Assume that you are a “newly assigned” project manager, what are a two or three questions you should ask the organization before undertaking the leadership role, and why?  

Note: Support your responses with scholarly peer-reviewed articles or journals.  After submitting your response to the discussion question, type at least two peer replies in response to your classmates posts

500 words2 pages

CONTEMPORARY PROJECT MANAGEMENT, 4E

Timothy J. Kloppenborg

Vittal Anantatmula

Kathryn N. Wells

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‹#›

Introduction to Project Management

Chapter 1

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‹#›

The Element of Discipline

“A key to success in project management, as well as in mountain climbing, is to identify the pillars that will be practiced with discipline…I believe that project management is about applying common sense with uncommon discipline.”

Michael O’Brochta, PMP

founder of Zozer Inc.

previously senior project manager at the Central Intelligence Agency

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Deaths climbing Mt. Aconcagua are an extreme example of consequences associated with a lack of discipline
Discipline to act on the earlier decision to curtain summit attempts after the agreed-to-turn-around time or in severe weather
Avoid pressure to cast aside or shortcut project management practices
Practices, like planning, are the pillars of project management discipline
Managing projects at the CIA involved short notice to acquire unspent funds
Discipline required needed planning and quick action
The top 2 percent of project managers spend twice as much time planning as the other 98 percent
Identify those pillars that we will decide to practice with the required levels of discipline
3

Chapter 1 Core Objectives
Define a project and project management and tell why organizations would use them
Describe major activities and deliverables, at each project life cycle stage
List the 10 knowledge areas and 5 process groups of the Project Management Body of Knowledge (PMBOK)
Describe project success and failure, as well as reasons both may occur
Contrast predictive and adaptive project life cycles
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4

Chapter 1 Behavioral Objectives:
Identify project roles and key responsibilities for project team members
Describe the importance of collaborative effort throughout a project
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What is a project?
Projects require:
an organized set of work efforts.
progressively elaborated detail.
a defined beginning and ending.
a unique combination of stakeholders.
Projects are subject to time and resource limitations
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project – “a temporary endeavor undertaken to
create a unique product, service, or result.” PMBOK® Guide
stakeholders – “an individual, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project.” PMBOK® Guide

A project requires an organized set of work efforts.
Projects require a level of detail that is progressively elaborated upon as more information is discovered.
Projects are subject to limitations of time and resources such as money and people.
Projects have a defined beginning and ending.
A project has a unique combination of stakeholders
6

Project Management (PM)
Work processes

Tradeoffs among
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Project management – “the application of knowledge, skills, tools and techniques to project activities to meet project requirements.” PMBOK® Guide
initiate, plan, execute, monitor/control, close
Scope Schedule
Quality Resources
Cost Risks

PM includes work processes that initiate, plan, execute, and close work
Work processes require tradeoffs among the scope, quality, cost, and schedule of the project
PM includes administrative tasks for planning, documenting, and controlling work
PM includes leadership tasks for visioning, motivating, and promoting work associates.
PM knowledge, skills, and methods apply for most projects

7

Project Management (PM)
Administrative tasks

Leadership tasks for work associates

Knowledge, skills, and methods apply for most projects
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Planning, documenting controlling
Visioning, motivating, promoting

PM includes administrative tasks for planning, documenting, and controlling work
PM includes leadership tasks for visioning, motivating, and promoting work associates.
PM knowledge, skills, and methods apply for most projects
8

History of PM
Emerged as a formal discipline in the 1950s
Developed for aerospace and construction
Involved determining and controlling project schedules
In 2001, Agile was created for adaptive project planning, originally for software projects
In recent years, more focus has been given to the “soft skills” of communications, leadership, and teamwork
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PM emerged as a formal discipline in the 1950s
Techniques for planning and controlling schedules and costs were developed for huge aerospace and construction projects in the 1950s and 1960s
Early PM involved determining project schedules based on order of project activities
Manufacturing, research and development, government, and construction projects used and refined management techniques
Software companies offered software for planning and controlling project costs and schedules in the 1980s and 1990s
Risk management techniques for complex projects have been applied to less complex projects
Communication and leadership playa major role in project success
Rapid growth and change in information technology and telecommunications fueled use of PM in the 1990s and 2000s
9

How Can Project Work Be Described?
Projects versus operations
Soft skills and hard skills
Authority and responsibility
Project Life Cycle
Agile (adaptive) vs. Waterfall (predictive) approach
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Projects are temporary and unique; operations are more continuous.
Project managers need “soft skills” and “hard skills” to be effective.
Project managers frequently have more responsibility than authority.
Projects go through predictable stages called a life cycle.
10

Projects Versus Operations
Projects are temporary
Projects have routine and unique characteristics
Operations are ongoing work

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Operations consist of the ongoing work needed to ensure that an organization continues to function effectively
11

Soft Skills and Hard Skills
Soft skills activities
Communication
Leadership
Conflict resolution
Hard skills activities
Risk analysis
Quality control
Scheduling work
Budgeting work

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A successful project manager needs both soft and hard skills along with the judgment of when each is more necessary.
Training, experience, and mentoring are instrumental in developing necessary skills.
12

Authority and Responsibility
One person being assigned accountability
Project managers negotiate with functional managers
Strong communication and leadership skills to persuade subordinates

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Functional manager – “someone with management authority over an organizational unit.…the manager of any group that actually makes a product or performs a service.” PMBOK® Guide

Projects are most effectively managed with one person being assigned accountability
Project managers negotiate with functional managers
A project manager needs to develop strong communication and leadership skills to persuade subordinates to focus on the project when other work beckons.
13

Project Life Cycle (PLC)
Project life cycles vary among different disciplines but generally are comprised of the same general stages
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Project life cycle – “the series of phases that a project goes through from its initiation to its closure.” PMBOK® Guide

Life cycle allows for control to assure that the project is proceeding in a satisfactory manner and that the results are likely to serve its customer’s intended purpose
14

Project Life Cycle Stages
Selecting and initiating
Planning
Executing (includes monitoring/controlling)
Closing and realizing
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Selecting and initiating— a project is selected from an emerging idea, planned at a high level, and key participants commit to it in broad terms
Planning—starts after the initial commitment, includes detailed planning, and ends when all stakeholders accept the entire detailed plan.
Executing—includes authorizing, executing, monitoring, and controlling work until the customer accepts the project deliverables.
Closing and realizing—all activities after customer acceptance to ensure project is completed, lessons are learned, resources are reassigned, contributions are recognized, and benefits are realized.
15

Project Life Cycle (PLC)
A project must gain approval to move from one stage to the next
Projects are measured at additional points
Selection
Progress reporting
Benefits realization
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Predictive (Plan-Driven) PLC
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Predictive extreme        waterfall

Product is well-understood
All planning precedes all executing
17

Adaptive (Change-Driven) PLC
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Adaptive extreme        agile

Early results lead into planning later work
18

Midland Insurance PLC for Quality Improvement Projects
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Understanding Projects
Project Management Institute (PMI)
Project Management Body of Knowledge (PMBOK)
PMI Talent Triangle
Selecting and Prioritizing Projects

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Understanding Projects
Project Goals and Constraints
Defining Project Success and Failure
Using MS Project
Types of Projects
Scalability of Project Tools
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The Project Management Institute (PMI)
The largest professional organization
Produces A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
Talent Triangle—Technical PM, Leadership, & Strategic and Business Management

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Over 650,000 members and credential holders in 185 countries
Publishes and regularly updates A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
22

The Project Management Institute (PMI)
Project Management Professional (PMP®) certification
Certified Associate in Project Management (CAPM) certification
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Project Management Body of Knowledge (PMBOK®)
Project Life Cycle
5 process groups
10 knowledge areas

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Project management process group – “a logical grouping of the project management inputs, tools and techniques, and outputs.” PMBOK® Guide

PMBOK® Process Groups
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Initiating— “define a project or a new phase by obtaining authorization”
Planning— “establish the project scope, refine objectives and define actions to attain objectives”
Executing— “complete the work defined to satisfy project specifications”
Monitoring and controlling— “track, review, and regulate progress and performance, identify changes required, and initiate changes”
Closing— “finalize all activities to formally close project of phase”

PMBOK®’s 10 Knowledge Areas
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Integration management – “processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities”
Scope management – “processes to ensure that the project includes all the work required, and only the work required, to complete the project successfully”
Schedule management – “processes to manage timely completion of the project”

PMBOK® Knowledge Areas
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Cost management – “processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget”
Quality management – “processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken”
Resource management – “processes that organize, manage, and lead the project team”

PMBOK® Knowledge Areas
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Communications management – “processes to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information”
Risk management – “processes of conducting risk management planning, identification, analysis, response planning, and control…to increase the likelihood and impact of positive events and decrease the likelihood and impact of negative events in the project”

PMBOK® Knowledge Areas
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Procurement management – “processes to purchase or acquire products, services, or results from outside the project team”
Stakeholder management – “processes to identify the people, groups, or organizations, that could impact or be impacted by the project, analyze their expectations and impact, and develop strategies for engaging them and managing conflicting interests”

Selecting and Prioritizing Projects
Identify potential projects
All parts of the organization are involved
Determine which projects align best with organizational goals
Organizational priorities:
Understood
Communicated
Accepted
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?
Selecting and Prioritizing Projects
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What value does each potential project bring to the organization?
Are the demands of performing each project understood?
Are the resources needed to perform the project available?
Is there enthusiastic support both from the external customers and from one or more internal champions?
Which projects will best help the organization achieve its goals?

Project Goals and Constraints
Projects are undertaken to accomplish specific goals
Scope and quality are performance goals

Subject to constraints of time and cost
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Scope – “the sum of the products, services, and results to be provided as a project.” PMBOK® Guide
Quality – “the degree to which a set of inherent characteristics fulfills requirements.” PMBOK® Guide

Scope and quality measure performance and should result in outputs that satisfy customers
Consider scope and quality subject to constraints of time and cost
32

Project Goals and Constraints
Obstacles or challenges may limit ability to perform
Opportunities may allow projects to exceed original expectations.
Project Managers (PMs) decide which goals and constraints take precedence
Additional constraints
Amount of resources available
Decision maker’s risk tolerance

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Project Customer Tradeoff Matrix
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Break-out Session!
How do YOU define project success and failure?
What are some common reasons for project success or failure?
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Project Success and Failure
Deliverables include all agreed-upon features
Outputs please customers
Customers use the outputs effectively
Completed on schedule and on budget
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Project success is creating deliverables that include all of the agreed upon features
Outputs please the project’s customers.
Customers use the outputs effectively as they do their work (meet quality goals)
The project should be completed on schedule and on budget (meet time and cost constraints).
36

Project Success and Failure
Completed without heroics
Learn new and/or refine skills
Organizational learning
Reap business-level benefits
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Successful projects are completed without heroics
People who work on the project should learn new skills and/or refine existing skills.
Organizational learning should take place and be captured for future projects.
Reap business-level benefits such as development of new products, increased market share, increased profitability, decreased cost, etc.
37

Project Success
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Why Projects Fail
Insufficient resources and/or time
Unclear expectations
Changes in the scope not understood or agreed upon
Stakeholders disagree on expectations
Inadequate project planning
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Not enough resources are available for project completion.
Not enough time has been given to the project.
Project expectations are unclear.
Changes in the scope are not understood or agreed upon by all parties involved.
Stakeholders disagree regarding expectations for the project.
Adequate project planning is not used.
39

Types of Projects
Classifying by industry
Classifying by size
Classifying by understanding of project scope
Classifying by application
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PMI Communities of Practice
Projects in different industries often have unique requirements
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Classifying by Size
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Large projects often require more detailed planning and control

Classifying by Timing of Project Scope Clarity
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How early in the project the project manager and team are able to determine the project scope

Classification by Application
All projects require planning and control
The art of project management:
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when to use certain techniques
how much detail to use
how to tailor techniques to the needs of a project.

Scalability of Project Tools
All projects require
Project specifications
Understanding of work involved
Budget and schedule determinations
Assignment of available workers to tasks
Project management
Projects are scaled up or down to meet the complexity of the task
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All projects require:
Determination of the wants and needs of the customer(s)
Understanding of the amount of work involved
Determination of a budget and schedule
Decisions about available workers and who will do which tasks
Management until the owner accepts the project results
45

Traditional Project Roles
Project Executive-Level Roles
Project Management-Level Roles
Project Associate-Level Roles
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Project Executive-Level Roles
The steering team
The top leader (CEO) and his/her direct reports
Select, prioritize, and resource projects
Ensure that accurate progress is reported
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Select, prioritize, and resource projects in accordance with the organization’s strategic planning
Ensure that accurate progress is reported and necessary adjustments are made.
47

Project Executive-Level Roles
Sponsor Active role:
Charter the project
Review progress reports
Sponsor Behind-the-scenes role:
Mentor the project manager
Assist the project manager

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Sponsor – “the person or group that provides resources and support for the project and is accountable for enabling success.” PMBOK® Guide

Project Executive-Level Roles
The chief projects officer or PMO
Supports project managers
Require compliance to project directives

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Project Management Office (PMO) – “an organizational structure that standardizes the project related governance processes and facilitates the sharing of resources, methodologies, tools and techniques.” PMBOK® Guide

Project Management-Level Roles
Project manager
Directly accountable for project results, schedule, and budget
The main communicator
Responsible for project planning and execution, from start to finish
Limited formal power

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Project manager – “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.” PMBOK® Guide

Directly accountable for the project results, schedule, and budget
The main communicator
Responsible for the planning and execution of the project
Works on the project from start to finish.
The project manager often must get things done through the power of influence since his or her formal power may be limited.

50

Functional manager
Department heads
Determine the “how” of project work
Supervise the work
Negotiate with the project manager

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Project Management-Level Roles

The department heads—the ongoing managers of the organization
Determine how the work of the project is to be accomplished
Supervise the work
Negotiate with the project manager regarding which workers are assigned to the project
51

Facilitator
Helps the project manager with the process of running meetings and making decisions
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Project Management-Level Roles

Project Associate-Level Roles
Project management team
Core team members—part of team throughout
Subject matter experts (SMEs)—only involved in part of project; not involved in most planning and decision making

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Project management team – “members who are directly involved in project management activities.” PMBOK® Guide

Temporary team members, called subject matter experts are used on an as-needed basis
53

Agile Project Roles
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Project Executive-Level Roles
The senior customer representative
Identifies and prioritizes constituents requirements
Ensures project progress support customer desires
Continuous and active role

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Scrum Master
Project manager who serves and leads as:
Collaborator
Facilitator
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Project Management-Level Roles

Break-out Session!
In your own words, what are the main differences between adaptive (Agile) and predictive (Waterfall) approaches to Project Management?
What are some pros and cons of each approach?
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Overview of the Book
Project management is integrative, iterative, and collaborative
This book has four major parts
Organizing and Initiating Projects
Leading Projects
Planning Projects
Performing Projects
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Project management is integrative since it consists of the 10 knowledge areas and the 5 process groups described
in the PMBOK® Guide, and one must integrate all of them into one coherent and ethical
whole.
Project management is iterative in that one starts by planning at a high level and then repeats the planning in greater detail as more information becomes available and the date for the work performance approaches.
Project management is collaborative since there are many stakeholders to be satisfied and a team of workers with various skills and ideas who need to work together to plan and complete the project.
58

Part I – Organizing and Initiating Projects
Intro to Project Management (Chapter 1)
Project Selection and Prioritization (Chapter 2)
Chartering Projects (Chapter 3)
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Project charter – “a document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities.” PMBOK® Guide

Part II – Leading Projects
Organizational structure & culture, project life cycle, and project management roles of the parent organization (Chapter 4)
Project team (Chapter 5)
Project stakeholders (Chapter 6)
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Part II – Planning Projects
Scheduling projects (Chapter 7)
Scheduling resources on projects (Chapter 8)
Project budgeting (Chapter 9)
Risk planning (Chapter 10)
Project Quality (Chapter 11)

© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Project schedule – “presents linked activities with planned dates, durations, milestones and resources.” PMBOK® Guide
Budget – “the approved estimate for the project or any work breakdown structure component or any schedule activity.” PMBOK® Guide

Part III – Planning Projects
Scope Planning (Chapter 7)
Scheduling Projects (Chapter 8)
Resourcing Projects (Chapter 9)
Budgeting Projects (Chapter 10)
Project Risk Planning (Chapter 11)
Project Quality Planning and Kick-off (Chapter 12)
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Part IV—Performing Projects
Project Supply Chain Management (Chapter 13)
Determining Project Progress and Results (Chapter 14)
Finishing Projects and Realizing the Benefits (Chapter 15)
© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
© 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Summary
A project is an organized set of work efforts
Tradeoffs must be made between the scope, quality, cost, and schedule
Projects need to be planned and managed.
PMI® is a large professional organization devoted to promoting and standardizing project management understanding and methods
Project management requires an understanding of the various executive, managerial, and associate roles in project management

© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

A project is an organized set of work efforts undertaken to produce a unique output subject to limitations of time and resources such as money and people
Project management includes work processes that initiate, plan, execute, control, and close project work.
Tradeoffs must be made between the scope, quality, cost, and schedule
All projects, regardless of size, complexity, or application, need to be planned and managed.
PMI® is a large professional organization devoted to promoting and standardizing project management understanding and methods
64

Summary
PMBOK® Guide
Five process groups: initiating, planning, executing, monitoring and controlling, and closing
Ten knowledge areas: cost, schedule, scope, quality, risk, communications, resource, stakeholder, procurement, and integration.
Projects require an understanding of what project success is
Projects require an understanding of the causes of project failure

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What is Appreciative Inquiry?
Tool for engaging project stakeholders
Recognizes the power of the whole and builds on conversational learning
Change is based on inquiry
What has worked in the past?
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PM IN ACTION

Implications of AI on Defining Project Scope
Tool for navigating through inquiries via positive conversations
Discovery – storytelling to collectively discover process selection and prioritization
Dreaming – dream a perfect, desirable state for the stakeholders
Designing – what would the project look like if there were no resource constraints
Delivery – “sustain the design from the dream that is discovered”
© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
PM IN ACTION

Key Outcome
AI is an effective way to address ambiguity and uncertainty in PM
Elicit and articulate expectations
Better understanding of desirable future state
Commitment is clearly articulated
© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
PM IN ACTION

PMBOK Exams
Everything in this textbook is consistent with PMBOK’s most recent, 6th edition
PMP (Project Management Professional) certification—200 questions
CAPM (Certified Associate of Project Management) certification—150 questions
More info at www.pmi.org/certifications/types
© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.