Managing Complex Projects -- CONTENTS -- PREFACE -- ACKNOWLEDGMENTS -- INTERNATIONAL INSTITUTE FOR LEARNING, INC. (IIL) -- Chapter 1: PROJECT MANAGEMENT FRAMEWORK -- PROJECT CHARACTERISTICS -- THE COMPLEXITY OF DEFINING -- COMPONENTS OF COMPLEX PROJECTS -- THE TRIPLE CONSTRAINT -- SECONDARY SUCCESS FACTORS -- OTHER SUCCESS FACTORS -- THE MODIFIED TRIPLE CONSTRAINT -- PRIORITIZATION OF CONSTRAINTS -- TYPES OF PROJECT RESOURCES -- SKILL SET -- THREE CRITICAL REQUIREMENTS -- PROBLEM IDENTIFICATION AND SOLUTION -- THE "TRADITIONAL" PROJECT -- THE "NONTRADITIONAL" (COMPLEX) PROJECT -- WHY TRADITIONAL PROJECT MANAGEMENT MUST CHANGE -- TRADITIONAL VERSUS COMPLEX PROJECTS -- THE NEED FOR "VALUE" AS A DRIVER -- THE BENEFITS OF "VALUE" AS A DRIVER -- ELEMENTS OF COMPLEXITY -- TYPES OF VIRTUAL TEAMS -- VIRTUAL TEAM COMPETENCIES -- VIRTUAL TEAM MYTHS -- CUSTOMER RFP REQUIREMENTS -- THE NEED FOR BUSINESS SOLUTION PARTNERS -- "ENGAGEMENT" EXPECTATIONS -- BEFORE AND AFTER ENGAGEMENT PROJECT MANAGEMENT -- PERCENTAGE OF PROJECTS USING PROJECT MANAGEMENT -- POSSIBLE COMPLEX PROJECT OUTCOMES -- LONG-TERM GLOBALIZATION PROJECT MANAGEMENT STRATEGY -- GLOBAL VERSUS NONGLOBAL COMPANIES -- QUANTITY OF TOOLS -- PROJECT MANAGEMENT SOFTWARE -- AREAS OF BEST PRACTICES -- THE COLLECTIVE BELIEF -- Chapter 2: INTEGRATION MANAGEMENT -- CHANGES IN FOCUS -- PROJECT SPONSORSHIP (1 OF 2) -- PROJECT SPONSORSHIP (2 OF 2) -- PROJECT ACCOUNTABILITY -- EPM METHODOLOGIES -- ENTERPRISE ENVIRONMENTAL FACTORS -- ORGANIZATIONAL PROCESS ASSETS -- WEAKNESSES IN LEADERSHIP SKILLS -- PROJECT'S BUSINESS CASE -- PROJECT GOVERNANCE -- PROJECT'S ASSUMPTIONS -- ALIGNMENT OF GOALS -- EXPERT JUDGMENT -- PROJECT CHARTER -- PROJECT DECISION MAKING -- GO AND NO-GO DECISION POINTS -- PROJECT REPLANNING -- OPTIMISM -- POOR PROJECT PERFORMANCE -- PROJECT JUSTIFICATION -- PROJECT PLAN OWNERSHIP.

THE PROJECT PLAN: SUMMARY LEVELS -- PROJECT MANAGEMENT PLAN -- PROJECT APPROVALS -- PROJECT'S CONSTRAINTS -- IDENTIFICATION OF DELIVERABLES -- CHANGE MANAGEMENT -- CHANGE CONTROL MEETINGS -- CONDUCTING MEETINGS -- PARTNERSHIPS AND ALLIANCES -- ABILITY TO CHANGE -- Chapter 3: SCOPE MANAGEMENT -- PROJECT BOUNDARIES -- STAKEHOLDER IDENTIFICATION -- REQUIREMENTS COLLECTION -- CHANGING PRODUCT REQUIREMENTS -- THE PROJECT PLAN: WORK PACKAGE LEVELS -- PROJECT'S DELIVERABLES -- WORK PERFORMANCE INFORMATION -- VERIFY SCOPE -- CONTROL SCOPE -- Chapter 4: TIME MANAGEMENT -- PROJECT DEPENDENCIES -- TEMPLATES -- ACTIVITY LIST -- PROJECT SCHEDULE -- PURPOSE OF SCHEDULE -- TYPES OF SCHEDULES -- PUBLISHED ESTIMATING DATA -- PROJECT MANAGEMENT SOFTWARE -- TOP-DOWN VERSUS BOTTOM-UP ESTIMATING -- THREE-POINT ESTIMATES -- DURATION VERSUS EFFORT -- "WHAT-IF" SCENARIOS -- SCHEDULE COMPRESSION TECHNIQUES -- Chapter 5: COST MANAGEMENT -- THE BASIS FOR PROJECT FUNDING -- PROJECT FUNDING -- MULTIPLE FUNDING SOURCES -- MANAGEMENT RESERVES -- COST-ESTIMATING TECHNIQUES -- USE OF EARNED VALUE MEASUREMENT -- FORECAST REPORTS -- Chapter 6: HUMAN RESOURCES MANAGEMENT -- FERVENT BELIEF -- CONFLICTS OVER OBJECTIVES -- SHIFTING LEADERSHIP -- WAGE AND SALARY INCONSISTENCIES -- HIGH STAKES -- CULTURE -- MULTIPLE CULTURES -- MULTICULTURAL TEAMS -- SHIFTING OF KEY PERSONNEL -- QUANTITY OF RESOURCES -- QUALITY OF THE RESOURCES -- AVAILABILITY OF RESOURCES -- CONTROL OF THE RESOURCES -- WORKER RETENTION -- Chapter 7: PROCUREMENT MANAGEMENT -- MATERIAL/SERVICE REQUIREMENTS -- BOT/ROT CONTRACTS -- CONTROL OF VENDORS -- REGULATIONS GOVERNING VENDOR SELECTION -- IMPACT OF STAKEHOLDERS -- ADVERSARIAL PROCUREMENT POSITIONS -- MULTIPLE CONTRACT TYPES -- Chapter 8: QUALITY MANAGEMENT -- "SATISFICING" ZONES -- DIFFERENT LIFE CYCLES -- TECHNOLOGY -- COST-BENEFIT ANALYSIS -- NEW QUALITY BOUNDARIES.

Chapter 9: RISK MANAGEMENT -- COMPLEXITY, UNCERTAINTY, AND RISK -- RISK MANAGEMENT -- IDENTIFY RISKS -- UNEQUAL CONTINGENCY PLANNING -- RISK ANALYSIS -- MULTIPLE OPTIONS ANALYSIS -- RISK PRIORITIZATION -- DETERMINING RISK RESPONSE STRATEGIES -- MONITORING AND CONTROLLING RISK -- TECHNICAL RISKS -- MANAGEMENT RESERVE -- Chapter 10: COMMUNICATIONS MANAGEMENT -- STAKEHOLDERS -- STAKEHOLDER COMMITMENT -- GETTING STAKEHOLDER AGREEMENTS -- STAKEHOLDER ISSUES AND CHALLENGES -- MAKING BAD ASSUMPTIONS -- ANOTHER BAD ASSUMPTION -- VALUE CREATION -- STAKEHOLDER MANAGEMENT RESPONSIBILITY -- CHANGING VIEWS IN STAKEHOLDER MANAGEMENT -- LIFE-CYCLE STAKEHOLDER MANAGEMENT -- STAKEHOLDER MANAGEMENT-MACRO LEVEL -- STAKEHOLDER MANAGEMENT VERSUS CUSTOMER LOYALTY -- STAKEHOLDER MANAGEMENT-MICRO LEVEL -- STAKEHOLDER IDENTIFICATION -- CLASSIFICATION OF STAKEHOLDERS -- TIERED STAKEHOLDER IDENTIFICATION -- MANAGING STAKEHOLDER EXPECTATIONS -- MANAGING STAKEHOLDER EXPECTATIONS: THE DESIGN OF HEALTH CARE PRODUCTS -- PERFORM STAKEHOLDER ANALYSIS -- STAKEHOLDER MAPPING -- KEY STAKEHOLDERS -- UNIMPORTANT STAKEHOLDERS -- PERFORM STAKEHOLDER ENGAGEMENTS -- DEFINING KEY PERFORMANCE INDICATORS (KPIs) -- PRIORITIZING STAKEHOLDERS' NEEDS -- STAKEHOLDER INFORMATION FLOW -- VIRTUAL TEAMS -- MEASURING KPI s -- REPORTING KPI DATA -- SUMMARIZED KPI MILESTONES -- STAKEHOLDER COMMUNICATIONS -- PROJECT REVIEW MEETINGS -- STAKEHOLDER SCOPE CHANGE REQUESTS -- LINEAR THINKING -- ENFORCING STAKEHOLDER AGREEMENTS -- STAKEHOLDER DEBRIEFING SESSIONS -- SATISFACTION MANAGEMENT SURVEY FACTORS -- COMPLEX PROJECT MANAGEMENT SKILLS -- THREE CRITICAL FACTORS FOR SUCCESSFUL STAKEHOLDER MANAGEMENT -- SUCCESSFUL STAKEHOLDER MANAGEMENT -- FAILURES IN STAKEHOLDER MANAGEMENT -- FINAL THOUGHTS -- INDEX.