Modern Project Management

Holger Timinger studied electrical engineering at the University of Ulm and completed his doctorate there. After several years in the private sector, he became Professor of Project Management and Medical Technology at Landshut University of Applied Sciences in 2011. In 2012, he was named Professor of the Year for Engineering and Computer Science by UNICUM. He is the author of Wiley-Schnellkurs Projektmanagement.

• Introduction 9About this book 9Aim of this book 10Target audience 10Prerequisites 10Structure of the book 10Use of colors, symbols and formats 111 Standards and norms in project management 13Overview 13PMI Project Management Body of Knowledge 16Prince2® 20ISO 21502 22DIN 69901 23IPMA Individual Competence Baseline 24Green Project Management P5 26Agile Standards 27Modern Project Management 282 Process models for plan-based project management 31What does traditional mean here? 31Common characteristics of plan-based process models 34Sequential process models 41Concurrent process models 44Repetitive process models 46Practical examples and case studies 503 Plan-based project management – tools, methods and ongoing tasks 53Introduction 53Project initialization and definition 53Project planning 82Project controlling 106Project closure 118Ongoing project management tasks 126Practical examples and case studies 1604 Agile project management 169Agile manifesto and agile values 169Scrum 174Scaled Scrum 200Kanban 209Lean project management and theory of constraints 221More agile process models 237Practical examples and case studies 2445 Hybrid project management 261Introduction 261Development of individual process models for successful project management 269Sequential application of different process models 284Parallel application of plan-based and agile process models 288Integrated application of different process models 296ScrumBan 299Software tools in hybrid projects 300Practical examples and case studies 3016 Leadership 323Introduction to leadership and team development 323Goals of leadership and team development 324Leadership concepts and styles 324Motivation 330Team composition and team development 335Communication 340Conflicts and crises 342Lateral leadership 345Leadership in agile environments 353Practical examples and case studies 3587 Interfaces of hybrid projects to programs and portfolios 365Overview 365Program management 371Portfolio management 373Characteristics of agile and hybrid program and portfolio management 376Practical examples and case studies 3798 Toolbox 383Introduction 383I Initialization 386D definition 406P Planning 437M monitoring and control 464C Closing 5069 Glossary 51510 Certificate Modern Project Management 527Norms and standards (1 question) 528Process models (3 questions) 528Plan-based project management incl. ongoing tasks (16 questions) 529Agile project management (16 questions) 531Hybrid project management (9 questions) 533Leadership (5 questions) 535Solutions 535Contents 711 Solutions to the exercises and case studies 537Case study 2.1: Definition of quality gates 537Case study 2.2: Traceability in the V-model 538Case study 2.3: Prototype planning spiral model 540Case study 3.1: Exercises for project initialization and definition 540Case study 3.2: Exercises for project planning 542Case study 3.3: Exercises for project control 545Case study 3.4: Exercises for project closure 547Case study 3.5: Exercises for ongoing project management tasks 547Case study 4.1: Sprint backlog 549Case study 4.2: Synchronization of several teams 549Case study 4.3: Customer and technical design requirements 550Case study 4.4: Large-scale project with Scrum 551Case study 4.5: Daily Scrum 551Case study 4.6: Overload due to incorrect velocity 552Case study 4.7: Agile scaling with Nexus 553Case study 4.10: Flow optimization 554Case study 4.11: Cumulative flow 555Case study 4.12: Optimizing bottlenecks 555Case study 4.13: Exercise replanning a project according to critical chain project management 556Case study 5.1: Criteria and selection of an organization-specific process model 557Case study 5.2: Situation analysis and target definition 558Case study 5.3: Development of an organization-specific process model for successful project management 559Case study 5.4: Introduction of a new process model 559Case study 5.5: Agile project management in the construction industry 560Case study 5.6: Plan-based project with Kanban 560Case study 5.7: Agile or hybrid large-scale project? 561Case study 5.8: Failed introduction of a new process model 563Case study 5.9: Hybrid product development process 564Case study 6.1: Team selection 565Case study 6.2: Communication within the team 566Case study 6.3: Project vision and participation 566Case study 6.4: Motivation 567Case study 6.5: Escalation 568Case study 7.1: Project comparison with the utility value analysis 568Case study 7.2: Hybrid program and portfolio management 570Bibliography 571Index 575