Phase of the Extreme SDPM Strategy New Probative Initiatives Extended Probative Initiatives Abandoned Probative Initiatives

16 xxiv Chapter 37 Part Seven Chapter 38 Chapter 39 Iterative SDPM Strategy for the Closing Phase of the INSPIRE Model Lessons Learned Solution Types Acceptable Solution Unacceptable Solution Extreme SDPM Strategy for the Closing Phase of the Flexible Model Deployment of the Solution Lessons Learned Benefits and Recognition Benefits Tracked and Harvested Discussion Question The Extreme SDPM Strategy Summary Traditional Versus Extreme Projects Traditional Versus Extreme Project Managers Traditional Versus Extreme Teams Traditional Versus Extreme Project Planning Traditional Versus Extreme Scope Change Management Discussion Question In Summary Where Are You? The Perspective of the Enterprise From the Perspective of the Customer From the Perspective of the Project Manager From the Perspective of the Development Team Tracking Where You Are Process Tracking Practice Tracking Project Tracking Milestone Trend Charts Earned Value Analysis Performance Indices Adapting to Accommodate Milestone Trend Charts and Earned Value Other Warning Signs Discussion Question Where Do You Want To Go and How Can You Get There? Where Do You Want To Go? Review POS

17 xxv Gather Requirements Completeness Clarity Assess State of Solution Completeness Choose SDPM Strategy The Enterprise Environment The Sponsor Your Experience with the Customer The Skill/Competency /Experience Level of the Project Team The Physical Location of the Project Team The Criticality of the Project Continuously Monitor the Project How Will You Get There? Assess Process Effectiveness Determine Process Goals Prioritize Process Goals Select Process for Improvement Identify Improvement Initiatives Launch Improvement Projects Compare Results against Goals Appendix A What's on the Web Site? Pizza Delivered Quickly (PDQ) Case Study (MS Word File) Figures Master File Appendix B Bibliography The Changing SDPM Landscape Traditional Project Management Agile Project Management Putting It All Together Appendix C The Project Overview Statement Parts of the pas Stating the Problem/ Opportunity Establishing the Project Goal Defining the Project Objectives Identifying Success Criteria List Assumptions, Risks, and Obstacles Attachments Appendix D Requirements Gathering Conditions of Satisfaction Business Outcomes Milestone Reviews

18 The Volere Process Gathering Customer Requirements What Are Requirements? What Kinds of Requirements Are There? Refining the Product Definition Managing Changing Requirements Volere Requirements Process Start Trawl for Knowledge The Shell Description Rationale Source Fit Criteria Dependencies Conflicts Quality Check Analyzing the Specification Reusability Appendix E The Work Breakdown Structure Generating the WBS Top-Down Approach Team Approach Sub-team Approach Bottom-Up Approach Intermediate WBSfor Large Projects Six Criteria to Test for Completeness in the WBS Start/Completion Is Measurable Start/End Events Are Clearly Defined Activity Has a Deliverable Time and Cost Are Easily Estimated Activity Duration Is Within Acceptable Limits Work Assignments Are Independent Approaches to Building the WBS Noun-Type Approaches Verb-Type Approaches Organizational Approaches Noun-Type Approaches Verb-Type Approaches Other Approaches Geographic Departmental Business Function Appendix F Estimation Estimating Time, Cost, and Resource Requirements Resource Loading versus Task Duration

19 xxvii Variation in Task Duration Varying Skill Levels Unexpected Events Efficiency of Work Time Mistakes and Misunderstandings Common Cause Variation Six Methods for Estimating Task Duration Similarity to Other Tasks Historical Data Expert Advice Delphi Technique Three-Point Technique Wide-Band Delphi Technique Estimation Precision Appendix G The Project Network Diagram Constructing the Software Development Project Schedule The Project Network Diagram Building the Precedence Network Diagram Dependencies Finish to Start Start to Start Start to Finish Finish to Finish Creating an Initial Project Network Schedule The Early Schedule The Late Schedule Critical Path Calculation Slack Near-Critical Path Analyzing the Initial Project Network Diagram Schedule Compression Appendix H The Resource Schedule Building the Resource Schedule Examples of a Resource Schedule Appendix I Organizing the Project Team Problem Solving Step 1: Delineate the Opportunity and Define the Problem Step 2: Compile the Relevant Data Step 3: Generate Ideas Step 4: Evaluate and Prioritize Ideas Step 5: Develop the Implementation Plan

20 Appendix J Decision Making Directive Participative Consultative Conflict Resolution Avoidant Combative Collaborative Consensus Building Brainstorming Project Performance Reporting Monitoring and Controlling Software Development Project Progress Progress Reporting System Types of Project Status Reports Current Period Reports Cumulative Reports Exception Reports Stoplight Reports Variance Reports Measuring Variances Catch Deviations from the Curve Early Dampen Oscillation Allow Early Corrective Action Determine Weekly Schedule Variance Determine Weekly Effort (Person Hours/Day) Variance How and What Information To Update Determine a Set Period of Time and Day of Week Report Actual Work Accomplished During This Period Record Historical and Re-estimate Remaining (In-Progress Work Only) Report Start and Finish Dates Record Days of Duration Accomplished and Remaining Report Resource Effort (Hours/Day) Spent and Remaining (In-Progress Work Only) Frequency of Gathering and Reporting Project Progress Variances Positive Variances Negative Variances Graphical Reporting Tools Gantt Charts Milestone Trend Charts Earned Value Analysis (a.k.a. Cost Schedule Control) Level of Detail Activity Manager Project Manager Senior Management

21 xxix Project Status Meetings What Is a Project Status Meeting? Who Should Attend? When Are They Held? What Is Their Purpose? What Is Their Format? Problem Management Meetings Change Management 562 Project Change Request 563 Project Impact Statement 564 It Can Be Accommodated within the Project Resources and Timelines 564 It Can Be Accommodated but Will Require an Extension of the Deliverable Schedule 564 It Can Be Accommodated within the Current Deliverable Schedule but Additional Resources Will Be Needed 564 It Can Be Accommodated but Additional Resources and an Extension of the Deliverable Schedule Will Be Required 564 It Can Be Accommodated with a Multiple Release Strategy and Prioritizing of the Deliverables across the Release Dates 564 It Cannot BeAccommodated without a Significant Change to the Project 565 Problem Escalation Project Manager-Based Strategies Resource Manager-Based Strategies Customer-Based Strategies The Escalation Strategy Hierarchy No Action Required (Schedule Slack Will Correct the Problem) Examine FS Dependencies for Schedule Compression Opportunities Reassign Resources from Non-Critical Path Activities To Correct the Slippage Negotiate Additional Resources Negotiate Multiple Release Strategies Request Schedule Extension from the Customer Appendix K Business Process Flow Diagramming What Is a Business Process? Characteristics of Business Processes Process Effectiveness Process Efficiency Streamlining Tools Bureaucracy Elimination Duplication Elimination Value-Added Assessment Simplification Process Cycle-Time Reduction

22 Error Proofing Upgrading Simple Language Standardization Supplier Partnership Big Picture Improvement What Is a Business Process Improvement Project? Indicators of Needed Improvement Business Process Diagramming Business Process Flow Diagram Formats Context Diagrams Business Process Work Flow Diagrams Documenting the" As Is" Business Process Envisioning the "To Be" State Defining the" As Is" to "To Be" Gap Index 587

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