KEVIN FORSBERG, PHD, CSEP, is cofounder of The Center for Systems Management, which provides project management and systems engineering services to an international client list that includes the CIA, Nokia, Lockheed Martin, and NASA. Dr. Forsberg has over forty-five years of experience in the project management and systems engineering fields and has won numerous awards, including the NASA Public Service Medal, the CIA Seal Medallion, and the INCOSE Pioneer Award.HAL MOOZ, PMP, CSEP, is cofounder of The Center for Systems Management and has twenty-three years of experience consulting to government and private organizations, including AT&T, NASA, Bell Labs, and GTE. He has developed leading university and industry project management training programs and trained more than 10,000 high-technology project managers. He was awarded the CIA Seal Medallion and the INCOSE Pioneer Award.HOWARD COTTERMAN has served The Center for Systems Management in roles ranging from project manager to president. His executive posts at leading technology companies include vice president of Rockwell International and engineering director responsible for Intel's family of microcomputers.

• Introduction Using Visual Models to Master Complex Systems xxiPart One Using Models and Frameworks to Master Complex Systems1 Why Are Project Requirements a Critical Issue? 3Maintaining consistency of the business case, the project scope, and customer needs2 Visualizing the Project Environment 8Using systems thinking to understand and manage the bigger picture3 Modeling the Five Essentials 19Visualizing the critical relationships in managing projectsPart Two The Essentials of Project Management4 Organizational Commitment 37Ensuring success with management support, quality environment, and needed resources5 Project Communication 48Communicating clearly, completely, and concisely6 Teamwork 69Maximizing team energy and output7 The Project Cycle 84Understanding the steps and gates in every project life cycle8 The Ten Management Elements 129Comprehending the relationships among the techniques to be applied throughout the cyclePart Three The Ten Management Elements in Detail9 Project Requirements 137Ensuring satisfied users by determining and delivering what’s wanted10 Organization Options 167Selecting and adapting the structure for the project11 The Project Team 181Getting the right people12 Project Planning 196Determining the best way to get there13 Opportunities and Their Risks 223Seeking and seizing opportunities and managing their risks14 Project Control 254Making sure the right things happen and the wrong things don’t15 Project Visibility 278Providing project transparency for everyone involved16 Project Status 292Discovering the problems17 Corrective Action 312Fixing the problems18 Project Leadership 319Motivating and inspiring the teamPart Four Implementing the Five Essentials19 Principles and Tactics for Mastering Complexity 341Implementing the technical development process20 Integration, Verification, and Validation 361Delivering the right thing, done right21 Improving Project Performance 381Moving beyond successAppendixesA Web Site for Forms and Templates 401B The Professional and Standards Environment 403C The Role of Unified Modeling Language™ in Systems Engineering 409D A Summary of the Eight Phase Estimating Process 415E Overview of the SEI-CMMI 421Glossary One Hundred Commonly Misunderstood Terms 427Notes 435Index 441