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Here is how we address issues from each of the nine project management areas of knowledge during the development stage: We make sure that our project management e orts support, rather than interfere with, the work of the project. The primary activity from scope management is written change control. For time management, we perform action control, ensuring timely completion of tasks, through the weekly status meeting, and adjust the project schedule as necessary. For cost management, we prepare budget vs. actual cost reports, perform per-task earned value analysis, and produce variance reports and cost reports related to change control as needed. For quality management, we oversee and improve the project process with quality control and validate the testing through quality assurance.

x2/a2 + y2/b2 + z2/c2 = 1 where a is the x-axial radius, b is the y-axial radius, c is the z-axial radius, and exactly one of the following relationships holds true among them: a<b=c b<a=c c<a=b

Alternative equation for a sphere centered away from the origin Earlier in this chapter, we learned that the general equation of a sphere centered at some point other than the origin in Cartesian xyz space is

Center is at (0, 0, 0)

troller have to change to meet a new load condition, a deviation will appear: e= P(m - b) 100 (1.5)

Human resources management includes whatever we do to keep the team going and also any work needed to replace sta Communications management includes our status reports to the sponsor, customers, and stakeholders It also includes escalation of issues as needed and e ective management of the team s communications with stakeholders Risk management is mostly a combination of risk reduction and mitigation, also with ongoing risk assessment and revisions of the plan We should be sure to revise the risk plan for transition and deployment Procurement management, as we discussed above, varies greatly depending on the degree to which the project depends on external resources For de nitions of the terms above, and for tools to assist with the process, see Part Three These activities seem routine when we read them, but, if the project is not going smoothly, then they are not routine at all.

Figure 17-5

where r is the radius, and (x0,y0,z0) are the coordinates of the center Dividing through by r2, we obtain (x x0)2/r2 + (y y0)2/r2 + (z z0)2/r2 = 1 As we did with the sphere centered at the origin, we can rewrite this equation, getting (x x0)2/a2 + (y y0)2/b2 + (z z0)2/c2 = 1 where a, b, and c are the radii parallel to the x, y, and z axes, respectively As before, with a perfect sphere, we have a=b=c If a, b, and c are not all the same, then the sphere is distorted

Oblate sphere centered away from the origin If we take a sphere that s centered at (x0,y0,z0) and shorten one of the axial radii, we get an oblate sphere defined by the general equation

If we are close to our team, but objective, we will sense when something is wrong But we cannot always do that What are the rst clear signs of something going wrong Tasks not being delivered on time Tasks not actually being completed, so that the deliverable is not really a complete, working, independent deliverable Excessive failures in testing Risk events requiring extra e ort and resources Earned value analysis showing that we will not nish within our budget Discovery of a major error in scope de nition or requirements de nition A change external to the project that alters scope or requirements A change external to the project that prevents on-time, on-budget completion The discovery of a major technical problem Loss of key team members Severe problems managing procurement or contracted services It is important to spot these signs early.

(x x0)2/a2 + (y y0)2/b2 + (z z0)2/c2 = 1 where exactly one of the following is true: a<b=c b<a=c c<a=b Figure 17-6 should give you a general idea of what happens in a case like this Imagine a sphere centered at (x0,y0,z0) that has been squashed in the direction defined by a line parallel to the y axis