ERIC VERZUH is President of The Versatile Company, which provides project management training to thousands of professionals each year. His clients include major government agencies, large and small companies, and nonprofit organizations in such diverse industries as transportation, aerospace, health care, education, and information technology. EVerzuh@VersatileCompany.com

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• Acknowledgments xiiiAbout the Author xvPreface xviiPart 1 IntroductionChapter 1—Project Management: A Platform For Innovation 2A Timeless Leadership Toolset 3Project Management is Keeping Pace with Global Change 4Project Management is an Essential Leadership Skillset 5Successful Projects Deliver Value 6The Art and Science of Project Leadership 6A Practical Checklist for Successful Projects: How This Book Will Help You 8Beyond the Book: Tools for Application and Continuous Learning 12End Point 13Stellar Performer: OrthoSpot 14Stellar Performer: PM4NGOs 15Chapter 2—Project Leadership: People Before Process 16The Project Leadership Challenge 17Build a Team Culture Suited to a Journey of Discovery 19Temporary Teams Form Before They Perform 21Build Personal Authority and Influence 24Project Leaders Need Political Savvy 25Your Decision to Lead 26End Point 28Chapter 3—Foundation Principles of Project Management 29Projects Require Project Management 29How a Project is Defined 30The Challenge of Managing Projects 31The Evolution of a Discipline 32The Definition of Project Success 36Project Management Functions 38Project Life Cycle 40Organizing for Projects 43Project Managers Are Leaders 44End Point 45Stellar Performer: Seattle Children’s Hospital and Regional Medical Center 46Chapter 4—Agile and Waterfall: Choose A Development Process 51Defining Value: A New Lens for Judging Projects Informs the Development Process 52Choose a Product Development Process That Delivers Value 53Best Practices for Capturing Requirements Are Integrated into a Product Development Process 57A Development Process is Not Project Management 58Waterfall or Agile: Which Delivers the Best Value? 58Common Agile Practices 63Common Agile Benefits 65Choosing Between Agile and Waterfall Development 67Innovation Projects Experiment to Discover Desirability and Viability 69Product Development Methods Influence Project Management 70End Point 71Stellar Performer: The Lean Startup Innovation Movement 72Part 2 Defining The ProjectChapter 5—Project Initiation: Turn A Problem Or Opportunity Into A Business Case 78Project Initiation’s Place in the Project Life Cycle 79A Mini-Analysis Phase or a Complete Project 79The Role of a Project Manager in Project Initiation 80A Business Case Defines the Future Business Value 81Business Risk and Project Risk 82Managing Requirements is Tightly Linked to Project Initiation 82Common Principles for Project Initiation 84Project Selection and Prioritization 89Basic Business Case Content 90Designing a Realistic Initiation Process 94Project Leadership: Focus on Value 94End Point 95Fast Foundation in Project Management 95Stellar Performer: The Logical Framework Approach 96Chapter 6—Engage Your Stakeholders and Win Their Cooperation 105Stakeholder Focus Throughout the Life of the Project 106Stakeholder Management is Risk Management for People 108Stakeholder Roles on Every Project 109Stakeholder Roles: Project Manager 109Stakeholder Roles: Project Team 110Stakeholder Roles: Management 111Stakeholder Roles: The Customer 114Affected Stakeholders Can Make Crucial Contributions 116Engage Affected Stakeholders 118Lead the Stakeholders 118End Point 119Fast Foundation in Project Management 119Chapter 7—Write The Rules: Manage Expectations and Define Success 121Project Rules Are the Foundation 122Publish a Project Charter 124Write a Project Charter 126Responsibility Matrix 134End Point 136Fast Foundation in Project Management 138Part 3 The Planning ProcessChapter 8—Risk Management: Minimize The Threats To Your Project 143All Project Management is Risk Management 145The Risk Management Framework 147Step One: Identify the Risks 149Step Two: Analyze and Prioritize the Risks 153Step Three: Develop Response Plans 159Step Four: Establish Contingency and Reserve 165Step Five: Continuous Risk Management 166Unexpected Leadership 167End Point 168Fast Foundation in Project Management 168Chapter 9—A Work Breakdown Structure Makes A Project Manageable 170Defining the Work Breakdown Structure 171Building a Work Breakdown Structure 175Criteria for a Successful Work Breakdown Structure 177Work Package Size 181When Very Small Tasks Make Sense 182Planning for Quality 183Breaking Down Large Programs 184Contractors or Vendors Can Provide a WBS 185End Point 186Chapter 10—Realistic Scheduling 188Planning Overview 189Planning Step Two: Identify Task Relationships 190Planning Step Three: Estimate Work Packages 195Planning Step Four: Calculate an Initial Schedule 201Planning Step Five: Assign and Level Resources 208Small Projects Need Smaller Plans 220End Point 221Fast Foundation in Project Management 222Chapter 11—Manage Agile Development With Scrum 223Scrum is a Framework 225Scrum at a Glance 225Managing the Product Backlog 230Make the Plan Visible: Task Boards and Burndown Charts 232Key Factors for Scrum to Be Effective 235Scrum and Project Management 236End Point 236Chapter 12—The Art and Science of Accurate Estimating 238Estimating Fundamentals 239Estimating Techniques 245Building the Detailed Budget Estimate 255Generating the Cash Flow Schedule 262End Point 263Fast Foundation in Project Management 264Stellar Performer: Tynet, Inc. 265Chapter 13—Balance The Trade-Off Among Cost, Schedule, and Scope 269Three Levels of Balancing a Project 270Balancing at the Project Level 271Balancing at the Business Case Level 281Balancing at the Enterprise Level 285End Point 286Stellar Performer: Seattle Mariners Baseball Park 287Stellar Performer: Boeing 767-400ER Program 291Chapter 14—Managing Creative Projects: Insights From Media and Entertainment 294Lessons from Film, Television, and Video Production 295Lessons from Creating Video Games 299Lessons from Music Production 302Learning to Manage Media, Entertainment, Technology, and Art (M.E.T.A.) Projects 305End Point 310Stellar Performer: Flexible Life Cycle Transcends Industries 311Part 4 Controlling The Project Chapter 15—Build A High-Performance Project Team 314A Framework for Building High-Performance Teams 318Leadership Responsibilities 323Building a Positive Team Culture 324Ground Rules 325Team Identity 326Team Listening Skills 331Meeting Management 335Collaborative Problem-Solving 337Problem Analysis 338Decision Modes 340Conflict Management 345Continuous Learning 348Job Satisfaction 353End Point 353Fast Foundation in Project Management 354Stellar Performer: Habitat for Humanity 355Chapter 16—Communicate With Project Stakeholders 357Embrace Your Role as a Leader 358Creating a Communication Plan 358Communicating Within the Project Team 365Virtual Teams Benefit from Formal Communication 371Closeout Reporting 374End Point 375Fast Foundation in Project Management 376Stellar Performer: Lockheed Martin Aeronautics 377Chapter 17—Change Management: Engage Your Stakeholders To Maximize Value 381Why the People Side Matters 382Outcomes Desired: Individual Change Management Using ADKAR 385Actions Required: Organizational Change Management 389Roles: Who Does Change Management 391End Point 392Chapter 18—Control Scope To Deliver Value 393The Change Control Process 394Configuration Management 400Change Control is Essential for Managing Expectations 402End Point 402Fast Foundation in Project Management 402Chapter 19—Measure Progress 404Measuring Schedule Performance 404Measuring Cost Performance 409Earned Value Reporting 411Escalation Thresholds 419Cost and Schedule Baselines 421End Point 423Chapter 20—Solve Common Project Problems 425Responsibility Beyond Your Authority 425Disaster Recovery 426When the Customer Delays the Project 427The Impossible Dream 428Fighting Fires 429Managing Volunteers 429End Point 430Part 5 Advancing Your Practice of Project ManagementChapter 21—Enterprise Project Management: Align Projects With Strategy 433Defining Enterprise Project Management 435Three Tiers of Management Within EPM: Portfolio, Program, Project 436The Four Components of EPM: Process, People, Technology, PMO 440Establish Consistent EPM Processes 441Technology Enables EPM Processes 444The People Who Deliver Projects 447Support Project Management: The Project Management Office 448End Point 456Stellar Performer: Bill & Melinda Gates Foundation 458Chapter 22—Requirements: Describe The Solution Target 465Requirements and Project Management Are Intimately Connected 466Requirement Types Illustrate the Evolving Product Vision 467Requirements Scope and Processes 469Requirements Development Activities 471Requirements Management Activities 474The Audience for Requirements 476End Point 478Chapter 23—Use The Quality Discipline To Hit The Target 480The Cost of Quality 481Build the Quality Discipline into a Project 483Quality Assurance and Quality Control 485Quality Practices Improve Requirements 487The Quality Discipline Improves Processes 488Quality is an Organizational Commitment 490End Point 491Chapter 24—Pass The Pmp Exam 493Requirements to Earn the PMP 494Top 10 Study Tips for the PMP Exam 494End Point 497Appendix A: Forms Available Online 498Appendix B: The Detailed Planning Model 499Notes 508Index 511

ERIC VERZUH is President of The Versatile Company, which provides project management training to thousands of professionals each year. His clients include major government agencies, large and small companies, and nonprofit organizations in such diverse industries as transportation, aerospace, health care, education, and information technology. EVerzuh@VersatileCompany.com

Select Guide Rating

• Acknowledgments xiiiAbout the Author xvPreface xviiPart 1 IntroductionChapter 1—Project Management: A Platform For Innovation 2A Timeless Leadership Toolset 3Project Management is Keeping Pace with Global Change 4Project Management is an Essential Leadership Skillset 5Successful Projects Deliver Value 6The Art and Science of Project Leadership 6A Practical Checklist for Successful Projects: How This Book Will Help You 8Beyond the Book: Tools for Application and Continuous Learning 12End Point 13Stellar Performer: OrthoSpot 14Stellar Performer: PM4NGOs 15Chapter 2—Project Leadership: People Before Process 16The Project Leadership Challenge 17Build a Team Culture Suited to a Journey of Discovery 19Temporary Teams Form Before They Perform 21Build Personal Authority and Influence 24Project Leaders Need Political Savvy 25Your Decision to Lead 26End Point 28Chapter 3—Foundation Principles of Project Management 29Projects Require Project Management 29How a Project is Defined 30The Challenge of Managing Projects 31The Evolution of a Discipline 32The Definition of Project Success 36Project Management Functions 38Project Life Cycle 40Organizing for Projects 43Project Managers Are Leaders 44End Point 45Stellar Performer: Seattle Children’s Hospital and Regional Medical Center 46Chapter 4—Agile and Waterfall: Choose A Development Process 51Defining Value: A New Lens for Judging Projects Informs the Development Process 52Choose a Product Development Process That Delivers Value 53Best Practices for Capturing Requirements Are Integrated into a Product Development Process 57A Development Process is Not Project Management 58Waterfall or Agile: Which Delivers the Best Value? 58Common Agile Practices 63Common Agile Benefits 65Choosing Between Agile and Waterfall Development 67Innovation Projects Experiment to Discover Desirability and Viability 69Product Development Methods Influence Project Management 70End Point 71Stellar Performer: The Lean Startup Innovation Movement 72Part 2 Defining The ProjectChapter 5—Project Initiation: Turn A Problem Or Opportunity Into A Business Case 78Project Initiation’s Place in the Project Life Cycle 79A Mini-Analysis Phase or a Complete Project 79The Role of a Project Manager in Project Initiation 80A Business Case Defines the Future Business Value 81Business Risk and Project Risk 82Managing Requirements is Tightly Linked to Project Initiation 82Common Principles for Project Initiation 84Project Selection and Prioritization 89Basic Business Case Content 90Designing a Realistic Initiation Process 94Project Leadership: Focus on Value 94End Point 95Fast Foundation in Project Management 95Stellar Performer: The Logical Framework Approach 96Chapter 6—Engage Your Stakeholders and Win Their Cooperation 105Stakeholder Focus Throughout the Life of the Project 106Stakeholder Management is Risk Management for People 108Stakeholder Roles on Every Project 109Stakeholder Roles: Project Manager 109Stakeholder Roles: Project Team 110Stakeholder Roles: Management 111Stakeholder Roles: The Customer 114Affected Stakeholders Can Make Crucial Contributions 116Engage Affected Stakeholders 118Lead the Stakeholders 118End Point 119Fast Foundation in Project Management 119Chapter 7—Write The Rules: Manage Expectations and Define Success 121Project Rules Are the Foundation 122Publish a Project Charter 124Write a Project Charter 126Responsibility Matrix 134End Point 136Fast Foundation in Project Management 138Part 3 The Planning ProcessChapter 8—Risk Management: Minimize The Threats To Your Project 143All Project Management is Risk Management 145The Risk Management Framework 147Step One: Identify the Risks 149Step Two: Analyze and Prioritize the Risks 153Step Three: Develop Response Plans 159Step Four: Establish Contingency and Reserve 165Step Five: Continuous Risk Management 166Unexpected Leadership 167End Point 168Fast Foundation in Project Management 168Chapter 9—A Work Breakdown Structure Makes A Project Manageable 170Defining the Work Breakdown Structure 171Building a Work Breakdown Structure 175Criteria for a Successful Work Breakdown Structure 177Work Package Size 181When Very Small Tasks Make Sense 182Planning for Quality 183Breaking Down Large Programs 184Contractors or Vendors Can Provide a WBS 185End Point 186Chapter 10—Realistic Scheduling 188Planning Overview 189Planning Step Two: Identify Task Relationships 190Planning Step Three: Estimate Work Packages 195Planning Step Four: Calculate an Initial Schedule 201Planning Step Five: Assign and Level Resources 208Small Projects Need Smaller Plans 220End Point 221Fast Foundation in Project Management 222Chapter 11—Manage Agile Development With Scrum 223Scrum is a Framework 225Scrum at a Glance 225Managing the Product Backlog 230Make the Plan Visible: Task Boards and Burndown Charts 232Key Factors for Scrum to Be Effective 235Scrum and Project Management 236End Point 236Chapter 12—The Art and Science of Accurate Estimating 238Estimating Fundamentals 239Estimating Techniques 245Building the Detailed Budget Estimate 255Generating the Cash Flow Schedule 262End Point 263Fast Foundation in Project Management 264Stellar Performer: Tynet, Inc. 265Chapter 13—Balance The Trade-Off Among Cost, Schedule, and Scope 269Three Levels of Balancing a Project 270Balancing at the Project Level 271Balancing at the Business Case Level 281Balancing at the Enterprise Level 285End Point 286Stellar Performer: Seattle Mariners Baseball Park 287Stellar Performer: Boeing 767-400ER Program 291Chapter 14—Managing Creative Projects: Insights From Media and Entertainment 294Lessons from Film, Television, and Video Production 295Lessons from Creating Video Games 299Lessons from Music Production 302Learning to Manage Media, Entertainment, Technology, and Art (M.E.T.A.) Projects 305End Point 310Stellar Performer: Flexible Life Cycle Transcends Industries 311Part 4 Controlling The Project Chapter 15—Build A High-Performance Project Team 314A Framework for Building High-Performance Teams 318Leadership Responsibilities 323Building a Positive Team Culture 324Ground Rules 325Team Identity 326Team Listening Skills 331Meeting Management 335Collaborative Problem-Solving 337Problem Analysis 338Decision Modes 340Conflict Management 345Continuous Learning 348Job Satisfaction 353End Point 353Fast Foundation in Project Management 354Stellar Performer: Habitat for Humanity 355Chapter 16—Communicate With Project Stakeholders 357Embrace Your Role as a Leader 358Creating a Communication Plan 358Communicating Within the Project Team 365Virtual Teams Benefit from Formal Communication 371Closeout Reporting 374End Point 375Fast Foundation in Project Management 376Stellar Performer: Lockheed Martin Aeronautics 377Chapter 17—Change Management: Engage Your Stakeholders To Maximize Value 381Why the People Side Matters 382Outcomes Desired: Individual Change Management Using ADKAR 385Actions Required: Organizational Change Management 389Roles: Who Does Change Management 391End Point 392Chapter 18—Control Scope To Deliver Value 393The Change Control Process 394Configuration Management 400Change Control is Essential for Managing Expectations 402End Point 402Fast Foundation in Project Management 402Chapter 19—Measure Progress 404Measuring Schedule Performance 404Measuring Cost Performance 409Earned Value Reporting 411Escalation Thresholds 419Cost and Schedule Baselines 421End Point 423Chapter 20—Solve Common Project Problems 425Responsibility Beyond Your Authority 425Disaster Recovery 426When the Customer Delays the Project 427The Impossible Dream 428Fighting Fires 429Managing Volunteers 429End Point 430Part 5 Advancing Your Practice of Project ManagementChapter 21—Enterprise Project Management: Align Projects With Strategy 433Defining Enterprise Project Management 435Three Tiers of Management Within EPM: Portfolio, Program, Project 436The Four Components of EPM: Process, People, Technology, PMO 440Establish Consistent EPM Processes 441Technology Enables EPM Processes 444The People Who Deliver Projects 447Support Project Management: The Project Management Office 448End Point 456Stellar Performer: Bill & Melinda Gates Foundation 458Chapter 22—Requirements: Describe The Solution Target 465Requirements and Project Management Are Intimately Connected 466Requirement Types Illustrate the Evolving Product Vision 467Requirements Scope and Processes 469Requirements Development Activities 471Requirements Management Activities 474The Audience for Requirements 476End Point 478Chapter 23—Use The Quality Discipline To Hit The Target 480The Cost of Quality 481Build the Quality Discipline into a Project 483Quality Assurance and Quality Control 485Quality Practices Improve Requirements 487The Quality Discipline Improves Processes 488Quality is an Organizational Commitment 490End Point 491Chapter 24—Pass The Pmp Exam 493Requirements to Earn the PMP 494Top 10 Study Tips for the PMP Exam 494End Point 497Appendix A: Forms Available Online 498Appendix B: The Detailed Planning Model 499Notes 508Index 511

ERIC VERZUH is President of The Versatile Company, which provides project management training to thousands of professionals each year. His clients include major government agencies, large and small companies, and nonprofit organizations in such diverse industries as transportation, aerospace, health care, education, and information technology. EVerzuh@VersatileCompany.com

Select Guide Rating

• Acknowledgments xiiiAbout the Author xvPreface xviiPart 1 IntroductionChapter 1—Project Management: A Platform For Innovation 2A Timeless Leadership Toolset 3Project Management is Keeping Pace with Global Change 4Project Management is an Essential Leadership Skillset 5Successful Projects Deliver Value 6The Art and Science of Project Leadership 6A Practical Checklist for Successful Projects: How This Book Will Help You 8Beyond the Book: Tools for Application and Continuous Learning 12End Point 13Stellar Performer: OrthoSpot 14Stellar Performer: PM4NGOs 15Chapter 2—Project Leadership: People Before Process 16The Project Leadership Challenge 17Build a Team Culture Suited to a Journey of Discovery 19Temporary Teams Form Before They Perform 21Build Personal Authority and Influence 24Project Leaders Need Political Savvy 25Your Decision to Lead 26End Point 28Chapter 3—Foundation Principles of Project Management 29Projects Require Project Management 29How a Project is Defined 30The Challenge of Managing Projects 31The Evolution of a Discipline 32The Definition of Project Success 36Project Management Functions 38Project Life Cycle 40Organizing for Projects 43Project Managers Are Leaders 44End Point 45Stellar Performer: Seattle Children’s Hospital and Regional Medical Center 46Chapter 4—Agile and Waterfall: Choose A Development Process 51Defining Value: A New Lens for Judging Projects Informs the Development Process 52Choose a Product Development Process That Delivers Value 53Best Practices for Capturing Requirements Are Integrated into a Product Development Process 57A Development Process is Not Project Management 58Waterfall or Agile: Which Delivers the Best Value? 58Common Agile Practices 63Common Agile Benefits 65Choosing Between Agile and Waterfall Development 67Innovation Projects Experiment to Discover Desirability and Viability 69Product Development Methods Influence Project Management 70End Point 71Stellar Performer: The Lean Startup Innovation Movement 72Part 2 Defining The ProjectChapter 5—Project Initiation: Turn A Problem Or Opportunity Into A Business Case 78Project Initiation’s Place in the Project Life Cycle 79A Mini-Analysis Phase or a Complete Project 79The Role of a Project Manager in Project Initiation 80A Business Case Defines the Future Business Value 81Business Risk and Project Risk 82Managing Requirements is Tightly Linked to Project Initiation 82Common Principles for Project Initiation 84Project Selection and Prioritization 89Basic Business Case Content 90Designing a Realistic Initiation Process 94Project Leadership: Focus on Value 94End Point 95Fast Foundation in Project Management 95Stellar Performer: The Logical Framework Approach 96Chapter 6—Engage Your Stakeholders and Win Their Cooperation 105Stakeholder Focus Throughout the Life of the Project 106Stakeholder Management is Risk Management for People 108Stakeholder Roles on Every Project 109Stakeholder Roles: Project Manager 109Stakeholder Roles: Project Team 110Stakeholder Roles: Management 111Stakeholder Roles: The Customer 114Affected Stakeholders Can Make Crucial Contributions 116Engage Affected Stakeholders 118Lead the Stakeholders 118End Point 119Fast Foundation in Project Management 119Chapter 7—Write The Rules: Manage Expectations and Define Success 121Project Rules Are the Foundation 122Publish a Project Charter 124Write a Project Charter 126Responsibility Matrix 134End Point 136Fast Foundation in Project Management 138Part 3 The Planning ProcessChapter 8—Risk Management: Minimize The Threats To Your Project 143All Project Management is Risk Management 145The Risk Management Framework 147Step One: Identify the Risks 149Step Two: Analyze and Prioritize the Risks 153Step Three: Develop Response Plans 159Step Four: Establish Contingency and Reserve 165Step Five: Continuous Risk Management 166Unexpected Leadership 167End Point 168Fast Foundation in Project Management 168Chapter 9—A Work Breakdown Structure Makes A Project Manageable 170Defining the Work Breakdown Structure 171Building a Work Breakdown Structure 175Criteria for a Successful Work Breakdown Structure 177Work Package Size 181When Very Small Tasks Make Sense 182Planning for Quality 183Breaking Down Large Programs 184Contractors or Vendors Can Provide a WBS 185End Point 186Chapter 10—Realistic Scheduling 188Planning Overview 189Planning Step Two: Identify Task Relationships 190Planning Step Three: Estimate Work Packages 195Planning Step Four: Calculate an Initial Schedule 201Planning Step Five: Assign and Level Resources 208Small Projects Need Smaller Plans 220End Point 221Fast Foundation in Project Management 222Chapter 11—Manage Agile Development With Scrum 223Scrum is a Framework 225Scrum at a Glance 225Managing the Product Backlog 230Make the Plan Visible: Task Boards and Burndown Charts 232Key Factors for Scrum to Be Effective 235Scrum and Project Management 236End Point 236Chapter 12—The Art and Science of Accurate Estimating 238Estimating Fundamentals 239Estimating Techniques 245Building the Detailed Budget Estimate 255Generating the Cash Flow Schedule 262End Point 263Fast Foundation in Project Management 264Stellar Performer: Tynet, Inc. 265Chapter 13—Balance The Trade-Off Among Cost, Schedule, and Scope 269Three Levels of Balancing a Project 270Balancing at the Project Level 271Balancing at the Business Case Level 281Balancing at the Enterprise Level 285End Point 286Stellar Performer: Seattle Mariners Baseball Park 287Stellar Performer: Boeing 767-400ER Program 291Chapter 14—Managing Creative Projects: Insights From Media and Entertainment 294Lessons from Film, Television, and Video Production 295Lessons from Creating Video Games 299Lessons from Music Production 302Learning to Manage Media, Entertainment, Technology, and Art (M.E.T.A.) Projects 305End Point 310Stellar Performer: Flexible Life Cycle Transcends Industries 311Part 4 Controlling The Project Chapter 15—Build A High-Performance Project Team 314A Framework for Building High-Performance Teams 318Leadership Responsibilities 323Building a Positive Team Culture 324Ground Rules 325Team Identity 326Team Listening Skills 331Meeting Management 335Collaborative Problem-Solving 337Problem Analysis 338Decision Modes 340Conflict Management 345Continuous Learning 348Job Satisfaction 353End Point 353Fast Foundation in Project Management 354Stellar Performer: Habitat for Humanity 355Chapter 16—Communicate With Project Stakeholders 357Embrace Your Role as a Leader 358Creating a Communication Plan 358Communicating Within the Project Team 365Virtual Teams Benefit from Formal Communication 371Closeout Reporting 374End Point 375Fast Foundation in Project Management 376Stellar Performer: Lockheed Martin Aeronautics 377Chapter 17—Change Management: Engage Your Stakeholders To Maximize Value 381Why the People Side Matters 382Outcomes Desired: Individual Change Management Using ADKAR 385Actions Required: Organizational Change Management 389Roles: Who Does Change Management 391End Point 392Chapter 18—Control Scope To Deliver Value 393The Change Control Process 394Configuration Management 400Change Control is Essential for Managing Expectations 402End Point 402Fast Foundation in Project Management 402Chapter 19—Measure Progress 404Measuring Schedule Performance 404Measuring Cost Performance 409Earned Value Reporting 411Escalation Thresholds 419Cost and Schedule Baselines 421End Point 423Chapter 20—Solve Common Project Problems 425Responsibility Beyond Your Authority 425Disaster Recovery 426When the Customer Delays the Project 427The Impossible Dream 428Fighting Fires 429Managing Volunteers 429End Point 430Part 5 Advancing Your Practice of Project ManagementChapter 21—Enterprise Project Management: Align Projects With Strategy 433Defining Enterprise Project Management 435Three Tiers of Management Within EPM: Portfolio, Program, Project 436The Four Components of EPM: Process, People, Technology, PMO 440Establish Consistent EPM Processes 441Technology Enables EPM Processes 444The People Who Deliver Projects 447Support Project Management: The Project Management Office 448End Point 456Stellar Performer: Bill & Melinda Gates Foundation 458Chapter 22—Requirements: Describe The Solution Target 465Requirements and Project Management Are Intimately Connected 466Requirement Types Illustrate the Evolving Product Vision 467Requirements Scope and Processes 469Requirements Development Activities 471Requirements Management Activities 474The Audience for Requirements 476End Point 478Chapter 23—Use The Quality Discipline To Hit The Target 480The Cost of Quality 481Build the Quality Discipline into a Project 483Quality Assurance and Quality Control 485Quality Practices Improve Requirements 487The Quality Discipline Improves Processes 488Quality is an Organizational Commitment 490End Point 491Chapter 24—Pass The Pmp Exam 493Requirements to Earn the PMP 494Top 10 Study Tips for the PMP Exam 494End Point 497Appendix A: Forms Available Online 498Appendix B: The Detailed Planning Model 499Notes 508Index 511