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 Project Management
Fundamentals
Key ConCePts and Methodology
Second edition
 Project Management
Fundamentals
Key ConCePts and Methodology
Second edition

Gregory T. Haugan, PhD, PMP

8230 Leesburg Pike, Suite 800
Vienna, Virginia 22182
Phone: (703) 790-9595
Fax: (703) 790-1371
www.managementconcepts.com

Copyright © 2011 by Management Concepts, Inc.

All rights reserved. No part of this book may be reproduced or utilized in

any form or by any means, electronic or mechanical, including photo-
copying, recording, or by an information storage and retrieval system,
without permission in writing from the publisher, except for brief quota-
tions in review articles.

PMI, PMP, Program Management Professional (PgMP), CAPM, OPM3,

OPM3 ProductSuite, PMI Certified OPM3 Assessor, PMI Certified OPM3
Consultant, PMI global standards, and PMI-ISSIG are registered marks of
the Project Management Institute, Inc.

Printed in the United States of America

Library of Congress Cataloging-in-Publication Data

Haugan, Gregory T., 1931–

Project management fundamentals : key concepts and
methodology / Gregory T. Haugan. — 2nd ed.
p. cm.
ISBN 978-1-56726-281-0
1. Project management. I. Title.

HD69.P75H3774 2010
658.4’04—dc22
2010025895

10 9 8 7 6 5 4 3 2 1
about the author

Gregory T. Haugan, PhD, PMP, is the owner of GLH Incor-

porated and has worked for the company for 25 years. The
company specializes in proposal preparation and the use of
the work breakdown structure (WBS) and project manage-
ment methodology. Dr. Haugan has more than 40 years of
experience as a project manager, project management advi-
sor, and government and private sector official in the plan-
ning, scheduling, management, and operation of projects of
all sizes.

Dr. Haugan is an expert in the application and implementa-

tion of project management systems. He participated in the
early development of WBS and C/SCSC (earned value) con-
cepts at the Department of Defense and in the initial devel-
opment of PERT cost software. He was the Martin Marietta
representative on the Joint Army Navy NASA Committee
developing the initial C/SCSC concepts. He is particularly
expert in the areas of scope management, cost management,
and schedule management; in setting up new projects; and
in preparing proposals.

Dr. Haugan received his PhD from the American University,

his MBA from St. Louis University, and his BSME from the
Illinois Institute of Technology.
To my wife, Susan, for all her help, love, and support.
Contents

Preface. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvii

Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . xxiii

PArT 1: Introduction and Overview . . . . . . . . . . . . . . . . 1

The Project Management Body of Knowledge . . . . . . . . . . 2
Key Concepts of Project Management . . . . . . . . . . . . . . . . 3
Key Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
The Basic Project Management Process . . . . . . . . . . . . . . . 7
Related Concepts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

PArT 2: The Project Management Methodology . . . . . 15

A. Initiating Stage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Step 1. Establish Project Objectives . . . . . . . . . . . . . . . . . 19
1.1. Develop the Statement of Objectives . . . . . . . . . 20
1.2. Define the Deliverables and Their
Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
1.3. Develop the Project Charter . . . . . . . . . . . . . . . . 25
B. Planning Stage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Step 2. Define the Work . . . . . . . . . . . . . . . . . . . . . . . . . . 31
2.1. Develop the Work Breakdown Structure . . . . . . 32
2.2. Prepare a Statement of Work . . . . . . . . . . . . . . . 44
2.3. Prepare the Specification . . . . . . . . . . . . . . . . . . 50
Step 3. Plan the Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
3.1. Define Activities and Activity Durations . . . . . . 52
3.2. Develop a Logic Network and Schedule . . . . . . . 68
3.3. Assign and Schedule Resources and Costs . . . . . 75
3.4. Develop the Cost Estimate . . . . . . . . . . . . . . . . . 84
3.5. Establish Checkpoints and Performance
Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
x Project ManageMent FundaMentals

3.6. Establish Project Baselines . . . . . . . . . . . . . . . . 101

3.7. Develop the Project Plan. . . . . . . . . . . . . . . . . . 104
3.8. Approve the Project Plan . . . . . . . . . . . . . . . . . 107
C. Executing Stage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Step 4. Perform the Work . . . . . . . . . . . . . . . . . . . . . . . . 110
4.1. Budget and Authorize the Work . . . . . . . . . . . . 111
4.2. Add Staff Resources . . . . . . . . . . . . . . . . . . . . . . 116
4.3. Produce Results . . . . . . . . . . . . . . . . . . . . . . . . . 118
4.4. Accommodate Change Requests . . . . . . . . . . . . 118
Step 5. Communicate and Coordinate the Work . . . . . . 120
5.1. Coordinate the Work . . . . . . . . . . . . . . . . . . . . 121
5.2. Prepare Progress Reports . . . . . . . . . . . . . . . . . . 122
5.3. Hold Project Reviews. . . . . . . . . . . . . . . . . . . . . 124
D. Controlling Stage . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126
Step 6. Track Actual Performance . . . . . . . . . . . . . . . . . . 127
6.1. Identify Data and Data Sources/
Develop Data Collection Systems . . . . . . . . . . . 128
6.2. Collect and Record the Data . . . . . . . . . . . . . . . 138
Step 7. Analyze Project Progress . . . . . . . . . . . . . . . . . . . 140
7.1. Identify Variances from the Baseline,
and Determine Trends . . . . . . . . . . . . . . . . . . . 141
7.2. Perform Analyses, and Determine
Whether Corrective Action Is Needed . . . . . . . 143
Step 8. Initiate Corrective Action . . . . . . . . . . . . . . . . . . 145
8.1. Identify Action Items . . . . . . . . . . . . . . . . . . . . 145
8.2. Facilitate Corrective Action . . . . . . . . . . . . . . . 147
8.3. Reach a Resolution . . . . . . . . . . . . . . . . . . . . . . 147
Step 9. Incorporate Changes and Replan as Required . . 149
9.1. Manage Change . . . . . . . . . . . . . . . . . . . . . . . . 150
9.2. Perform Routine Replanning . . . . . . . . . . . . . . 153
9.3. Renegotiate Scope as Necessary . . . . . . . . . . . . 154
E. Closeout Stage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155
Step 10. Complete the Project . . . . . . . . . . . . . . . . . . . . 156
10.1. Prepare a Closeout Plan and Schedule . . . . . . 156
10.2. Get Customer Agreement, and
Notify the Team . . . . . . . . . . . . . . . . . . . . . . . 157
10.3. Archive Project Data . . . . . . . . . . . . . . . . . . . . 157
10.4. Prepare a Lessons Learned Document . . . . . . 158
10.5. Bill the Customer . . . . . . . . . . . . . . . . . . . . . . 158
 Contents xi

PArT 3: Applying the Methodology . . . . . . . . . . . . . . 163

Start-Up Questions—Step 0 . . . . . . . . . . . . . . . . . . . . . . 165
Applying the Methodology to the Scenarios . . . . . . . . . 167
Scenario 1. Direct Assignment from Supervisor
or Sponsor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169
Scenario 1, Step 0. Project Phase in the Life Cycle . 169
Scenario 1, Step 1. Establish Project Objectives. . . . 170
Scenario 1, Step 2. Define the Work . . . . . . . . . . . . 172
Scenario 1, Step 3. Plan the Work . . . . . . . . . . . . . . 173
Scenario 2. Direct Assignment from an
Organization You Support . . . . . . . . . . . . . . . . . . . . 177
Scenario 2, Step 0. Project Phase in the Life Cycle . 178
Scenario 2, Step 1. Establish Project Objectives. . . . 179
Scenario 3. Project Manager—Outsourcing . . . . . . . . . . 180
Scenario 3, Step 0. Project Phase in the Life Cycle . 180
Scenario 3, Step 1. Establish Project Objectives. . . . 182
Scenario 3, Step 2. Define the Work . . . . . . . . . . . . 184
Scenario 3, Step 3. Plan the Work . . . . . . . . . . . . . . 186
Scenario 3, Step 4. Perform the Work . . . . . . . . . . . 190
Scenario 3, Step 5. Communicate and
Coordinate the Work . . . . . . . . . . . . . . . . . . . . 191
Scenario 3, Step 6. Track Actual Performance . . . . . 193
Scenario 3, Step 7. Analyze Project Progress . . . . . . 194
Scenario 3, Step 8. Initiate Corrective Action . . . . . 195
Scenario 3, Step 9. Incorporate Changes and
Replan as Required . . . . . . . . . . . . . . . . . . . . . . 195
Scenario 3, Step 10. Complete the Project. . . . . . . . 197
Scenario 4. Respond to a Solicitation . . . . . . . . . . . . . . 199
Scenario 4, Step 0. Project Phase in the Life Cycle . 199
Scenario 4, Step 1. Establish Project Objectives. . . . 200
Scenario 4, Step 2. Define the Work . . . . . . . . . . . . 201
Scenario 4, Step 3. Plan the Work . . . . . . . . . . . . . . 205
Scenario 5. Perform to a Contract . . . . . . . . . . . . . . . . . 214
Scenario 5, Step 0. Project Phase in the Life Cycle . 214
Scenario 5, Step 1. Establish Project Objectives,
Step 2. Define the Work, and
Step 3. Plan the Work . . . . . . . . . . . . . . . . . . . . 215
xii Project ManageMent FundaMentals

Scenario 6. Starting a Totally New Program . . . . . . . . . . 216

Scenario 6, Step 0. Project Phase in the Life Cycle . 217
Scenario 6, Step 1. Establish Project Objectives. . . . 219
Scenario 6, Step 2. Define the Work . . . . . . . . . . . . 220
Scenario 6, Step 3. Plan the Work . . . . . . . . . . . . . . 221
Scenario 7: Take Over an Ongoing Project . . . . . . . . . . 223
Scenario 8: Using Agile Project Management . . . . . . . . . 225
Scenario 8, Step 0. Project Phase in the Life Cycle . 225
Scenario 8, Step 1. Establish Project Objectives. . . . 227
Scenario 8, Step 2. Define the Work, and
Step 3. Plan the Work . . . . . . . . . . . . . . . . . . . . 227
Scenario 8, Step 4. Perform the Work . . . . . . . . . . . 228

PArT 4: Environmental and Facilitating Elements . . 231

Environmental Elements . . . . . . . . . . . . . . . . . . . . . . . . 231
Management Support . . . . . . . . . . . . . . . . . . . . . . . 232
Project Management Software . . . . . . . . . . . . . . . . . 234
Procedures and Directives . . . . . . . . . . . . . . . . . . . . 235
Project Management Maturity . . . . . . . . . . . . . . . . . 236
Facilitating Elements. . . . . . . . . . . . . . . . . . . . . . . . . . . . 236
Human Resource Management . . . . . . . . . . . . . . . . . . . . 237
Human Resource Management Process . . . . . . . . . . 239
Organizational Structures . . . . . . . . . . . . . . . . . . . . 240
Project Participants’ Roles and Responsibilities . . . 246
Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 251
Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 252
Risk Management Process . . . . . . . . . . . . . . . . . . . . 253
Communications Management . . . . . . . . . . . . . . . . . . . 261
Communications Management Process . . . . . . . . . 262
Need for Communication and Coordination . . . . . 263
Principles of Coordination . . . . . . . . . . . . . . . . . . . 264
Project Procurement Management . . . . . . . . . . . . . . . . . 266
Configuration Management . . . . . . . . . . . . . . . . . . . . . . 268

PArT 5: Agile Project Management . . . . . . . . . . . . . . . 275

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 276
The Origins of Agile Project Management . . . . . . . . . . . 279
Agile Software Development Methodologies . . . . . . . . . 281
 Contents xiii

Adaptive Software Development . . . . . . . . . . . . . . 282

Crystal Clear Software Development . . . . . . . . . . . . 283
Dynamic Systems Development Method . . . . . . . . 284
Extreme Programming . . . . . . . . . . . . . . . . . . . . . . . 287
Feature Driven Development . . . . . . . . . . . . . . . . . . 288
Lean Software Development . . . . . . . . . . . . . . . . . . 290
SCRUM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 291
Comparing Agile and Traditional Project
Management Methodologies . . . . . . . . . . . . . . . . . . 296

Appendix A: Management Maturity Models . . . . . . . 305

Appendix B: Advanced Project Management

Concepts for Further Study . . . . . . . . . . . . . . . . . . . 325

Appendix C: Project and Program Life Cycles . . . . . . 331

Appendix D: Types of Projects . . . . . . . . . . . . . . . . . . . 341

Appendix E: Project Communications Systems

and Networking . . . . . . . . . . . . . . . . . . . . . . . . . . . . 345

Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 359

Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 369

Figures
Figure 1.1. Key Project Management Terms. . . . . . . . . . . . 6
Figure 1.2. Basic Project Management Process . . . . . . . . . 9
Figure 1.3. Project Management Constraints . . . . . . . . . 10
Figure 2.1. Basic Project Management Process . . . . . . . . 17
Figure 2.2. Stages and Steps of the Project Management
Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Figure 2.3. Generic Project Charter Outline . . . . . . . . . . 27
Figure 2.4. Flexibility Matrix . . . . . . . . . . . . . . . . . . . . . . 28
Figure 2.5. Sample Project Charter . . . . . . . . . . . . . . . . . 28
Figure 2.6. Steps of the Planning Stage . . . . . . . . . . . . . . 31
Figure 2.7. Generic WBS Elements . . . . . . . . . . . . . . . . . . 33
xiv Project ManageMent FundaMentals

Figure 2.8a. Sample Work Breakdown Structure—

Software Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Figure 2.8b. Sample Work Breakdown Structure—
Garage Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Figure 2.9a. Garage Work Breakdown Structure—
Outline Format. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Figure 2.9b. Software Work Breakdown Structure
and Activities—Outline Format . . . . . . . . . . . . . . . . . 37
Figure 2.10. Sample WBS Dictionary Form . . . . . . . . . . . 38
Figure 2.11. Steps to Develop a WBS . . . . . . . . . . . . . . . . 43
Figure 2.12. Standard Baseline SOW Framework . . . . . . . 45
Figure 2.13. Standard Outline for an SOW . . . . . . . . . . . 45
Figure 2.14. MIL-HDBK-245D Statement of
Work Format . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Figure 2.15. Characteristics of Activities . . . . . . . . . . . . . 54
Figure 2.16. WBS, Work Package, and
Activity Relationship . . . . . . . . . . . . . . . . . . . . . . . . . 58
Figure 2.17. Example of WBS Elements . . . . . . . . . . . . . . 59
Figure 2.18. Example of WBS Elements and
Activities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Figure 2.19. Hammock Activities . . . . . . . . . . . . . . . . . . . 66
Figure 2.20. WBS Elements and Activities in
Microsoft Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
Figure 2.21. Task Relationships . . . . . . . . . . . . . . . . . . . . 70
Figure 2.22. Sample GANTT Chart. . . . . . . . . . . . . . . . . . 74
Figure 2.23. Logic Network Calculation Terms . . . . . . . . 75
Figure 2.24. Simplified Resource Table . . . . . . . . . . . . . . . 77
Figure 2.25. Resource Histogram—Marcia . . . . . . . . . . . . 80
Figure 2.26. Sample Activity Cost Estimate . . . . . . . . . . . 84
Figure 2.27a. Partial Cost Estimating Array,
Spreadsheet Model, Layout A . . . . . . . . . . . . . . . . . . 88
Figure 2.27b. Partial Cost Estimating Array,
Spreadsheet Model, Layout B . . . . . . . . . . . . . . . . . . . 89
Figure 2.28. Cost Proposal Format . . . . . . . . . . . . . . . . . . 90
Figure 2.29. Overhead Rate Definitions . . . . . . . . . . . . . . 91
Figure 2.30. Sample Project Plan Outline . . . . . . . . . . . 105
Figure 2.31. Responsibility Assignment Matrix . . . . . . . 117
 Contents xv

Figure 2.32. Sample Monthly Progress Report

Contents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123
Figure 2.33. Project Review Agenda . . . . . . . . . . . . . . . . 125
Figure 2.34. State Department of Revenue Team
Member Progress Report . . . . . . . . . . . . . . . . . . . . . 136
Figure 2.35. Action Item Status List . . . . . . . . . . . . . . . . 146
Figure 2.36. Project Change Request . . . . . . . . . . . . . . . 151
Figure 3.1. Start-Up Questions at Step 0 . . . . . . . . . . . . 166
Figure 3.2. Methodology Steps . . . . . . . . . . . . . . . . . . . . 167
Figure 3.3. Scenario 3 Life-Cycle Relationships . . . . . . . 181
Figure 3.4. Master Schedule . . . . . . . . . . . . . . . . . . . . . . 188
Figure 3.5. Rules for a Successful Proposal . . . . . . . . . . . 200
Figure 3.6. Proposal Organization Methodology . . . . . . 203
Figure 3.7. Typical Price Calculations (Standard Form) . 209
Figure 3.8. Supporting Data (Labor Hours by Activity) . 210
Figure 3.9. Supporting Data (Travel) . . . . . . . . . . . . . . . 210
Figure 3.10. Kickoff Meeting Checklist . . . . . . . . . . . . . 215
Figure 3.11. Scenario 5—Replan as Necessary . . . . . . . . 217
Figure 3.12. Program Phases. . . . . . . . . . . . . . . . . . . . . . 218
Figure 3.13. Start-Up Questions Applied to Scenario 8 . 226
Figure 4.1. Project Sponsor Responsibilities . . . . . . . . . 233
Figure 4.2. Human Resource Management Process . . . . 240
Figure 4.3. Life-Cycle Program Manager . . . . . . . . . . . . 250
Figure 4.4. Long-Term Program Manager . . . . . . . . . . . 251
Figure 4.5. Risk Management Process . . . . . . . . . . . . . . 254
Figure 4.6. Sample Risk Item Watch List . . . . . . . . . . . . 261
Figure 4.7. Communications Management Process . . . 262
Figure 4.8. Procurement Process . . . . . . . . . . . . . . . . . . 266
Figure 4.9. Solicitation and Contract Sections. . . . . . . . 269
Figure 5.1. Traditional Project Management
Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 276
Figure 5.2. Agile Project Management
Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277
Figure 5.3. Manifesto for Agile Software
Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 280
Figure 5.4. Adaptive Software Development Model . . . 282
Figure 5.5. The DSDM Life Cycle . . . . . . . . . . . . . . . . . . 285
Figure 5.6. Feature Driven Development Process . . . . . 289
xvi Project ManageMent FundaMentals

Figure 5.7. The SCRUM Process . . . . . . . . . . . . . . . . . . . 294

Figure 5.8. A SCRUM Master WBS and Tasks . . . . . . . . . 295
Figure 5.9. A SCRUM Master Schedule Template. . . . . . 296
Figure 5.10. Comparative Model Phases . . . . . . . . . . . . 298
Figure 5.11. Agile Model as Variant of Traditional
Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 299
Figure A.1. Generic Maturity Model . . . . . . . . . . . . . . . 309
Figure C.1. Project Phases . . . . . . . . . . . . . . . . . . . . . . . 332
Figure C.2. Project Phase Work Effort . . . . . . . . . . . . . . 333
Figure C.3. Typical Output from Each Project
Phase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 334
Figure C.4. Life Cycle—Smaller Projects . . . . . . . . . . . . 336
Figure C.5. Defense Acquisition Management
System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 338
Preface

A system of management is an asset, and a good system is a

valuable asset.
—Henry L. Gantt, 1913

The development of project management tools, techniques,

and principles followed similar work on scientific manage-
ment in manufacturing by approximately 50 years. Efficient
and effective project management required a unique system,
just as manufacturing processes had required a unique sci-
entific management system in the early twentieth century.
The current practice of project management cuts across and
integrates all the legacy systems within an organization and,
using concepts from engineering, economics, accounting,
and basic management, integrates and focuses all these sys-
tems on delivering products, services, or results.

aPPRoaCh

Project Management Fundamentals: Key Concepts and Method-

ology, Second Edition, is designed to take the mystery out of
project management for new managers of small to medium-
sized projects. These projects typically have some or all of
the following characteristics:

• Three to 25 project team members

• Project team members who work on multiple projects si-

multaneously

• Shared resources among multiple projects

xviii Project ManageMent FundaMentals

• Frequent changes in project priorities issued by manage-

ment

• Limited in-house resource base

• Limited impact of project failure on the enterprise

• A matrix organizational structure.

Although every project is unique, the concepts and basic

management techniques, principles, and methodology given
here are at their core applicable to all projects of any size. The
major variable from one project to the next is the amount of
documentation and formal communication involved.

The methodology also provides a refresher for experienced

project managers to remind them of the essential discipline
necessary to manage a project effectively without taking
shortcuts or trying to find magic-bullet solutions for com-
mon problems. Project managers overseeing large projects
can use the methodology to ensure that all the basic prin-
ciples and issues are addressed before introducing more so-
phisticated project management tools and techniques.

Project Management Fundamentals is also designed for use as

the basis for an internal methodology when tailored to a
specific organization’s unique requirements and way of do-
ing business. In many cases, the guidance presented in this
book may simply reinforce and add credibility to common-
sense procedures already in practice in the organization.

This book takes a basic approach using conventional project

management terminology without inventing new terms for
old concepts or alternate ways of packaging concepts to ap-
pear new or cutting edge. The step-by-step methodology is
like a recipe presented in a cookbook, along with additional
explanations for why each step is important and suggested
tools and techniques to apply in particular situations.
 Preface xix

One size does not fit all when launching and managing a
project. There are as many different scenarios as there are
projects. Different approaches given as examples in this
book are derived from the following scenarios:

• Supporting an internal assignment

• Supporting another organization

• Working as a contract project manager

• Responding to a solicitation

• Performing a contract

• Starting a new program

• Taking over an ongoing project

• Using an agile project management methodology.

Each of these scenarios requires a different approach when

launching the project, which affects the subsequent imple-
mentation of the methodology and the use of project man-
agement tools.

oRganIZatIon and Content

Project Management Fundamentals: Key Concepts and Methodol-

ogy, Second Edition, focuses on the core methodological ele-
ments of project management and demonstrates how apply-
ing the methodology varies depending on the circumstances
and organization, for example, whether you are a customer
or a client.

This book is divided into five major parts:

xx Project ManageMent FundaMentals

• Part 1, Introduction and Overview, presents the basic princi-

ples and processes of project management and puts them
in perspective.

• Part 2, A Project Management Methodology, presents a de-

tailed discussion of each of the ten major steps of the proj-
ect management process and its substeps.

• Part 3, Applying the Methodology, describes eight project

scenarios and discusses how to apply the traditional proj-
ect management methodology and principles to these dif-
ferent types of situations.

• Part 4, Environmental and Facilitating Elements, provides an

introduction to and understanding of the other impor-
tant aspects of project management that support the basic
methodology.

• Part 5, Agile Project Management, presents an overview of

agile project management and compares it to the tradi-
tional project management methodology.

The book concludes with six short appendices that present

additional dimensions of project management:

• Appendix A presents a discussion of project management

maturity and provides an overview of business develop-
ment and knowledge management assessments.

• Appendix B includes brief summaries of two advanced

project management concepts: the earned value manage-
ment system and critical chain project management.

• Appendix C discusses various project life cycles, with ex-

amples from the Department of Defense and the Depart-
ment of Homeland Security.
 Preface xxi

• Appendix D characterizes the three basic types of proj-

ects—product, service, and results projects.

• Appendix E discusses the use of the Internet and various

web-based applications for project communications sys-
tems and networking.

A bibliography following the appendices includes the re-

sources referenced in the text as well as additional recom-
mended reading.

seCond edItIon

This second edition offers several significant additions, in-

cluding:

• A new major part on agile project management and cor-

responding modifications throughout the text to incor-
porate agile project management concepts. Traditional
project management typically follows a predictive, some-
what fixed approach. Agile project management allows
more flexibility and consists of a series of open-minded
experiments and speculations, ongoing collaboration,
and multiple iterative product deliveries, refined through
real-world use and testing over the life of the project.
Agile theory assumes that changes, improvements, and
additional features will be incorporated throughout the
project. These changes are not a failing of the process;
rather, change offers opportunities to improve the prod-
uct to better serve its use and business purpose.

• A new appendix covering project communications sys-

tems and social networking.

• A heavily revised appendix on project and program man-

agement maturity, updated with new material on busi-
ness development maturity and knowledge management
maturity.
xxii Project ManageMent FundaMentals

• More emphasis on the unique features of service projects,

including performance work statements, performance
measurement, and performance management.

• More examples from the real world.

• An expanded discussion of the standard triple constraints

in project management—scope, schedule, and cost—to
include an additional three constraints—quality, resourc-
es, and risk.

• Updates for consistency with the latest Project Manage-

ment Institute (PMI) standards, including the fourth edi-
tion PMBOK® Guide and PMI-published standards for
portfolio management, program management, work break-
down structures, and organizational project management.

Gregory T. Haugan, PhD, PMP

Heathsville, Virginia
acknowledgments

I received a great deal of assistance with the original edition

of this book, although some of those who helped may not
be aware of it. The book’s genesis was a short primer that Dr.
Ginger Levin and I wrote and used in our consulting busi-
ness at GLH, Inc., in Falls Church, Virginia. Dr. Lew Ireland
provided additional input when he worked with us to use
and apply the primer’s methodology to our clients’ projects.

I want to thank Jim Hayden of Capital One and the PMI Cen-
tral Virginia Chapter. Jim provided useful insight into his ex-
periences as a project manager. I recognize how important it
is to get input from project managers on the firing line.

Special thanks go to the four reviewers of my first-edition

drafts: Rick Peffer, Jeff Carter, Arnold Hill, and Michael Dob-
son. Rick Peffer provided figures, tables, and other material
about project management on IT projects. Jeff Carter offered
many recommendations for the book and has one of the
best project management programs that I have had the plea-
sure to witness. Arnold Hill took time away from many more
urgent activities at GSA to critique drafts of this book and
provide insightful comments. Michael Dobson, an author of
several books on project management, provided very useful
comments and insights as well.

The new material for the second edition was reviewed and
improved by my son, Gregory T. Haugan, Jr., a manager with
the Department of Homeland Security. Greg also made use-
ful suggestions for improvements to the entire book.
xxiv Project ManageMent FundaMentals

Special thanks also go to Kris Athey of QuantumPM for his

comments and recommendations on the new appendices
discussing agile project management and project communi-
cations systems and networking.

I’d also like to thank Dr. Ginger Levin for helping me update
the second edition by making major revisions to the appen-
dix on project management maturity and by providing sev-
eral new reference sources.

Finally, thanks always have to go to the staff at Management

Concepts and especially to Courtney Chiaparas and Myra
Strauss for their great editorial work and for supporting this
endeavor along with many of my other books.
Exploring the Variety of Random
Documents with Different Content
 The Canary and Rose.
lovely tea rose, in a new autumn gown,
Looked in at the window one day,
And said with a scorn:
“’Tis a beautiful morn;
But ugly enough is your lay.
Do you never grow weary of singing your songs
Shut up in that prison of brass?
I do not admire
Your out of tune lyre,
And none seem to listen who pass.

“Last night as I beaded my bodice with dew,

And shook the perfume from the lace,
There came to the fence
Such a beautiful prince,
And said, looking into my face:
“Too lovely thou art to live here so obscure
To-morrow with me thou shalt roam.’
So he’s coming to-day,
And will bear me away
The queen of his heart and his home.”

Now, the dear little songster was pruning her wing

That had borrowed the sun’s yellow ray,
And shaking a note
In her quivering throat,
Replied in an indifferent way:
“My songs will not trouble you long. I discern
This breeze is forerunning a storm,
And should he delay
(This prince) on the way,
 You must seek other quarters more warm.”

“Do you think,” said the rose, with a tremulous tone,

“The rain would disfigure my face?”
But e’en as she spoke
In the sky there awoke
A wind that demolished the vase.

With features all pale and distorted she cried,

Still clinging up close to the glass.
“Cry for help.” Said the bird,
“They will hear not a word,
For none seem to listen who pass.”

There’s a moral concealed in the little bird’s throat

That never her song will disclose;
But oft when the cloud
For the sun makes a shroud
She thinks of the beautiful rose,
Who died with a coronet touching her brow,
Crushed from sight by the hurrying throng,
And she smiles at a prince,
Who yet leans on the fence
And hears nothing else but her song.
 A Sigh or a Tear.
sigh or a tear
Is all you may fear,
As you watch the sweet-faced summer go,
And the throng of memories that you know.
A sigh for the star that stood in the West,
Now sinking down with the sun to rest,
For the smiles that live in an absent face
Like the blossoms of love in the heart’s clear vase.
A sigh or a tear
Is all you may fear.

A sigh or a tear
Is all you may fear
When you sit in the dusk with a new cigar,
And touch some chord on the old guitar.
A tear for the girl that was good and true,
For the songs of love—the letters, too,

And the ribbon around the roses tied

That long ago in the drawer died.
A sigh or a tear
Is all you may fear.

A sigh or a tear
Is all you may fear
When you raise the lid to the little chest
And find what a mother’s heart loves best,
A broken toy, a half-worn shoe,
Some little dresses of pink and blue,
The blocks that builded such marvelous towers,
A golden curl, and some withered flowers.
 A sigh or a tear
Is all you may fear.

A sigh or a tear
Is all you may fear
When you gaze in the tomb of the dear dead past,
Where the shadows of sunshine yet are cast.
A sigh for the rose, though bleached and dried,
That close to the loved one lived and died,
For the voice that is still—once dear to thee—
For the face that is gone—ah me! ah me!
A sigh or a tear
Is all you may fear.
 Snow-Flakes.
EE the early snow-flakes!
Softly they descend,
Like an orchard blossom
Scattered by the wind.

Here and there they’re flying

Over all the trees,
High above them swarming
Like white-winged bees.

Faster still they’re whirling,

Dancing into sight,
Like a troop of fairies
When the moon is light.

Tripping down the highway

In a reckless gait,
Falling like a feather
Without sound or weight.

On the distant churchyard

Over graves unkept,
Where the leaves have drifted
And the clouds have wept.

Little band of angels

Doing only good,
Making white the meadow
And the lonely wood.

Greeting with light kisses

 All they chance to meet,
Leaving shining footprints
All about the street.

Little winter children

Full of life and fun—
Oh! I love the snow-flakes,
Love them every one.
 A Footprint.
sweet song spoke to me one day,
Behind a prayer that passed my way,
Yet neither would for me delay
The upward flight.
I searched and found a footprint where
The song had tarried; but the prayer
Had left no trace on earth or air.

Straight from the heart it went to God

The song remained to smooth the clod,
And lay a flower upon the sod.
O, envied right!
If but one song of mine could chase
Some sorrow from the heart and face
I know in Heaven ’twould find a place.
*** END OF THE PROJECT GUTENBERG EBOOK KATYDID'S POEMS
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