|
|
|
2-1
|
The pie making project
|
13
|
|
3-1
|
Project management integration – the source of success
|
25
|
|
3-2
|
The complete project life span – generic model
|
30
|
|
3-3
|
Work as an integrator
|
39
|
|
5-1
|
The PLS phase deliverables and executive control points
|
49
|
|
5-2
|
The PLS hierarchy
|
50
|
|
5-3
|
The fractal nature of project management
|
52
|
|
5-4
|
Sea shell showing fractal geometry
|
52
|
|
5-5
|
PLS activities by phase – typical
|
53
|
|
5-6
|
PLS activities by phase – construction
|
54
|
|
5-7
|
PLS activities by phase – mfg. & distribution
engineering
|
55
|
|
5-8
|
PLS activities by phase – new product intro. or info.
tech. products
|
56
|
|
5-9
|
PLS activities by phase – systems development
|
57
|
|
5-10
|
Typical project bar chart – construction
|
58
|
|
5-11
|
Typical project bar chart – information systems
|
58
|
|
5-12
|
Typical project bar chart – defense systems acquisition
|
59
|
|
5-13
|
Typical PLS profile – level of effort
|
60
|
|
5-14
|
Typical PLS profile – the "S" curve
|
61
|
|
5-15
|
Typical PLS profile – potential for adding value
|
61
|
|
5-16
|
Typical PLS profile – escalating cost to change or fix
|
62
|
|
5-17
|
Typical PLS profile – adding value versus cost to change
|
63
|
|
5-18
|
Typical PLS profile – opportunity versus amount at stake
|
64
|
|
5-19
|
Typical PLS profile – the information explosion
|
65
|
|
5-20
|
A project system is part of a larger one
|
65
|
|
5-21
|
Relationships with other life spans
|
66
|
|
5-22
|
Fish's "Vee" model of the project life span
|
67
|
|
5-23
|
Simplified software development flow chart
|
69
|
|
5-24
|
The PLS superimposed on the software development flow
chart
|
70
|
|
6-1
|
Scope of a project management body of knowledge
|
76
|
|
7-1
|
Construction project management in a corporate
environment
|
84
|
|
7-2
|
The function-process-time relationship (1983)
|
85
|
|
7-3
|
Project management body of knowledge setting
|
87
|
|
7-4
|
Kerzner's cover jacket
|
88
|
|
7-5
|
A three dimensional matrix
|
88
|
|
7-6
|
Project management matrix model
|
89
|
|
7-7
|
Stretton's suitcase of project manager's tools and
techniques
|
90
|
|
7-8
|
Allen's Project Management Classification Structure
|
92
|
|
7-9
|
IPMA's sun wheel
|
93
|
|
7-10
|
Wideman's concept map of project management
|
95
|
|
7-11
|
The "orthogonal" model of project management
|
96
|
|
7-12
|
Crawford's mapping of "project manager role
units" (circa 2003)
|
98
|
|
7-13
|
Microsoft's quality angle
|
99
|
|
7-14
|
Davis's project management tetrahedron
|
99
|
|
8-1
|
Marasco's project pyramid model
|
105
|
|
8-2
|
Project outcomes related to the standard probability
bell curve
|
106
|
|
8-3
|
Lognormal distribution of positive outcomes only
|
106
|
|
8-4
|
The Project Management Institute's view of a project
|
109
|
|
8-5
|
Relation between scope, quality and cost
|
110
|
|
8-6
|
Relation between resources, time and cost
|
110
|
|
8-7
|
Matching project inputs to project outputs
|
111
|
|
8-8
|
Matching input to output to arrive at Marasco's pyramid
base
|
111
|
|
8-9
|
Consequent risk of poor project quality
|
114
|
|
8-10
|
The bathtub effect in the life of a project
|
114
|
|
8-11
|
Wideman's complete model of project parameters
|
116
|
|
8-12
|
Pyramid volume as a function of team quality &
project difficulty
|
117
|
|
9-1
|
The market's view of project management
|
127
|
|
9-2
|
The tetrad trade off – emphasis varies with the type of
project and often with the project phase
|
128
|
|
10-1
|
Keeping on track
|
134
|
|
10-2
|
Tracking and steering a project
|
135
|
|
10-3
|
Traditional management feedback
|
136
|
|
10-4
|
The project control cycle
|
138
|
|
10-5
|
Project control in practice
|
139
|
|
10-6
|
"S" curves – a powerful management control
tool
|
140
|
|
10-7
|
The function-process-time relationship in project
management
|
144
|
|
11-1
|
The project portfolio environment
|
148
|
|
11-2
|
The project environment as a process
|
150
|
|
11-3
|
Environmental influences on the project
|
151
|
|
11-4
|
Concept of an inverted organization chart
|
152
|
|
11-5
|
Managing the environment – the public relations concept
|
155
|
|
13-1
|
Project selection by screening
|
169
|
|
13-2
|
Chart showing format for ranking of projects
|
171
|
|
14-1
|
Different project portfolios have different costs and
values
|
181
|
|
14-2
|
The best project portfolios define the efficient
frontier
|
182
|
|
14-3
|
Project portfolio enhanced by applying the efficient
frontier
|
183
|
|
14-4
|
Five levels of project portfolio management
|
185
|
|
15-1
|
The success target
|
191
|
|
15-2
|
Summary of principle success criteria
|
195
|
|
15-3
|
Project success varies with time
|
196
|
|
16-1
|
Basic 2x2 project classification
|
205
|
|
16-2
|
Basic project or major component classification
|
206
|
|
A-1
|
Conceptual institution project management mission
|
210
|
|
A-2
|
Idealized progressive project management learning
|
211
|
|
A-3
|
Hierarchical structure of functional knowledge
|
213
|
|
A-4
|
Levels of project management learning
|
215
|
Table of Contents
