Project Management: The Managerial
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Process
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Chapter 1 nm
Modern Project Management nm nm
Chapter Outline nm
1. What Is a Project?
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A. What a Project Is Not
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B. Program versus Project nm nm
C. The Project Life Cycle
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D. The Project Manager
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E. Being Part of a Project Team
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2. Agile Project Management
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3. Current Drivers of Project Management
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A. Compression of the Product Life Cycle nm nm nm nm nm
B. Knowledge Explosion nm
C. Triple Bottom Line (Planet, People, Profit)
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D. Increased Customer Focus nm nm
E. Small Projects Represent Big Problems
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4. Project Management Today: A Socio-Technical Approach
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5. Summary
6. Text Overview
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7. Key Terms
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8. Review Questions
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9. Snapshot from Practice: Discussion Questions
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10. Exercises
11. Case 1.1: A Day in the Life—2019
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12. Case 1.2: The Hokies Lunch Group
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Copyright © 2021 McGraw-Hill. All rights reserved. No reproduction or distribution without
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the prior written consent of McGraw-Hill. nm nm nm nm nm nm
1
, Project Management: The Managerial
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Process
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Chapter Learning Objectives
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After reading this chapter you should be able to:
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LO 1-1
nm Understand why project management is crucial in today’s world.
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LO 1-2
nm Distinguish a project from routine operations.
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LO 1-3
nm Identify the different stages of a project life cycle.
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LO 1-4
nm Describe how Agile PM is different from traditional PM.
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LO 1-5
nm Understand that managing projects involves balancing the technical
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andsociocultural dimensions of the project.
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Review Questions nm
1. Define a project. What are five characteristics which help differentiate
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projects from other functions carried out in the daily operations of the
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organization?
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A project is a complex, non-routine, one-time effort limited by time, budget,
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resource, and specifications. Differentiating characteristics of projects from
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routine, repetitive daily work are below:
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a. A defined lifespan
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b. A well-defined objective
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c. Typically involves people from several disciplines
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d. A project life cycle
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e. Specific time, cost, and performance requirements.
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2. What are some of the key environmental forces that have changed
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the way projects are managed? What has been the effect of these
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forces on the management of projects?
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Some environmental forces that have changed the way we manage projects
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are the product life cycle, knowledge growth, global competition,
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organization downsizing,technology changes, time-to-market. The impact of
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these forces is more projects perorganization, project teams responsible for
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implementing projects, accountability, changing organization structures, need
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for rapid completion of projects, linking projects to organization strategy
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and customers, prioritizing projects to conserve organization resources,
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alliances with external organizations, and so on.
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3. Describe the four phases of the traditional project life cycle. Which phase
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do you think would be most the difficult one to complete?
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the prior written consent of McGraw-Hill. nm nm nm nm nm nm
2
, Project Management: The Managerial
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Process
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1. Defining: Project specifications objectives are defined, and teams are
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formed withmajor responsibilities assigned. Much of this is referred to as
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defining the Scope of a project.
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2. Planning: The creation of a comprehensive plan that includes schedules,
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budgets,staffing and risk assessment.
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3. Executing: Work begins, deliverables are produced, and progress is monitored.
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4. Closing: Putting the project to bed includes customer delivery, post project
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reviewor audit, and redeployment of project team.
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problematic. Disagreements at the customer acceptance can lead to rework,
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tension and in many cases litigation. Veteran project managers answer to this
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question wouldbe ―It all depends‖.
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4. What kinds of projects is Agile PM best suited for and why?
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R&D work, technological breakthroughs, and creative endeavors.
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5. The technical and sociocultural dimensions of project management are
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two sides to the same coin. Explain.
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The technical and sociocultural dimensions of project management are two
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sides of the same coin because successful project managers are skillful in
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both areas. The point is successful project managers need to be very
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comfortable and skillful in bothareas.
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Snapshot from Practice: Discussion Questions nm nm nm nm
1.1 The Project Management Institute
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1. If you were a student interested in pursuing a career in project
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management howimportant do you think being CAPM would be?
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There is no data available on the value of the CAPM in the job market. Experts
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suggest ata minimum it demonstrates a strong interest in project management
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and a good understanding of the project management processes. Given the
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growing demand for people to work on projects, the CAPM may just separate
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you from other applicants.
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2. How valuable do you think being a certified PMP is?
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Reliable data is hard to find. PMI reported that the median salary for a PMP is
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$108,200.Non-certified project managers, on the other hand, showed a median
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income of $91,000. According to a different survey, eighty percent of high-
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performing projects used PMP certified project managers.
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1.3 London Calling: Seattle Seahawks versus Oakland Raiders
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the prior written consent of McGraw-Hill. nm nm nm nm nm nm
3
, Project Management: The Managerial
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Process
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1. Why was it important to give players and staff a chance to explore
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London oneevening?
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This will be a tough question for those not familiar with intense team sports.
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They will not be aware of the importance coaches devote to eliminating
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distractions that can disruptteam concentration and focus. Coach Carroll reportedly
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said, ―There was no avoiding the fact that we were in a foreign country.
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Players and staff were curious and excited, so we decided instead of denying it
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we would let them explore London‖.
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2. What are one or two lessons you learned from this Snapshot?
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Several lessons can be gleaned from this Snapshot:
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High performance projects need to devote significant attention to
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providing awork environment that supports high performance.
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The importance of interjecting fun on intense projects.
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The impact time zone changes can have on individual performance.
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The attention to detail exhibited in the project.
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The importance of managing the rhythm and pace of a group to
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accomplishproject objectives.
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Sports fans will draw attention to coach Carroll driving the players to the
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stadium the daybefore the game. This eliminated the distraction of not knowing
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what the field or locker room would be like. It answered the question of what
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kind of shoes the players would be wearing. Players like quarterback Russell
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Wilson like to form vivid, mental images of bigplays the night before a big
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game.
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1.4 Ron Parker nm
1. Do you agree with Ron Parker’s statement: ―To be successful, you must also be
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willing
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to run at problems/opportunities when everyone else is running away from them‖?
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This is somewhat of a philosophical question. While not the only way to
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become successful this is one path to success especially when other
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opportunities or advantages are not available. Tackling tough projects is a great
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way to gain visibility and establish areputation. The flip side is that these
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projects are risky, and failure may damage one’s reputation. Organizations that
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excel at project management recognize that these projectsoften fail despite
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superior effort. They value experience and devote significant attentionto
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improving future project performance by articulating lessons learned from
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current projects.
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Copyright © 2021 McGraw-Hill. All rights reserved. No reproduction or distribution without
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the prior written consent of McGraw-Hill. nm nm nm nm nm nm
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