Contemporary Project Management, 3E: Timothy J. Kloppenborg

Timothy J.
Kloppenborg
CONTEMPORARY
PROJECT
MANAGEMENT, 3E
© 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.
Introduction to Project
Management
Chapter 1
© 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.
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. and previously senior project
manager at the Central Intelligence
Agency
Learning Objectives
y Define a project using characteristics that are
common to most projects and describe reasons
why more organizations are using project
management.
y Describe major activities and deliverables, at
each project life cycle stage.
y List and define the ten knowledge areas and
five process groups of the project management
body of knowledge (PMBOK®).
Learning Objectives (cont’d)
y Delineate measures of project success and

failure, and reasons for both.
y Contrast predictive or plan-driven and adaptive
or change-driven project life cycle approaches.
y Identify project roles and distinguish key
responsibilities for each.
What is a project?
project – “a temporary endeavor undertaken to
create a unique product, service, or result.” PMBOK® Guide
y Projects require:
◦ an organized set of work efforts.
◦ progressively elaborated detail.
◦ a defined beginning and ending.
◦ a unique combination of stakeholders.
y Projects are subject to time and resource
limitations
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
Project Management (PM)
Project management – “the application of knowledge,
skills, tools and techniques to project activities to meet
project requirements.” PMBOK® Guide
initiate
y Work processes that plan work.
execute
close
y Tradeoffs among
Scope Schedule
Quality Resources
Cost Risks
Project Management (PM)
y Administrative tasks planning
documenting
controlling
y Leadership tasks for work associates
visioning motivating promoting
y Knowledge, skills, and methods apply for most

projects
History of PM
y Emerged as a formal discipline in the 1950s
y Developed for aerospace and construction
y Involved determining project schedules
y Manufacturing, R&D, government, and

construction refined techniques
y Information technology and telecommunications

fueled use (1990s and 2000s)
History of PM
y Software (1980s and 1990s) for planning and
controlling
y Risk management techniques
y applied to less complex projects
y Communication and leadership role emerged
y Information technology and telecommunications

fueled use (1990s and 2000s)
How Can Project Work Be
Described?
y Projects versus operations
y Soft skills and hard skills
y Authority and responsibility
y Project Life Cycle
Projects Versus Operations
y Projects are temporary
y Projects have routine and unique characteristics
y Operations are ongoing work
Soft Skills and Hard Skills
y Soft skills activities
◦ Communication
◦ Leadership
y Hard skills activities

◦ Risk analysis
◦ Quality control
◦ Scheduling work
◦ Budgeting work
Authority and Responsibility
y One person being assigned accountability
y Project managers negotiate with functional

managers
y Strong communication and leadership skills to

persuade subordinates
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
Project Life Cycle (PLC)
y Predictable stages
y Life cycle allows for control
Project life cycle – “the series of phases that a

project goes through from its initiation to its
closure.” PMBOK® Guide
Project Life Cycle Stages
y Selecting and initiating
y Planning
y Executing
y Closing and realizing
Project Life Cycle (PLC)
y A project must pass an approval of to move
from one stage to the next
y The project life cycle is highly formalized and

very specific
y Projects are measured at additional points

◦ Selection
◦ Progress reporting
◦ Benefits realization
Predictive (Plan-Driven) PLC
Predictive extreme Æ waterfall

Adaptive (Change-Driven) PLC
Adaptive extreme Æ agile

Midland Insurance PLC for
Quality Improvement Projects
Understanding Projects
y Project Management Institute
y Project Management Body of Knowledge

(PMBOK)
y Selecting and Prioritizing Projects
y Project Goals and Constraints
Understanding Projects
y Project Success and Failure
y Using MS Project
y Types of Projects
y Scalability of Project Tools
The Project Management
Institute
y The largest professional organization
y A Guide to the Project Management Body of

Knowledge (PMBOK® Guide)
y Project Management Professional (PMP®)

certification
y Certified Associate in Project Management

(CAPM) certification
Project Management Body of
Knowledge (PMBOK®)
y Project Life Cycle
y 5 process groups
y 10 knowledge areas
Project management process group – “a logical grouping

of the project management inputs, tools and techniques, and
outputs.” PMBOK® Guide
PMBOK® Process Groups
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® Knowledge Areas
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”
Time management - “processes to manage timely

completion of the project”
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”
Human Resources management - “processes that

organize, manage, and lead the project team”
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”
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
y Identify potential projects
y All parts of the organization are involved
y Determine which projects align best with major

goals of the firm
y Organizational priorities:
◦ Understood
◦ Communicated
◦ Accepted
Selecting and Prioritizing Projects
What value does each Are the demands of
potential project bring to performing each
the organization? project understood?
Are the resources

needed to perform Which projects
the project will best help the
available? organization
achieve its goals?
Is there enthusiastic support both from the

external customers and from one or more
internal champions?
Project Goals and Constraints
y Projects are undertaken to accomplish specific
goals
y Scope and quality are performance goals
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
y Subject to constraints of time and cost

Project Goals and Constraints
y Obstacles or challenges may limit the ability to
perform
y Opportunities may allow projects to exceed

original expectations.
y Project Managers (PMs) decide which goals

and constraints take precedence
y Additional constraints
◦ Amount of resources available
◦ Decision maker’s risk tolerance
Project Customer Tradeoff Matrix
Project Success and Failure
y Deliverables include all agreed upon features
y Outputs please customers.
y Customers use the outputs effectively
y Completed on schedule and on budget
Project Success and Failure
y Completed without heroics
y Learn new and/or refine skills
y Organizational learning
y Reap business-level benefits
Project Success
Why Projects Fail
y Not enough resources available
y Not enough time given to the project
y Project expectations are unclear
y Changes in the scope not understood or agreed

upon
y Stakeholders disagree on expectations
y Inadequate project planning
Types of Projects
y Classifying by industry
y Classifying by size
y Classifying by understanding of project scope
y Classifying by application
PMI Communities of Practice
y Projects in different industries often have
unique requirements
Classifying by Size
Large projects
often require
more detailed
planning and
control
Classifying by Timing of
Project Scope Clarity
How early in the

project the project
manager and team
are able to determine
the project scope
Classification by Application
y All projects require planning and control
y The art of project management:
when to use how to tailor

certain techniques
techniques to the needs
of a project.
how much
detail to use
Scalability of Project Tools
y All projects require
◦ Project specifications
◦ Understanding of work involved
◦ Budget and schedule determinations
◦ Assignment of available workers to tasks
◦ Project management
y Projects are scaled up or down to meet the

complexity of the task
Project Roles
y Project Executive-Level Roles
y Project Management-Level Roles
y Scrum Master
y Project Associate-Level Roles
Project Executive-Level Roles
y The steering team
◦ The top leader (CEO) and his/her direct reports
◦ Select, prioritize, and resource project
◦ Ensure that accurate progress is reported
y The sponsor
◦ Active roles:
x Charter the project
x Review progress reports
◦ Behind-the-scenes role:
x Mentoring the project manager
x Assisting the project manager
Sponsor – “the person or group that provides resources and

support for the project and is accountable for enabling success.”
PMBOK® Guide
y The senior customer representative
◦ Identifies and prioritizes constituents
requirements
◦ Ensures project progress support customer
desires
◦ Continuous and active role
y The chief projects officer
◦ Supports project managers
◦ Require compliance to project directives
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
y Project manager
◦ Directly accountable for 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.
◦ Limited formal power
Project manager – “the person assigned by the performing

organization to lead the team that is responsible for achieving the
project objectives.” PMBOK® Guide
y Functional manager
◦ Department heads
◦ Determine the how of project work
◦ Supervise the work
◦ Negotiate with the project manager
y Facilitator
◦ Helps the project manager with the process of
running meetings and making decisions
Scrum Master
y Project manager who serves and leads as:
◦ Collaborator
◦ Facilitator
Project Associate-Level Roles
y Project management team
◦ Core team members
◦ Planning
◦ Project-level decisions
Project management team – “members who

are directly involved in project management
activities.” PMBOK® Guide
Summary
y A project is an organized set of work efforts
y Work processes initiate, plan, execute, control,

and close project work.
y Tradeoffs must be made between the scope,

quality, cost, and schedule
y Projects need to be planned and managed.
y PMI® is a large professional organization

devoted to promoting and standardizing project
management understanding and methods
Summary
y PMBOK® Guide
◦ Five process groups: initiating, planning,
executing, monitoring and controlling, and
closing
◦ Nine knowledge areas: cost, time, scope, quality,
risk, communications, human resources,
procurement, and integration.
y Projects require an understanding of what

project success is
Summary
y Projects require an understanding of the
causes of project failure
y Project management requires an understanding

of the various executive, managerial, and
associate roles in project management

Contemporary Project Management, 3E: Timothy J. Kloppenborg

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Timothy J.

Michael O’Brochta, PMP, founder of

y Delineate measures of project success and

y Leadership tasks for work associates

visioning motivating promoting

y Knowledge, skills, and methods apply for most

y Developed for aerospace and construction

y Involved determining project schedules

y Manufacturing, R&D, government, and

y Information technology and telecommunications

y Risk management techniques

y applied to less complex projects

y Communication and leadership role emerged

y Information technology and telecommunications

y Soft skills and hard skills

y Authority and responsibility

y Project Life Cycle

y Projects have routine and unique characteristics

y Operations are ongoing work

y Hard skills activities

y Project managers negotiate with functional

y Strong communication and leadership skills to

Functional manager – “someone with management authority

y Life cycle allows for control

Project life cycle – “the series of phases that a

y Closing and realizing

y The project life cycle is highly formalized and

y Projects are measured at additional points

Predictive extreme Æ waterfall

Adaptive extreme Æ agile

y Project Management Body of Knowledge

y Selecting and Prioritizing Projects

y Project Goals and Constraints

y Scalability of Project Tools

y A Guide to the Project Management Body of

y Project Management Professional (PMP®)

y Certified Associate in Project Management

y Project Life Cycle

Project management process group – “a logical grouping

Planning—“establish the project scope, refine objectives

Executing—“complete the work defined to satisfy project

Monitoring and controlling—“track, review, and

Closing—“finalize all activities to formally close project of

Scope management - “processes to ensure that the project

Time management - “processes to manage timely

Quality management - “processes and activities of the

Human Resources management - “processes that

Communications management - “processes to ensure

Risk management - “processes of conducting risk

Procurement management - “processes to purchase

Stakeholder management - “processes to identify the

y All parts of the organization are involved

y Determine which projects align best with major

Are the resources

Is there enthusiastic support both from the

y Scope and quality are performance goals

Scope – “the sum of the products, services, and

Quality – “the degree to which a set of inherent

y Subject to constraints of time and cost

y Opportunities may allow projects to exceed

y Project Managers (PMs) decide which goals

y Outputs please customers.

y Customers use the outputs effectively