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.

Part One: Using Models and Frameworks to Master Complex Systems.

1. Why Are Project Requirements a Critical Issue?

Maintaining consistency of the business case, the project scope, and customer needs.

2. Visualizing the Project Environment.

Using systems thinking to understand and manage the bigger picture.

3. Modeling the Five Essentials.

Visualizing the critical relationships in managing projects.

Part Two: The Essentials of Project Management.

4. Organizational Commitment.

Ensuring success with management support, quality environment, and needed resources.

5. Project Communication.

Communicating clearly, completely, and concisely.

6. Teamwork.

Maximizing team energy and output.

7. The Project Cycle.

Understanding the steps and gates in every project life cycle.

8. The Ten Management Elements.

Comprehending the relationships among the techniques to be applied throughout the cycle.

Part Three: The Ten Management Elements in Detail.

9. Project Requirements.

Ensuring satisfied users by determining and delivering what's wanted.

10. Organization Options.

Selecting and adapting the structure for the project.

11. The Project Team.

Getting the right people.

12. Project Planning.

Determining the best way to get there.

13. Opportunities and Their Risks.

Seeking and seizing opportunities and managing their risks.

14. Project Control.

Making sure the right things happen and the wrong things don't.

15. Project Visibility.

Providing project transparency for everyone involved.

16. Project Status.

Discovering the problems.

17. Corrective Action.

Fixing the problems

18. Project Leadership.

Motivating and inspiring the team.

Part Four: Implementing the Five Essentials.

19. Principles and Tactics for Mastering Complexity.

Implementing the technical development process.

20. Integration, Verification, and Validation.

Delivering the right thing, done right.

21. Improving Project Performance.

Moving beyond success.

Appendixes.

A. Web Site for Forms and Templates.

B. The Professional and Standards Environment.

C. The Role of Unified Modeling Language(TM) in Systems Engineering.

D. A Summary of the Eight Phase Estimating Process.

E. Overview of the SEI-CMMI.

Glossary One Hundred Commonly Misunderstood Terms.

Notes.

Index.