Index

ABB, see Asea, Brown, Boveri America West Airlines, 728, 731 Banking industry, 14, 15, 97–100 Accountability, 230–231, 381 Ameriflight, 728 Banks, Chris, 674, 676 Accounting systems, 39, 40, 179–180 AMP, 334 Banyon, Herb, 659–662 Acheson, David C., 782 Amusement industry, 14, 15 Barriers, methodology, 105–114 Acorn Industries, 674–678 Anbari, Frank T., 38, 332 Basic project management, 420 ADM (arrow diagramming method), 142 Anderson, Gary, 704–715 Battelle Memorial Institute, 574–576 Advanced Amphibious Assault Vehicle Antares, 18, 136–138 Baumer, Kelly, 275–276, 378 Program, 488–489, 491–492 Anthony, Linda D., 3 Bechtel Corporation, 184, 739 Advanced project management, 1, 420 Apache Metals, Inc., 691 Becker Corporation, 520–522 Aerojet General, 784 Armstrong, Neil A., 782 Beggs, James, 790 Aero Mexico, 728 Armstrong World Industries, 18, 335, Behavioral excellence, 479–502 Aerospace Corporation, 782 356–357, 388, 429 and client organization, 500 Aerospace industry, 14, 15, 461 Arrow diagramming method (ADM), 142 and conflict resolution, 482–484 AeroSpace Technologies of Australia, 827 Asea, Brown, Boveri (ABB), 18, 33, 40–41, in executive sponsors, 500 AGA (American Gas Association), 774 44–45, 72, 114, 116–118, 285, 334, integrated product/project teams for, Airborne Express, 728, 739 346–349, 351, 387, 454–455 486–494 Airbus Industrie, 819, 820, 822, 823, 825, 834 Assessment centers, 645, 646, 648 keys to, 499–502 Air Freight Association, 739 Assessments, see Project Management and project team rewards, 496–499 Air Transport Association of America, 730 Maturity Assessment situational leadership for, 479–482 Air Vantage, 728 Astech/MCI, 827 staffing for, 484–486 Air Wisconsin, 728, 731 AT&T, see American Telephone and Telegraph in top-level management, 499–500 Albrecht, Richard, 824 COPYRIGHTEDAT&T Broadband, 538 MATERIALvirtual teams for, 494–495 Aldrich, Arnold, 794, 795, 808, 809, 813 Audits, 138 Behavioral issues, 182 Alenia, 827 Austin Flaherty, Molly, 746 Behavioral (qualitative) training, 420–421 Allen, Carel, 522 Authority, 228–229 Behavioral skills, 231, 232, 430 AlliedSignal Aerospace Company, 827 of line vs. project managers, 480 BellSouth, 18, 355–356, 392–393, 467 All Nippon Airways, 824–826 with multiple boss reporting, 381 Belton, Craig, 345 Alpine Air, 728 perceived loss of, 409–410 Benchmarking, 193–197, 207, 366 American Airlines, 728, 731, 738, 824 shared, 165 in continuous improvement, 182 American Gas Association (AGA), 774 Automobile industry, 14, 15 and identification of critical success factors, American Greetings, 18, 273, 280–285 Avalon Power and Light, 73–74 33 American International Airways, 728 at Metzeler Automotive Profile System, American Telephone and Telegraph (AT&T), B. F. Goodrich, 450 185–186 167, 335, 480–481 Babcock and Wilcox, 431 at Motorola, 184–185 American Trans Air, 728 BAE Automated Systems, 738, 741, 746–747 by project office, 308–309

839 840 INDEX

Bendix Corporation, 464, 826, 827 Denver International Airport, 725–756 Concurrent engineering, 221–224, 329–333 Benefit-cost analysis, 218 First National Bank, 757–766 in growth of project management, 6, 7 Benet, John, 640 First Security Bank of Cleveland, 683–685 impact of, 587 Best Practice Project Management (BPPM), Goshe Corporation, 659–663 integration of project management with, 109–111, 113 Haller Specialty Manufacturing, 695 10–12, 335 Best practices, 46 Hyten Corporation, 664–673 and sponsorship, 237 benchmarking of, 366 Iran, gas testing laboratory in, 774–780 Condit, Philip, 819, 820, 824, 826, 829–834 at Computer Associates, 535–549, 619–630 Johnson Controls, Inc., 520–524 Conflict resolution, 408, 482–484 methodology incorporating, 134–136 Johnson Controls, Inc., Automotive Confrontation, 483 at Microsoft, 126, 127 Systems Group, 318–321 Conrow, Edmund H., 336–339 at Raytheon, 79–81 Jones and Shephard Accountants, 698–700 Consistency (in project execution), 44, 45 in risk management, 336–339 Macon, Inc., 696–697 Construction industry, 14, 15, 461 at Swiss Re, 109–113 Mohawk National Bank, 680–682 Continental Airlines, 725, 727, 728, 731, at Texas Instruments, 555–560 Philip Condit and the Boeing 777, 819–837 734–737, 739, 740, 742–745 Best Practices Library, 68–70, 303, 304, Photolite Corporation, 640–654 Continental Cable, 169 619–630 Space Shuttle Challenger disaster, 781–818 Continental Computer Corporation (CCC), Beverage industry, 14, 15 Trophy Project, 701–703 655–658 BFGoodrich, 827 Casino Express, 728 Continental Express, 727, 728, 731 Bighorn Airways, 728 Casper Air, 728 Continuous improvement, 34, 44–45, Blackiston, G. Howland, 197 CCC, see Continental Computer Corporation 181–186, 314–315, 577 Blue Spider Project, 704–715 Center for Project Management, 247 Continuous learning, 428 Boeing, 18, 168, 174, 357, 384–386, 473, 782, Centers of Excellence (COEs), 3, 7, 140, 271, Continuous planning, 184 819–837 328 Continuous supporting strategies, 160 Boisjoly, Roger, 796, 804–806, 814, 815 Certification, 13–14, 20, 236, 428, 429 Contracts, program, 101 Bolouri, Chahram, 396 Chaffee, Roger, 815 Control, cost, 79, 179 Bonilla, Luis, 419–415 Challenger disaster, 781–818 Cook, Matt, 388 Booz, Allen & Hamilton, Inc., 251–253 Champions, 133, 405 Cook, Richard, 798 Boston Consulting Group, 524 Change: Cooperation, 380, 469 Boutros, Sameh, 345 control process for, 138 Cooper-Standard Automotive, 18, 188 British Airways, 824 resistance to, 4–5, 7–9, 86–88, 158 Cooper Tire & Rubber Company, 188 Brown, David A., 730 velocity of, 226–227 Corbett, William E., 190 BTR Automotive, 330 Change management, 6, 13, 328, 332, 333, Cordova Research Group, 693 Budget-base planning, 179 350–352 Core values, 68, 70 Budweiser, 171 Charters, 99, 101–102, 120, 137 Corporate Air, 728 Burke, James, 376–377 Chemical industry, 14, 15 Corporate credo, 375–376 Burlington Air Express, 728, 739 ChIPS™, 119 Corporate project office, 279 Burn, Jerry, 804 ChoiceCare/Humana, 37–38, 42. See also Cortez Plastics, 694 Business Area Public Telecommunications, Humana Health Plans of Ohio Corwin Corporation, 716–724 102 Chrysler Corporation, 224, 334, 335, 516 Cost/performance determination, 179, 180 Business case development, 309–310 CIGNA, 18, 107–109 Cost-plus-percentage-of-cost contracts, 224 Business metrics, 45 Clark Faucet Company, 637–639 Covert, Eugene E., 782 Business skills, 231, 232 Cleland, David, 30 Crayne, Richard J., 191, 576–579 Business Solutions Center (BSC), 139–141 Coca-Cola, 171 Crisis management, 376–377 COEs, see Centers of Excellence Business unit evaluation, 303 Critical failure factors, 42 Cohen, Issac, 819 Critical incident appraisal technique, 645–648 Coleman, Pat, 680–682 Critical success factors (CSFs), 32–34, California Institute of Technology, 782 Coleman, Randy, 480 124–125 Campbell, Henry, 311–313 Collaboration, 53 from client’s perspective, 301, 302 Canham, Randy, 65 Co-located teams, 221, 328 Capability Maturity Model (CMM), 200 Color-coded status reporting, 470–472 failure factors vs., 42 Capacity planning, 7, 221, 316 Committee sponsorship, 237 identification of resources in, 171–175 Cap Gemini Ernst & Young, 137 Commodity manufacturing industry, 14, 16 organizational, 165–170 Capital projects, 64–65, 555–560 Communication, 64, 65, 137, 158, 465–470 people-oriented, 47 Caravella, Robert, 536, 538–539 Communications Satellite Corporation, 782 qualitative, 164–165 Career path(s), 13, 192, 428, 588, 655–658 Companies, classification of, 217–218 quantitative, 170–171 Carter, Philip, 190 Compaq, 193 for strategic planning, 163–171 Case studies. See also “Rising stars” Competency model(s), 434–450 Crook Engineering, 87 Acorn Industries, 674–679 Competition/competitiveness, 9, 73–75 Crosby, Phillip B., 333 Apache Metals, Inc., 691–692 benchmarking, competitive, 366 CSFs, see Critical success factors Blue Spider Project, 704–715 case study, 696–697 Culture(s), 365–396 Clark Faucet Company, 637–639 cultures, competitive, 380, 381 and change, 86–88 Como Tool and Die, 686–690 Compromise, 483–484 change in, 686–688 Concrete Masonry Corporation, 767–773 Computer Associates (CA), 18, 68–72, 114, at Clark Faucet, 637–639 Continental Computer Corporation, 274, 303–305, 465, 535–549, 609–617, corporate/project management, 366 655–658 619–635 and corporate values, 375–380 Cordova Research Group, 693 Computer industry, 14, 15 creation of, 366–375, 388 Cortez Plastics, 694 Concrete Masonry Corporation (CMC), and empowerment, 389–390 Corwin Corporation, 716–724 767–773 in large companies, 390–392 Index 841

with mergers and acquisitions, 515–516 Dombrowski, Christine, 37–38 and definition of success, 225 and organizational structure, 383–384 Donley, Wilbur, 666–667, 672 education and training in, 235–236 and “pool” management concept, 389 Dontenville, Kim, 277–278 and evaluation of team members, 229–230 and prioritization of work, 383 Douglas Aircraft Company, 821 global pressures in, 220–222 and project management implementation, 3 Dow Chemical Corporation, 469–470 and industry/company types, 217–218 resistance in, 125–126, 197–198 Dowly Aerospace, 827 and management style, 227–228 and risk, 195–196 Downstream coupling, 223 paperwork, 461–464 and shared accountability/multiple boss Driessnack, Hans H., 40 phases of, 215–217 reporting, 381 Driessnack, John, 340–341 planning hours/dollars in, 234–235 and shared rewards, 382–383 Drinker, Biddle & Reath, 782 policies/procedures/guidelines for, 462 temporary project cultures, 164 Drummond, John, 86 and project objectives, 224–225 and training, 387–388, 390 DTE Energy, 48–50, 105–106, 279–280, and project sponsorship, 236–237 types of, 380–381 311–313 in recession periods, 219–221, 226–227 and visible management support, 403 Duarte, Deborah L., 494–495 and reversion to immaturity, 238–239 Customer(s): and skill requirements, 231–234 benefits of trust with, 464–465 Earned value measurement, 39, 40, 79, 80, and training/education, 420–426 choosing project sponsor to impress, 179 and velocity of change, 226–227 413–414 Earned value measurement information EWW Airline/Air Train, 728 on configuration control boards, 350 system, 298, 299 Excellence in project management, 3, 13, 14, and customer-centric view, 68 Eaton, 334 16–21 demand for project management, 54, 56 Ebeling, Robert, 799, 804 ABB’s definition of, 33 maturity and expectations of, 65–73 eBusiness, 539–548 acceleration of (case study), 689–690 methodology and acceptance by, 125, 133 Economic influences on project management, and acceptance of methodology, 132 multiple methods of dealing with, 68 9, 219–220 behavioral excellence, see Behavioral and project sponsors, 407–408 Edelca, 18, 75, 118, 154, 276, 301, 342–343, excellence and project success, 30, 31, 500 350, 420 case studies of, 535–589 Customer group project office, 278–279 EDS, 18, 21, 233, 344–346, 406, 464, 466, companies achieving, 18–19 Customer satisfaction, 125 467, 583–585 definition of, 43 Customized training, 310–313 Education, see Training and education and definitions of success, 30 Edwards, Bruce, 53–54 driving forces for, 54, 56 Daily, Todd, 54, 56, 118–119, 124 Edwards, Peter, 394–395 and executive sponsor characteristics, DaimlerChrysler, 10, 18, 188, 487, 488, Effectiveness, 81–83 403–404 492–494 Efficiency, 81–83 and general guidelines, 65 Dallas, Ray, 683, 684 Eisenhower, Dwight D., 782 at Johnson Controls Automotive Systems Dassault Aviation, 829 Eisner, Michael, 379 Group, 318–321 Davis, Bob, 585 Eldec, 827 and maturity, 34 Decision-making: Electric, 19 myths about, 56–57 and corporate values, 643–644 Eli Lilly, 18, 438–450 planning for, 154–156 criteria for, 233–234 Embrace-Empresa Brasiera de Aeronautica, questionnaire for, 599–607 effective sponsorship and, 236 827 roadblocks to, 19–21 and methodology, 158–159 Embryonic phase (maturity process), 34, 35 six components of, 16, 328 pre-acquisition, 513–519 Emery Worldwide, 728, 739 strategic planning for, see Strategic during recession periods, 219–222 Empowerment, 221, 327, 333, 352, 409–412 planning shared, 165 EMSL Project, 574–575 success in project management vs., 43 sponsor involvement in, 408 Engagement Management Model (EMM), timeframe for, 56 technical/business, 224–225 69–72, 303–304 Executives: Dedicated project teams, 192, 216 Enhancement projects, 378 commitment to project management by, 16, Deere & Company, 335 Enterprise-wide solutions, 96 17 Defense Acquisition University, 18 Environmental Protection Agency (EPA), 797 maturity and visible support from, 35–36, Defense industry, 14, 15, 461 Ericsson, 18, 193 75–79 Delia, Frank, 717–719, 721, 723 Ericsson Telecom AB, 102–104, 114, maturity process role of, 34–36, 42 Deliverables, 115–116 190–191, 328, 435–438, 469 as project sponsors, 403–405 Delivery systems, 428 Ernst & Young, 137 project success and actions of, 499–500 Delta Air Lines, 728, 731, 738, 824 Essay appraisal technique, 645–648 role in strategic planning, 193 Deming, W. Edwards, 333–334, 353 Esso, 352 Executive champions, 133 Denver International Airport (DIA), 725–753 E-Systems, 827 Executive management acceptance phase (of Department of Aviation, 731 European Space Agency (ESA), 783 maturity process), 35–36, 42 DePICT™, 119 Evaluation(s), 229–230, 642–647 Exel, 18, 50–56, 113–114, 118–119, 134, Deregulation, 74–75 Evans, Paul, 707–708, 714 285–287, 452–454 Detroit Energy, 18 Evergreen International Airlines, 728 Exposure training, 428 DHL Worldwide Express, 728 Eversheim, I. W., 11 Express One, 728 Diebold Corporation, 18, 33 Evolution of project management, 4–9, Diez, Marcelino, 118, 154, 276, 301, 215–239, 586–589 Facilitation, 483, 484 342–343, 350, 420 accountability in, 230–231 Failure(s), 16, 17, 42, 186–188, 237–238, 479 Digital Equipment Corporation, 12, 220 authority/job descriptions in, 228–229 Federal Express, 516, 728, 737, 739 Dipilla, Alison Newrock, 375–376 and causes of project failures, 237–238 Federal Reserve Bank of Cleveland, 480 Discretionary zone, in training, 420–421 and concurrent engineering, 222–224 Feynman, Richard P., 782, 793, 798 842 INDEX

Fidelity, 334 Great Lakes Aviation, 728, 731 basic elements of, 463 Field review technique, 645–648 Gregerson, Steve, 185–186, 330, 332, 344, communication in, 465–470 Financial baseline, 158 579–581 cooperation in, 469 Financial outcomes, 10 Grenier Engineering, 733 examples of, 472–473 Financial resources, 174–175 Grey, Elliot, 707, 712–714 formal project management vs., 461–464 Finney, Jason, 667–669 Grimes, Harold, 670 teamwork in, 469–470 FirstEnergy, 18, 291–298 Grindborg, Guy, 72–73 trust in, 464–465 First National Bank (FNB), 757–766 Grissom, Gus, 815 Information mapping, 145, 146 First Security Bank of Cleveland, 683–685 Growth phase (of maturity process), 35–39, 42 Information systems, 298–306 Fitch Investors Service, 736 Grumman Corporation, 826, 827 Ingersoll-Rand, 12 Flying Tiger, 516 GSM France, Nortel Networks, 71 Insurance industry, 14, 15 Folson, Chuck, 682 Guideline systems development methodology, Intangible resources, 175 Food industry, 14, 15 97 Integrated process(es), 181–182, 327–359 Forced-choice rating technique, 645–648 Gunn, Jim, 765–766 change management as, 350–351 Ford Motor Company, 38–39, 188, 334, 419, Gustwell, Bob, 670 concurrent engineering as, 335 429, 431, 516, 686, 689–690 Guyette, Jim, 819, 824 and employee empowerment, 352 Forensic meetings, 468 evolution of complementary processes, Formal project management, 461–464, Halicki, Dan, 136–138 329–333 664–672 Hall, Herman, 670 life cycle costing as, 352 Forman, Mark, 261, 262 Haller Specialty Manufacturing, 695 reengineering as, 352 Formulation process (in strategic planning), Hambleton, Lynn, 434–435 risk management as, 336–349 156–157 Hamel, Gary, 548 self-directed work teams, 352 Foster, Larry, 682 Handren, Tim, 586 total quality management as, 333–335 Fragmented cultures, 380 Hansen, Chris, 44, 83 and world-class methodologies, 116 Frameworks, 68, 69, 126–127 Hansler, Jim, 66 Integrated Product Development System Frey, Christian, 289–291 Harrel, Frank, 666–667, 669 (IPDS), 80 Frimel, Gene, 717–719, 723 Hart, John, 763–766 Integrated product/project teams (IPTs), Frohlich, John, 136–138 Hartley, John, 12 486–494 Frontier Airlines, 738 Hawker de Havilland, 827 Integration opportunities strategy, 160–161 Front Range Airport (Denver), 731–732, Hawks, Ken, 675 Integration skills, 231, 232 737–740 Health care, 14, 15, 332 Intel Corporation, 19, 115–116 Fuji Heavy Industries, 826, 827 Heiss, Klaus, 783 Intelligence, technical vs. business, 167 Fuller-O’Brien Company, 788 Hernia reports, 467 Internal training programs, 419, 430–431 Functional and management baseline, Hershock, Robert, 404, 410, 481, 486 International Association of Machinists, 833 157–158 Hewlett-Packard Company (HP), 10, 12, 18, International Institute for Learning (IIL), 19, Functional project office, 278–279 65–68, 168, 184, 287–289, 451–452, 167, 197, 378, 421–424, 428, 430, 588 Future risks, 343 465, 469, 487, 492–494 International Organization for Standardization Hewlett-Packard Services, 345, 366–367 (ISO), 330 Hinman, Esteri, 115–116 International Project Management Association Gable, Henry, 705–709, 712–715 History of project management, see Evolution (IPMA), 20 Garcia Sciences Corporation, 166 of project management International projects, 21, 22, 774–780 Gardner, Randy, 680–682 Hofmann-Luchsinger, Marianne L., 109 Intranet-based methodology, 113–114 Gargaro, Francena D., 285, 452–454 Honeywell, 12, 352, 826, 827 Intranet status reporting, 7, 221 Garrison, Tracey, 385, 386 Hood, Tom, 683–685 IPDS (Integrated Product Development Gate reviews, 115 Hoover, Kurt, 784, 801–802, 807 System), 80 General Electric, 18, 32, 64, 171, 387, 419, Horizontal accounting, 6, 39, 179–180 IPMA (International Project Management 430, 481, 820, 827 Horizontal management, 2 Association), 20 General Motors, 3, 12, 18, 100–102, 114, 134, Hotz, Robert B., 782, 794, 795 Isenberg, Carl, 464, 584 188, 189, 232, 237, 276–278, 328, 335, HP, see Hewlett-Packard Company ISO (International Organization for 387, 406, 408, 419, 429, 469, 481, 516 Hub, George, 666–667 Standardization), 330 George Washington University, 38, 332 Hudson, Dave, 104–105 I-Think Corporation, 19, 31 Gill, Spencer, 553–555 Hughes Aircraft Company, 782 Ito, Kentaro, 31–32 Glaysher, Robert, 807–808 Humana, 19 Global issues, 20–22, 220–222 Humana Health Plans of Ohio, 375–376, Jackson, Frank, 410, 481, 486 Globalization, 53, 56 385–386 Jamieson, Jesse, 642–647, 650–652 Global projects, 47–48, 232–233, 344, Human resources, 173–174 Japan, 31–32 466–467 Hybrid organizations, 4, 5, 14, 16, 217, 218 Japan Airlines, 824, 826 Goldman Sachs & Co., 742 Hynes, Martin D. III, 438 Japan Air System, 824, 826 Gorney, Jon, 189 Hyten Automotive Components Division, Jarvis, Gregory Bruce, 781 Goshe Corporation, 659–662 664–672 Jeffries, Beverly, 106, 279–280 Goudvis, T. L., 768 Hyten Corporation, 664–672 Jetter, Bettina, 146–147 Government subcontracting, 83–86 Johnson, Dick, 829 Goyette, Patty, 463 IBM, 12, 168, 174, 184, 220, 236, 335, 829 Johnson, E. LaVerne, 421–424 GP Express Airlines, 728, 744 Improvement, continuous, 181–186 Johnson, Lyndon B., 815 Grandy, Al, 660–662 Industrial Design Society of America, 832 Johnson Controls, Inc, 134, 520–524, 535 Grant, Stanley, 671–672 Industry types, 5, 14–16 Johnson Controls, Inc., 19, 114, 191, 221, Graphic rating scale technique, 645–648 Informal project management, 191, 192, 318–321, 353–354, 427, 520–524, Great American, 728 461–473 576–579, 591–594 Index 843

Johnson & Johnson, 19, 175, 234, 376–378 Line management support phase (maturity and executive buy-in, 75–79 Johnson Space Center, 794, 808, 809 process), 35, 36, 42 immaturity vs., 221–222 Jones and Shephard Accountants (J&S), Line managers, 36, 78–79, 165, 192, 381, 480 improvement of, 48–50 698–700 Lockheed, 784, 820–822 models for, 7, 193–197, 221 Juran, Joseph M., 333 Lockheed-Martin, 352 Motorola’s standard for, 572–573 Just-in-time training, 428 Long-term projects, 407 and new product development, 79–81 Lord Industries, 705–715 questionnaire for, 595–598 Kaman, 827 Lucas, Tom, 136 recommendations for obtaining, 170 Kandt, Dave, 318, 353–354, 427, 520 Lucas, William, 798 Maturity process, 34–42 Kapp, Jack R., 804 Lucent Technologies, 184 embryonic phase of, 34, 35 Kapur, Gopal, 247 Luginbill, Mark, 834 executive management acceptance phase of, Kawasaki Heavy Industries, 826, 827 Lund, R. K., 791, 796, 802–804, 806, 815 35–36, 42 KCNC-TV, 746 Lyons, Sue, 667–669, 672 growth phase of, 35–39, 42 Keel, Alton G., 782 line management support phase of, 35, 36, Kempf, Ron, 67–68, 287, 289, 366–367, McAdams, J., 496–499 42 451–452 McAuliffe, Christa S., 781, 782 making improvements in, 48–50 Kennedy, John F., 784 Macbeth, William, 804 maturity phase of, 35, 39–42 Kennedy Space Center, 794, 795, 802, 803, McClellan-Renner, Jane, 291 recommendations for acceleration of, 171 807 McDonnell Douglas, 184, 820–823, 834 Maw, Joel, 804 Kerley, Mal, 274–275 Machinery industry, 14, 15 Maxwell, Randy, 434 Kerzner, H., 11, 14, 16, 49, 54, 84, 155, 328, McKinzie, Gordon, 824 MCI, 410, 481, 486 421, 422, 429, 433, 462, 463, 466, McNair, Ronald Erwin, 781 Medina, Andrew, 682 587, 588, 698, 701, 704, 716, 725, Macon, Inc., 696–697 Meldrum, Peter, 367 Menasco Aerospace/Messier-Bugatti, 827 757, 767, 774 MahindraBT, 19, 72 Menke, Tim, 48–50 Kerzner Project Management Maturity Model, Main, Jeremy, 828 Mentoring, 306–307 200 Mainframe project management tools, Mergers and acquisitions, 509–529 Kerzner Project Management Maturity Online 143–144, 170–171 best practices with, 520–524 Assessment Tool, 199, 201–203 Majestic Airlines, 728 failure and restructuring of, 528–529 Ketner, Donald M., 804 Malcolm Baldrige Award, 335 integration results after, 524–526 Kettner, Don, 799 Malloy, Larry, 792, 809 long-term benefits of, 513, 514 Key Bank, 189–190 Management, 182. See also Project overestimation of capabilities with, 517 Key performance indicators (KPIs), 32–33, management pre-acquisition decision-making with, 124, 302–303 areas needing, 99 Key Services Corporation, 114 513–519 change, see Change management value chain assessment in, 513, 519–520 Kilminster, Joe C., 798–801, 803, 804, 807 by executive sponsors, 404 Kinetico, 19, 44, 81–83 value chain strategies for, 526–528 layers of, 192 Merrill Lynch, 742 Kitty Hawk, 728 and maturity process, 34–36 Knapp, Bill, 664, 671 Mesa Airlines, 728, 731 responsibilities of, 173–174 Metals industry, 14, 16 Kodak, 329, 335, 419 risk, see Risk management Konechnik, Thomas J., 438 Methodology(-ies), 95–147 skills for, 231–234 banking example of, 97–100 Korean Air, 827 style of, 227–228, 404 Kretz, Linda, 3, 167–169, 378, 428, 429, barriers in development/implementation of, values, management, 157 105–114 588–589 Management by objectives (MBO), 646–648 Krise, Thomas J., 291 for capital projects, 65 Mann, Michael, 797 for CAs Engagement Management Model, Kumar, Alok, 318, 520 Mansbridge, Bob, 332 70 Kuncl, Fred, 671 Mantix Corporation, 394 continuous improvement of, 181–186 Kutyna, Donald J., 782, 805, 806, 808 Manufacturing firms, capital projects in, 64 critical components of, 114–124 Mapping of information, 145, 146 development of, 95–105 Lammi, Adrian, 21–22, 291 MarkAir, 728, 731, 738, 745 and effective communications, 466 Lasch, W. S., 770–772 Marshall, Bill, 183, 355, 393–395, 430, 574 external factors affecting, 96 Leadership, 165, 479–482 Marshall Space Flight Center, 792, 797–799, implementation of, 132–142 Lear, 19, 114, 134, 535, 549–555 802, 807, 813–815 improvement of, 133 LeBigre, Jean Claude, 71 Martinair Holland, 728 and integrated processes, 328, 330 Lehman Brothers, Inc., 742 Mason, Jerald, 803, 805–807 integration of, 514–515 Lehmann, Jean, 345–346 Mason & Hanger Corporation, 86 intranet-based, 113–114 Leisure industry, 14, 15 Massachusetts Institute of Technology, 782 for IT projects, 106–107 Leser, Michael, 107–108 Mathematica, 783 at Johnson Controls, 339, 340, 577–578 Lessons learned, 40–41, 56, 134, 300–303, Matrix organization(s), 650–654, 767–773 at Lear, 550–552 579–581 Maturity, 56, 63–88, 238–239. See also Mindjet project planning software for, Life cycle, 13–16. See also Maturity process Maturity process 145–147 BPPM phases in, 110–111 assessment of, see Project Management at Nortel, 574 charters in, 101–102 Maturity Assessment and processes, 51–52 costing, 221, 328, 333, 352 and capital projects, 64–65 project charters in, 99, 101–102 phases of, 114, 115, 140 and company survival, 83–88 reengineering, 574 Lighthall, Frederick F., 815–816 and competitiveness, 73–75 and resources, 171–172 Linaugh, Mark, 396 and customer expectations, 65–73 single/standard, with multiple engines, Lincoln Electric, 19, 64–65 and efficiency/effectiveness, 81–83 104–105 844 INDEX

Methodology(-ies) (continued) NCR, 335 Personality conflicts, 484 software development, 609–617 Needs analysis, 50, 51 PERT (program evaluation and review software support systems for, 142–147 Nelson, Jim, 64–65 technique), 142 standardization of, 96–97, 109–113. See Nestlé, 175 Peters Company, 717–724 also Standard methodology Networking (of project offices), 308–309 Petroleum Industry of Venezuela “standard practices” in, 162 New product development, 79–81 (PDVSA/CIED), 19, 419–415 and strategic planning, 157–162 Nixon, Richard M., 782, 783 PFIS (performance failure information templates for, 107–109 Nondedicated project teams, 192 system), 300 user-friendly, 116–117 Non-project-driven companies/industries, 4, 5, Pharmaceutical industry, 14, 15 world-class, 114–124 14–16, 217–218 Philip Morris, 516 Metzeler Automotive Profile System, 19, amount of training by, 433 Photolite Corporation, 640–648, 650–654 185–186, 344, 579–583 capital projects in, 64 Physical resources, 174 Mexicana de Aviacion, 728 definition of success in, 32 Plan-do-check-act cycle, 334 Microsoft Corporation, 19, 38, 126–132, 168 planning hours in, 234–235 Planning, 99, 184, 234–235, 408, 701–703. Microsoft Excel, 118 sponsorship in, 236 See also Strategic planning Microsoft Project, 38, 108, 144 Nortel Networks, 19, 71, 104–105, 114, 183, PMBOK® Guide, 20, 141, 200, 367 Microsoft Solutions Framework (MSF), 193, 332, 345, 355, 367, 392–396, PMI, see Project Management Institute 126–132 430, 434, 463, 573–574 PMMM, see Project management maturity Middough Consulting, Inc., 19, 277–278 Northwest Airlines, 728, 731, 738 model Midway Airlines, 728 Northwestern Bell, 167 PMO, see Project Management Organization Midwest Express, 728 Noveon, 19, 450–451 PMO (Project Management Office), 136 Milestones, 64, 103, 128, 130 Nuclear utility industry, 14, 15 PMP (Project Management Professional) Mindjet, 19, 145–147 Nyberg, Benny, 118, 351, 387 exam, 20 MindManager, 145–146 PNNL, see Pacific Northwest National Mining industry, 14, 15 Objectives, project, 224–225 Laboratory Minnesota Power and Light, 486 Official Airline Guides, Inc., 743 PO, see Project office Mission Control, 801 Ohio Bell, 480 Political factors, 10 Mitsubishi Heavy Industries, 826, 827 Oil and gas industry, 14, 15 Porter, Michael E., 511 Modern project management (MPM), 215 Onizuka, Ellison S., 781 Portfolio classification matrix, 175–178 Mohawk National Bank, 680–682 Online assessments, 201–203, 207 Portfolio management, 245–263 Monroe, John, 830 Online reporting, 207 analysis of portfolio, 258–263 Moody’s Investors Service, 736 On-the-job training, 428–429 identifying projects, 249–253 Morale, 469 Organizational factors for excellence, 156 leadership for, 246–248 Moranski, Jeff, 96–97 Organizational restructuring, 191–192, and meeting expectations, 259–263 Morgenstern, Oskar, 783 383–384 obstacles in, 248–249 Morris Air, 728 Organizational structure, 52, 383–384, 467, preliminary evaluation of projects, 253–254 Morrison-Knudsen Engineering (MKE), 733 680–685, 698–700 strategic selection of projects, 254–257 Morton-Thiokol (MTI), see Thiokol Organization resources, 174 strategic timing in, 257–258 Corporation Ostrowski, Ron, 833 Potts, Dick, 719 Motorola, 19, 114, 184–185, 193, 335, 562, O’Sullivan, Martin, 184, 185, 358, 571–573 Pratt & Whitney, 335, 820, 826 571–573 Outsourcing, 73–74, 133, 134 Precedence diagramming method (PDM), 142 Motorola System Solution Group, 184, Overmanagement, 234–235, 410–412 Predictable Project Management, 33 358–359, 405, 571–573 Prieto, Ed, 356, 392–393 Motorola University, 185, 572 P. Rea, 155 Primary success factors, 30–32 Mountain Bell, 167 Pacific Northwest Bell, 167 Prince, Ed, 521 Mulloy, Larry, 801, 803–805 Pacific Northwest National Laboratory Prince Corporation, 520–522 Multinational project management, 7, 21, 22, (PNNL), 10, 18, 574–576 Prioritization, 187, 236–237, 383 466–467 Panter, Gene, 406, 584–585 Private Jet Airline, 728 Multinational teams, 221, 328 Paper industry, 14, 15 Proactive management, 227, 228 Multiple-boss reporting, 196, 366, 381 Paperwork, 461–464, 467–468 Processes, 107, 108 Multiple project management methodologies, Pareto Analysis, 205 benchmarking, 366 174 Parker, G., 496–499 and methodology, 51–52 Munson, Harry, 641 Parks Corporation, 704–715 models for, 127, 128, 130–133 Murray, Colm, 183 Pauley, Jane, 682 post project assessment, 631–635 Mutchler, Michael, 100–101 Pay grades, 480 project startup, 142 Myths about project management practices, PDVSA/CIED, see Petroleum Industry of structured, 46, 47 56–57 Venezuela Process improvement strategies, 161 Peat Marwick, 725 Procter & Gamble, 171 NASA, 238, 781, 783–785, 788, 790–794, Pegels, C. Carl, 334 Profitability, 161–162 797–799, 802–804, 807, 809, 811–816, Pena, Federico, 725–726, 742 Profit and loss (P&L) responsibility, 217, 218 822 People-oriented project management, 47 Program contract, 101 National City Bank, 19, 188–189, 237 Pepsi-Cola, 171 Program evaluation and review technique National City Corporation, 516 Performance failure information system (PERT), 142 The National Cryptological School, 419 (PFIS), 300 Project(s): National Iranian Gas Company (NIGC), Performance improvement strategies, 160, 161 actions for successful completion of, 774–780 Performance reviews, input into, 480 499–502 National Science Foundation, 782 Personal computer-based software, 144–145 definition of, 1–2 Index 845

failure of (case study), 757–766 Project Management Organization (PMO), senior managers as, 403–404 selection of, 171–172, 175–178 109, 111–113 and sponsorship phases, 406–407 sponsors for short-/long-term, 407 Project Management Professional (PMP) and success of project, 500 style and size/scope of, 464 exam, 20 Project teams, 192, 216, 485–499 Project administrators, 277–278 Project manager(s) (PMs), 4 PROPS model, 102–104 Project coordination, horizontal management behavioral differences between line Publishing industry, 14, 15 for, 2–3 managers and, 480 Pumphrey, D. William, 555 Project-driven companies/organizations, 14, behavioral/technical skills of, 481–482 15, 32, 217, 218, 234–235, 433 changes in management style of, 227–228 Qantas, 824, 825 Project issues list, 121, 138 as conflict manager, 482 Qualitative (behavioral) training, 420–421 Project management: current status of, 3–4 Qualitative factors for excellence, 156 acceptance of, 4–7 empowerment of, 409–412 Quality awards, 591–594 basic vs. advanced, 1 evolution in authority of, 228–229 Quality standards, 10 benefits of, 10–13, 17 future role of, 4, 588–589 Quantitative factors for excellence, 156 best practices in, 46 and line managers, 165, 192 Quantitative (technical) training, 420–421 as career path, 428, 588 qualities of outstanding, 501–502 as competitive weapon, 73 role of, 1–2 Rachlin, Sue, 245–248 continuous improvement in, 44–45 selection of, 484–485, 691–692 Radian International, 10, 190, 389–390, 408 definition of, 2 and shared accountability, 381 Railroad industry, 14, 15 evolution of, see Evolution of project skills of, 231–234 Rand Corporation, 782 management soft/hard skills for, 20 Randolph Products, 788 excellence in, 16–21 and success of project, 486 Ranking method, 645, 646, 648 factors for increasing reliance on, 216–217 training/education for, 3–4 Ray, Patrick, 721–723 formal, 192, 461–464 wage/salary/evaluation responsibilities of, Raytheon, 19, 79–81 future of, 4, 21–22, 329, 573, 586–589 388 Reactive management, 227–228 growth phases in, 50–56 Project model, 103–104 Reagan, Ronald, 811, 815 history of, 4–9 Project objectives, 224–225 Recessionary effects, 5–6, 219–222, 226–227 industries using, 14–16 Project office (PO), 221, 269–322, 328 Reddy, Dr., 719, 720, 722–723 informal, see Informal project management benchmarking by, 308–309 Reengineering, 6, 7, 221, 328, 333, 352, 574 integration of other management systems business case development by, 309–310 Reinartz, Stanley, 809 and, 10–13 capacity planning by, 316 Reinertsen, D. G., 12 maturity and excellence in, 50 continuous improvement activities of, Releases, versioned, 131 maturity model of, 193–197 314–315 Reliant Airlines, 728 people-oriented, 47 customized training related to, 310–313 Repetitive processes and systems, 34 perceptions of, 3–4 dissemination of information by, 306 Reports and reporting, 192, 207, 321, 480 relationship with sales department, 71–73 excellence in, 318–321 status, 7, 99–100, 122, 137, 221, 467, resistance to, 4–5, 7–9 from 1950–1990, 269–270 470–472 scope of, 1–3 from 1990–2000, 270–272 written, 467 shared accountability in, 381–383 from 2000–present, 272–278 Resistance, 125–126, 197–198 shared rewards in, 382–383 information systems used in, 298–306 Resnik, Judith Arlene, 781 strategic imperatives for, 9–13 levels of resistance to, 271–272 Resources, 171–175 strategic importance of, 154 mentoring activities of, 306–307 Responsibility, 175, 381 strategic planning for, 7, 50, 54–56 reporting by, 321 Restructuring, 191–192, 383–384 structured approach to, 46–56 risks of using, 316–318 Retail industry, 14, 15 training and certification programs for, stakeholder management by, 313–314 Return on investment (ROI), 432–434 13–14 standards/templates developed by, 307–308 Reviews, 40–41, 115 at US WEST, 167–169 structure of, 321–322 Rewards, 382–383, 496–499 Project management culture, see Culture(s) types of, 278–279 Rhoads, Kathy, 139–142 Project Management Institute (PMI), 13, 20, Project plan, 137 Rich, John, 664, 670 21 Project reports, 467–468 Ride, Sally K., 782, 795, 806, 808 Project Management Maturity Assessment, Project size, 54 Rigodanzo, Mike, 67 197–208 Project sponsors, 236–237, 403–414 “Rising stars,” 535–589 action plan for, 205 committees as, 406 Battelle (PNNL), 574–576 benchmarking results of, 207 and customer relations, 407–408 Computer Associates, 535–549 cultural resistance to, 197–198 and delegation of authority, 229 EDS, 583–585 delivery method for, 201–203 empowerment of project managers by, Johnson Controls, 576–579 explanation of, 198–199 409–412 Lear, 549–555 measuring results in, 207–208 executive champions vs., 133 Metzeler Automotive Profile System, model for, 199–201 executives as, 36 579–583 participants in, 204–205 and executive support, 166–167 Motorola System Solution Group, 571–573 and remedial training, 206 impressing customers and choice of, Nortel Networks, 573–574 responsibility for, 204 413–414 Sun Microsystems, 560–571 virtual reporting, 207 in initiation phase, 30 Texas Instruments, 555–560 Project management maturity model and line managers, 165–166 USAA, 585–586 (PMMM), 193–197 overmanagement by, 410–412 Risk management, 336–349 Project Management Office (PMO), 136. See and problem-solving, 408 best practices in, 336–339 also Project office roles/responsibilities of, 229, 404–409 and change management, 350–351 846 INDEX

Risk management (continued) Sistek, Jim, 549, 554–555 and company size, 159 departments of, 342 Situational leadership, 479–482 for continuous improvement, 181–186 in government—contractor relationships, Skills, 20, 231–234, 430, 481–482 for cost control, 179–180 339–340 Smalley, Lionel, 425–426 critical success factors for, 163–171 with multinational projects, 343 Smith, Bob, 79–81 definition of, 156–157 as part of value-added chain, 344–345 Smith, Byron, 37, 42 and economic conditions, 153–156 plans for, 7 Smith, Mark, 33–34 examples of, 188–191 in PMMM, 195–196 Smith, Michael John, 781 failure of, 186–188 and process integration, 340–341 Smith, P. G., 12 formulation process in, 156–157 project management combined with, 13 Smiths Industries, 827 implementation process in, 157 and project success, 359 Snyder, Nancy Tennant, 494–495 integrated process strategies, 160–161 recognition of importance of, 332, 333 Social concerns, 10 and organizational restructuring, 191–192 skills for, 231, 232 Social responsibility, 175 performance improvement strategies, templates for, 123, 124, 346 Software, 142–147, 170–171 160–161 at work package level, 345 Computer Associates’ development and project management, 50, 54–56 Risk management information system methodology for, 609–617 for project management, 7, 157–162, 221 (RMIS), 299–300 enterprise-wide, 96 Project Management Maturity Assessment, RJR Tobacco Company, 39–40 meetings reduced by use of, 468 197–208 Roadway Express, 19, 75–79, 275–276, 378, Mindjet, 145–147 and selection of projects, 175–178 409, 535 personal computer-based, 144–145 Strategic Planning for Project Management Robert W. Rummel and Associates, 782 for planning and control, 38–39 and the Project Office, 54 Rockwell, 784, 807–809, 826–827 for scheduling, 142–143 Strategos, 548 Rockwell Automation, 19, 96–97 visual project planning, 145–146 Strategy planning matrix, 54, 55 Rodgers, Phil, 712, 713 Software Engineering Institute, 200 Strengths, 171–173 Rogers, William P., 782, 794, 800, 801, 808 Solutions, products vs., 66–67 Structured approach to project management Rogers Presidential Commission, 782, 798, Sosa, Winston J., 75 maturity, 46–56 799, 804, 808, 809, 811–814, 816 Souder, William, 248, 255 Subcontracting, government, 83–86 Rohm and Haas, 237 Southwest Airlines, 728, 739, 740 Success: Rolls Royce, 820 Space Shuttle disaster, 781–818 behavioral, 500–501 Rosenau, Keith, 581–582 Speakers, for training programs, 431–432 changes in definitions of, 31–32 Royce, Dr., 718–720, 722, 723 Spigarelli, Richard, 522 and communication, 64, 65 Royer, Linda Rubin, 741 Spira, Jim, 273 criteria for, 130, 131 Rummel, Robert W., 782 Spradley, Susan, 183–184 customer acceptance for, 31 Russell, Brian, 797, 799, 804 Sprint, 329 definition of, 164–165, 225 Russett, Rose, 189, 232, 277, 387–388, Staffing, 484–486, 641 early definitions of, 29–30 429–430, 481–482 Stakeholders, 70, 71, 162, 313–314 excellence vs., 43 Ruzicka, Brad, 279, 301, 308, 350 Standardization, 96–97, 137 factors for achieving, 42 Standard methodology, 117–132, 157 measurement of, 45 Sabbagh, Karl, 830 Standard & Poor’s Corporation, 736, 741 modern definitions of, 30–34 Sales department, project management and, Standard Products Company, 188 prerequisites for, 97 71–73 Stanford University, 782 in project-driven vs. non-project-driven Sauer, Steve, 467–468 Stapleton International Airport (Denver), firms, 32 Sayer, Larry H., 804 725–728, 730–734, 737–740, 743, 745, and risk management, 359 Scarso, Rinette, 134–135 748, 750 Success Pyramid (TI), 47–48 Scheduling, 39, 142–143 Star Alliance, 19, 289–291 Sun Country Airlines, 728 School of Project Management (SPM), 19, Starkey, Gary, 537–538 Sundstrand Corporation, 827 424–426 Starling, Grover, 162, 172 Sun Microsystems, 19, 535, 560–571 Scobee, Francis R. (Dick), 781 Status reports, 99–100, 467 Sun Professional Services (SunPS), 560, Scope changes (scope creep), 38, 164, 221, color-coded, 470–472 562–570 378 online, 7, 137, 221 Sunstrand, 826 Secondary success factors, 30–31 template for, 122 Support, management, 33–36, 53, 75–79, Self-confidence training, 428 Stein, Scott, 791 166–167. See also Project sponsors Self-directed teams, 221, 327, 352 Stewart, Thomas A., 2 Survival, excellence and, 83–88 Self-managed work teams, 333 Stockholders, 10 Sutter, Joseph F., 782, 800 Senior management, 33–34, 53, 173, 403–404. StoneBridge Group, 19, 279, 301, 308, 345, Swan, Hobart, 145–146 See also Executives 350 Swanson, William, 80–81 Senkowski, Stephen J., 356–357, 388 Storeygard, Bob, 159–160, 232 Sweat, Larry, 739 Services Strategy Framework, 68, 69 Stouffer, Debra, 245–248 Swiss Re, 19, 109–113 Shared rewards, 382–383 Strategic business units (SBUs), 154, 155, Shepherd, Robert, 190–191 384–385 Tangible resources, 172–173 Sherwin-Williams Company, 19, 88, 133–136 Strategic imperatives, 9–13 Teams: Short Brothers, 827 Strategic importance, perceptions of, 187 co-located, 221, 328 Short-term projects, 407 Strategic planning, 153–208. See also Mergers for global projects, 47 Shrontz, Frank, 819, 823 and acquisitions integrated product/project, 486–494 Simultaneous Development Teams (SDTs), advantages of, 157–158 and MSF team model, 126–129 576–577 for career ladders, 192 multinational, 221, 328 Singapore Aerospace Manufacturing, 827 case study, 686–688 nondedicated, 385, 386 Index 847

project, 192, 216, 485–499 just-in-time training, 428 Vannoni, Brian, 32, 387, 430, 481 rewarding, 496–499 lessons learned, 40, 41 Vertical management for, 2 self-directed, 221, 327 and maturity process, 40 VF Corporation, 335 virtual, 21, 48, 494–495 ongoing, 137 Virginia Department of Transportation, 19, Team meetings, 468 on-the-job training, 693–694 274–275 Teamwork, 469–470 for project managers, 3–4 Virtual Project Management Office (PMO), Technical baseline, 157, 158 remedial, 206 136 Technical (quantitative) training, 420–421 return on investment from, 34, 432–434 Virtual reporting, 207 Technical risk management, 336–349 selecting students for, 427 Virtual teams, 21, 48, 494–495 Technology, 10 self-confidence training, 428 Visual project-planning software, 145–146 Teijin Seiki America, 827 for “soft” skills, 20 Telecommunications industry, 14, 15, 36 trainers for, 431–432 Waddles, Jerry, 746 Templates, 117–124 typical in-house programs, 429 Wage and salary administration, 516–517 advantages/disadvantages of, 133–134 Transportation industry, 14, 15 Waldron, Mike, 96–97 at CIGNA, 107–109 TransWorld Airlines, 728, 731, 738, 782 Walker, Arthur B. C., 782, 795, 805, 806 examples of, 109, 120–124 Triompo, James M., 33, 40–41, 44–45, 72, Walk-the-halls management, 404 MSF, 131–132 285 Wallace, Fowler T., 784, 801–802, 807 project office development of, 307–308 Trophy Project, 701–703 Wallace, Herb, 641 risk management, 346 Trust, 48, 411–412, 464–465 Walt Disney Company, 19, 32, 184, Termination, project, 43, 409 Tylenol®, 376–377 379–380 Texas Instruments, 19, 46–48, 106–107, 134, Ward, Ronald, 642–647, 650–652 184, 305–306, 386–387, 535, 555–560 Uncoupled processes, 330 Warner Electric, 12 Thiokol Corporation, 473, 784–786, 788, 791, Undermanagement, 234–235 Weaknesses, 171–173 792, 796–799, 802–808, 812–815 Union employees, evaluation of, 388 Wear, L. O., 798, 799 Thomas, Gene, 807 Union Pacific, 739 Webb, Wellington, 725, 742, 746 Thomas, James, 797 Unisys, 220 Web-based assessments, see Online Thompson, Arnold R., 804, 805 United Airlines, 725, 727, 728, 731, 732, assessments 3M, 10, 18, 65, 159–160, 168, 232, 404, 410, 734–745, 749–751, 819, 823–825 Weiss, Jeff, 273 481, 486–489, 491–494 United Express, 727, 731 Weiss, Zev, 273 Tobacco industry, 14, 15 United Parcel Service (UPS), 728, 737, 739 West, Dan, 719–723 Tolerance, 480 United Services Automobile Association, see Westair Airlines, 731 Tollgates, 103 USAA Western Aviators, 728 Tools, project management, 40, 52, 142–147, U.S. Air Force, 40, 782, 783, 785 Westfield Group, 19, 138–142 170, 199, 201–203 U.S. Department of Defense (DoD), 10, 11, Weyerhauser, 352 Total quality control (TQC), 576–577 18, 84, 339–341, 486, 492–493, 655, Wheelon, Albert D., 782 Total Quality Management (TQM), 6, 7, 200, 656, 677, 783 White, Edward, 655–658, 815 327, 333–335 U.S. Department of Energy (DoE), 85–86, Wickham, Mike, 76, 78–79 and global pressures, 220, 221 413, 574, 576 Wiggins, Calvin, 803 project management combined with, 12–13, U.S. Department of Transportation, 730, 745 William R. Wiley Environmental Molecular 329–331 U.S. West Communication Services, 738 Sciences Laboratory (EMSL) Project, Trabulsi, Phil, 50–53, 113–114 United Technologies, 784, 785, 826, 827 574–575 Trainers, 420–421, 431–432 United Technologies Automotive, 392 Williams Machine Tool Company, 86–88 Training and education, 52, 419–455 University College, 168 Willits, Gregory M., 184–185, 405 benefits of, 426 University of Denver, 168 Woolsey, James, 827 and competency models, 434–450 University of Texas, 784, 786 Work flow, 2, 164 corporate cultures and importance of, Updating and reporting phase (cost control), Work models, 104 387–388 180 Work-standards approach, 645, 646, 648 customized, 310–313 USAA, 19, 236, 419, 429, 585–586 Work teams, 333, 352 designing/conducting, 428–432 USAir, 728, 731, 738 and Eli Lilly competency model, 438–450 User-friendly methodology, 116–117 Xerox Corporation, 335, 434–435 and Ericsson competency model, 435–438 US WEST, 167–169 evolution of, 235–236, 420–426 US West Communications, 378 Yeager, Charles, 782 exposure training, 428 Young, John, 801 fundamentals of, 427–428 Values, 68, 70, 157, 375–380 graduate-level, 424–426 Value-added chain, 513, 519–520 Zale, Suzanne, 21, 233, 344, 466–467 identifying need for, 426–427 Value engineering, 556 Zeitoun, Al, 19–21 internal programs, 430–431 Vandenburg Air Force Base, 783 Zielinski, D., 496–499