... One
Using
Models and
Frameworks to
Master Complex
Systems
A
s in previous editions, the wheel and axle model is the center-
piece—the basis for visualizing the overall project management
process and for ... requirements flowdown and trace-
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Visualizing
Project Management
Models and frameworks for
mastering complex...
... Options,
3. Project Team,
4. Project Planning,
5. Opportunities and Risks,
6. Project Control,
7. Project Visibility,
8. Project Status, and
9. Corrective Action,
and are held intact by the rim, Project ... when executive management
works with all organizations to define their roles and responsibilities
in the project environment and culture.
PROJECT RESOURCES
Pro...
... array of management models by understanding
their strengths and limitations and then applying them appropri-
ately. For example, some models are useful primarily for visualiza-
tion and comprehension ... integration
activities.
The Vee models are valuable
tools for visualizing and man-
aging the systems engineering
process.
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92...
... 154
130 THE ESSENTIALS OF PROJECT MANAGEMENT
Project
Requirements
Opportunities
and Risks
Corrective
Action
Organization
Options
Project
Team
Project
Planning
Project
Control
Project
Status
P
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e...
... Project Manage-
ment Office (PMO) for all orga-
nizational structures but
particularly for projectized and
matrix organizations to over-
see project management and
work prioritization.
Pure Project ... THE SYSTEMS ENGINEER
Regardless of the organization form, the systems engineer is the
technical leader for the project and should be prominently posi-
tioned and dir...
... congruency:
Meaningful control systems are discernible and appropriate for
the complexity of the tasks being assessed and the size of the project
effort. They are timely, simple to employ, and congruent with ... traditional project management.
The reason they succeeded is not that they abandoned obsolete
processes, but rather that they tailored and streamlined the project...
... PMBOK
®
Guide Ch 10
Project Communications Man-
agement and Ch 11 Project
Risk Management.
INCOSE
This chapter is consistent with
INCOSE Handbook Sec 6.3
Audits and Reviews, and
Technical Performance
Measurement ... Guide
to Managing Projects, Callium Kidd and Thomas Burgess trace the
motivation for industry practices and related standards, such as EIA
649 and ISO 100...
... various tac-
tical development and delivery approaches. To arrive at the best
decision for the sake of the market and the project, the project man-
ager and the systems engineer must collaborate ... as
the project manager, and higher-level management.
Due to the interdependent nature of project people and the
teamwork culture, each team member wants to be involved and...
... benefits?Itisverytemptingtosaymanagement
Figure 21.4 How three management levels value important techniques.
0
10
20
30
40
50
60
70
80
90
10
Project
Management
Executive Management
Middle Management
Lower Management
% ... prac-
tice in the project planning process area that covers planning for
data management. This practice states:
PP SP 2.3 Plan for Data Management
P...