Index 191 opportunity, 152 as PCTS target, 8, 9 raw material, 128 see also PCTS targets cost variance, 145, 146 CPM, see Critical Path Method Creating an Environment for Success- ful Projects (Robert Graham and Randall L. Englund), 184 creativity, scheduling, 33 critical activities, 87, 98, 99 critical path and change, 136 definition of, 6­7, 87, 93, 99 and running out of float, 101 tasks on, 123, 183 in Work Breakdown Structure, 72 Critical Path Method (CPM), 83, 85­87, 101, see also arrow diagrams cultural diversity, 171, 178 cumulative spending, 146, 148 customers changes requested by, 127, 129 intended value to, 119 interaction between employees and, 28 project status information for, 122 data on change control form, 131, 133 deviation, 116, 117 for earned value analysis, 146 historical, 75 response to, 117 databases, centralized project, 38 deadlines, 85, 158 decision-making authority, 113 definition phase, 11­12 delegative leadership style, 165 delivery date, 128 Deming, W. Edwards, 50, 51, 120, 180 department managers, 58 design reviews, 119 development costs, 121 deviations corrective actions for, 141, 142, 145, 152 data on, 116, 117 in process review reports, 124 see also variances diagrams arrow, 82, 87­92, 102­103 network, 84­85, 95­102 directive leadership style, 163, 170 discipline, 136 dissent, culture of, 173 Dressler, Fritz R. S., on predicting the future, 35 Drucker, Peter, 25, 26 Dudley, Bob, 3 Du Pont, 83 duration of activities, 94 task, see task duration early dates, 93 Early Finish (EF) times, 95­97, 99 Early Start (ES) times, 95, 96, 98, 99 earned value, see BCWP (budgeted cost of work performed) earned value analysis, 145­155 acceptable variances in, 153 development of, 145 percentage complete in, 153­154 responding to variances in, 152­153 variance analysis using hours only in, 150­151 variance analysis using spending curves in, 146­150 efficiency, 102, 170 EF (Early Finish) times, 95­97, 99 American Management Association · www.amanet.org