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THE ROLE OF THE PROJECT MANAGER You have already read that project managers must work closely with the other stake holders on a project, especially the sponsor and project team. They are also more effective if they are familiar with the 10 project management knowledge areas and the various tools and techniques related to project management. Experienced project managers help projects succeed. But what do project managers do, exactly? What skills do they really need to do a good job? The next section provides brief answers to these questions, and the rest of this guide gives more insight into the role of the project manager. Even if you never become a project manager, you will probably be part of a project team, and it is important for team members to help their project managers. Project Manager Job Description A project manager can have many different job descriptions, which can vary tremendously based on the organization and the project. For example, Monster.com includes thousands of job listings for project managers, and even has a job category for project/program man agers. Here are a few edited postings: • Project manager for a consulting firm: Plans, schedules, and controls activities to fulfill identified objectives applying technical, theoretical, and managerial skills to satisfy project requirements. Coordinates and integrates team and individual efforts and builds positive professional relationships with clients and associates. • IT project manager for a financial services firm: Manages, prioritizes, develops, and implements IT solutions to meet business needs. Prepares and executes project plans using project management software following a standard methodology. Establishes cross-functional end-user teams defining and implementing projects on time and within budget. Acts as a liaison between third-party service providers and end users to develop and implement technology solutions. Participates in vendor contract development and budget management. Provides post-implementation support. • IT project manager for a nonprofit consulting firm: Responsibilities include business analysis, requirements gathering, project planning, budget estimating, development, testing, and implementation. Responsible for working with various resource providers to ensure development is completed in a timely, high-quality, and cost-effective manner. The job description for a project manager can vary by industry and by organization, but most project managers perform similar tasks regardless of these differences. In fact, project management is a skill needed in every major IT field, from database administrator to network specialist to technical writer. Suggested Skills for Project Managers In an interview with two chief information officers (CIOs), John Oliver of True North Communications, Inc. and George Nassef of Hotjobs.com, both men agreed that the most important project management skills seem to depend on the uniqueness of the project and the people involved. Project managers need to have a wide variety of skills and be able to decide which skills are more important in different situations. As you can imagine, good project managers should have many skills. A Guide to the Project Management Body of Knowledge-the PMBOK Guide--recommends that the project management team understand and use expertise in the following areas: • The Project Management Body of Knowledge • Application area knowledge, standards, and regulations • Project environment knowledge • General management knowledge and skills • Soft skills or human relations skills This section introduced the 10 project management knowledge areas, as well as some general tools and techniques project managers use. The following section focuses on the IT application area, including skills required in the project environment, general management, and soft skills. Note that the PMBOK Guide, Fifth Edition describes three dimensions of project management competency: project management knowledge and performance competency (knowing about project management and being able to apply that knowledge) as well as personal competency (attitudes and personality characteristics). Consult PMI's Web site at pmi.org for further information on skills for project managers and PMI's Career Framework for Practitioners. The project environment differs from organization to organization and project to project, but some skills will help in almost all project environments. These skills include understanding change and understanding how organizations work within their social, political, and physical environments. Project managers must be comfortable leading and handling change, because most projects introduce changes in organizations and involve changes within the projects themselves. Project managers need to understand the organization in which they work and how that organization develops products and provides services. The skills and behavior needed to manage a project for a Fortune 100 company in the United States may differ greatly from those needed to manage a government project in Poland. Section 2, The Project Management and Information Technology Guide provides detailed information on these topics. Project managers should also possess general management knowledge and skills. They should understand important topics related to financial management, accounting, procurement, sales, marketing, contracts, manufacturing, distribution, logistics, the supply chain, strategic planning, tactical planning, operations management, organizational structures and behavior, personnel administration, compensation, benefits, career paths, and health and safety practices. On some projects, it will be critical for the project manager to have a lot of experience in one or several of these general management areas. On other projects, the project manager can delegate detailed responsibility for some of these areas to a team member, support staff, or even a supplier. Even so, the project manager must be intelligent and experienced enough to know which of these areas are most important and who is qualified to do the work. The project manager must make all key project decisions and take responsibility for them. Achieving high performance on projects requires soft skills, otherwise called human relations skills. Some of these soft skills include effective communication, influencing the organization to get things done, leadership, motivation, negotiation, conflict management, and problem solving. Why do project managers need good soft skills? One reason is that to understand, navigate, and meet stakeholders' needs and expectations, project managers need to lead, communicate, negotiate, solve problems, and influence the organization at large. They need to be able to listen actively to what others are saying, help develop new approaches for solving problems, and then persuade others to work toward achieving project goals. Project managers must lead their project teams by providing vision, delegating work, creating an energetic and positive environment, and setting an example of appropriate and effective behavior. Project managers must focus on teamwork skills to employ people effectively. They need to be able to motivate different types of people and develop esprit de corps within the project team and with other project stakeholders. Because most projects involve changes and trade-offs between competing goals, it is important for project managers to have strong coping skills as well. Project managers need to be able to cope with criticism and constant change. Project managers must be flexible, creative, and sometimes patient in working toward project goals; they must also be persistent in making project needs known. Finally, project managers, especially those managing IT projects, must be able to make effective use of technology as it relates to the specific project. Making effective use of technology often includes special product knowledge or experience with a particular industry. Project managers must make many decisions and deal with people in a wide variety of disciplines, so it helps tremendously to have a project manager who is confident in using the special tools or technologies that are the most effective in particular settings. Project managers do not normally have to be experts on any specific technology, but they have to know enough to build a strong team and ask the right questions to keep things on track. For example, project managers for large IT projects do not have to be experts in the field of IT, but they must have working knowledge of various technologies and understand how the project would enhance the business. Many companies have found good business managers can be very good IT project managers because they focus on meeting business needs and rely on key project members to handle the technical details. All project managers should continue to develop their knowledge and experience in project management, general management, soft skills, and the industries they support. Non-IT business people are now very savvy with IT, but few IT professionals have developed their business savvy. IT project managers must be willing to develop more than their technical skills to be productive team members and successful project managers. Everyone, no matter how technical they are, should develop business and soft skills. Importance of People Skills and Leadership Skills Project management experts from various industries were asked to identify the 10 most important skills and competencies for effective project managers. Table 3 shows the results. Respondents were also asked what skills and competencies were most important in various project situations: • Large projects: Leadership, relevant experience, planning, people skills, verbal communication, and team-building skills were most important. • High-uncertainty projects: Risk management, expectation management, leadership, people skills, and planning skills were most important. • Very novel projects: Leadership, people skills, vision and goals, self-confidence, expectations management, and listening skills were most important. ========== TABLE 3 Ten most important skills and competencies for project managers 1. People skills 2. Leadership 3. Listening 4. Integrity, ethical behavior, consistency 5. Strength at building trust 6. Verbal communication 7. Strength at building teams 8. Conflict resolution, conflict management 9. Critical thinking, problem solving 10. Understanding and balancing of priorities ========= Notice that a few skills and competencies not cited in the top 10 list were mentioned when people thought about the context of a project. To be most effective, project managers require a changing mix of skills and competencies depending on the project being delivered. Also notice the general emphasis on people and leadership skills. As mentioned earlier, all project managers, especially those working on technical projects, need to demonstrate leadership and management skills. Leadership and management are terms often used inter changeably, although there are differences. Generally, a leader focuses on long-term goals and big-picture objectives while inspiring people to reach those goals. A manager often deals with the day-to-day details of meeting specific goals. Some people say: "Managers do things right, and leaders do the right things." "Leaders determine the vision, and managers achieve the vision." "You lead people and manage things." However, project managers often take on the role of both leader and manager. Good project managers know that people make or break projects, so they must set a good example to lead their team to success. They are aware of the greater needs of their stake holders and organizations, so they are visionary in guiding their current projects and in suggesting future ones. As mentioned earlier, companies that excel in project management grow project "leaders," emphasizing development of business and communication skills. Yet, good project managers must also focus on getting the job done by paying attention to the details and daily operations of each task. Instead of thinking of leaders and managers as specific people, it is better to think of people as having leadership skills, such as being visionary and inspiring, and management skills, such as being organized and effective. Therefore, the best project managers have leadership and management characteristics; they are visionary yet focused on the bottom line. Above all else, good project managers focus on achieving positive results Careers for IT Project Managers As shown earlier, the IT market continues to grow, and the need for people to lead IT projects has remained solid. In fact, every IT worker needs some skills in project management. Computerworld's annual forecast survey supports this career projection. IT executives listed the "nine hottest skills" they planned to hire for in 2012. Programming and application development took over first place from project management, mainly due to the increased need for programmers of mobile devices. Managers also noted that they were looking for "working" project managers and business analysts who could get projects done, not just oversee and monitor projects. Table 4 shows the results of the latest survey, as well as the percentage of respondents who listed the skill as being in demand. Even if you choose to stay in a technical role, you still need project management knowledge and skills to help your team and your organization succeed. ======== TABLE 4 Nine hottest IT skills Skill --- Percentage of Respondents Programming and application development 60% Project management 44% Help desk/technical support 35% Networking 35% Business intelligence 23% Data center 18% Web 2.0 18% Security 17% Telecommunications 9% ======== THE PROJECT MANAGEMENT PROFESSION The profession of project management is growing at a very rapid pace. To understand this line of work, it is helpful to briefly review the history of project management, introduce you to the Project Management Institute (PMI) and some of its services (such as certification), and discuss the growth in project management software. History of Project Management Although people have worked on projects for centuries, most agree that the modern concept of project management began with the Manhattan Project, which the U.S. military led to develop the atomic bomb in World War II. The Manhattan Project involved many people with different skills at several different locations. It also clearly separated the overall management of the project's mission, schedule, and budget under General Leslie R. Groves and the technical management of the project under the lead scientist, Dr. Robert Oppenheimer. The Manhattan Project lasted about three years and cost almost $2 billion in 1946. In developing the project, the military realized that scientists and other technical specialists often did not have the desire or the necessary skills to manage large projects. For example, after being asked several times for each team member's responsibilities at the new Los Alamos laboratory in 1943, Dr. Oppenheimer tossed the project organization chart at his director and said, "Here's your damn organization chart." Project management was recognized as a distinct discipline requiring people with special skills and, more importantly, the desire to lead project teams.
In 1917, Henry Gantt developed the famous Gantt chart for scheduling work in factories. A Gantt chart is a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in calendar form. Initially, managers drew Gantt charts by hand to show project tasks and schedule information. This tool provided a standard format for planning and reviewing all the work on early military projects. Today's project managers still use the Gantt chart as the primary tool to communicate project schedule information, but with the aid of computers, it is no longer necessary to draw the charts by hand, and they are easier to share and disseminate to project stakeholders. FIG. 6 displays a Gantt chart created with Project 2010, the most widely used project management software today. You will learn more about using Project 2010 in Section A. During the Cold War years of the 1950s and '60s, the military continued to be important in refining several project management techniques. Members of the U.S. Navy Polaris missile/submarine project first used network diagrams in 1958. These diagrams helped man agers model the relationships among project tasks, which allowed them to create schedules that were more realistic. FIG. 7 displays a network diagram created using Project 2010. Note that the diagram includes arrows that show which tasks are related and the sequence in which team members must perform the tasks. The concept of determining relationships among tasks is essential in helping to improve project scheduling. This concept allows you to find and monitor the critical path-the longest path through a network diagram that deter mines the earliest completion of a project. It shows you which tasks affect the target completion date of a project, and it can change as work proceeds and more information becomes available. You will learn more about Gantt charts, network diagrams, critical path analysis, and other time management concepts in Section 6, Project Time Management. By the 1970s, the U.S. military and its civilian suppliers had developed software to assist in managing large projects. Early project management software was very expensive to purchase, and it ran exclusively on mainframe computers. For example, Artemis was an early project management software product that helped managers analyze complex schedules for designing aircraft. A full-time employee was often required to run the complicated software, and expensive pen plotters were used to draw network diagrams and Gantt charts.
As computer hardware became smaller and more affordable and software companies developed graphical, easy-to-use interfaces, project management software became less expensive and more widely used. This made it possible-and affordable-for many industries worldwide to use project management software on all types and sizes of projects. New software makes basic tools such as Gantt charts and network diagrams inexpensive, easy to create, and available for anyone to update. See the section later in this section on project management software for more information. In the 1990s, many companies began creating Project Management Offices to help them handle the increasing number and complexity of projects. A Project Management Office (PMO) is an organizational group responsible for coordinating the project management function throughout an organization. A 2010 study found that 84 percent of U.S. companies have PMOs, growing significantly from percentages in prior surveys, as shown in FIG. 8. For large organizations, 91 percent have PMOs, while only 48 percent of small organizations do.
There are different ways to structure a PMO, and they can have various roles and responsibilities. PM Solutions identified three key factors that are playing major roles in the growth of PMOs: 1. The growing strategic value of the PMO 2. The increased role of the PMO in training 3. The ever-present challenge of resource management Below are possible goals of a PMO: • Collect, organize, and integrate project data for the entire organization. • Ensure that the organization's approaches for project management include accepted and validated best practices. • Audit the project documentation and offer feedback to the project manager's approaches and compliance with standards. • Develop and maintain templates, tools, and standards for project documents and project methodologies to be used. • Develop or coordinate training in various project management topics. • Develop and provide a formal career path for project managers. • Provide project management consulting services. • Provide a structure to house project managers while they are acting in those roles or are between projects. By the end of the 20th century, people in virtually every industry around the globe began to investigate and apply different aspects of project management to their projects. The sophistication and effectiveness with which project management tools are being applied and used today is influencing the way companies do business, use resources, and respond to market requirements with speed and accuracy. As you saw earlier in this section, many organizations are now using enterprise or project portfolio management software to help manage portfolios of projects. Many colleges, universities, and companies around the world now offer courses related to various aspects of project management. You can even earn bachelor's, master's, and doctoral degrees in project management. In early 2012, a gradschools.com search for "project management" found 310 campus and online accredited graduate, certificate, and doctoral programs from all types of institutions. PMI reported in 2008 that of the 280 institutions it had identified that offered degrees in project management, 103 were in mainland China. "When Western companies come into China they are more likely to hire individuals who have PMP certification as an additional verification of their skills. In our salary survey, the salary difference in IT, for example, was dramatic. A person with certification could make five to six times as much salary, so there is terrific incentive to get certified and work for these Western companies." ========= GLOBAL ISSUES Based on a survey of more than 1,000 project management leaders across a variety of experience levels and industries, several global dynamics are forcing organizations to rethink their practices: • Talent development for project and program managers is a top concern. Seventy percent of organizations have a career path for project and pro gram management, but most are still informal and not documented. • Good project portfolio management is crucial in tight economic conditions. Financial and budget management is the second most important aspect of portfolio management, after providing a big-picture view to executives. • Basic project management techniques are core competencies. Seventy per cent of organizations said that they always or often use basic practices like change management and risk management on their projects. • Organizations want to use more agile approaches to project management. One-quarter of survey respondents said they now use agile techniques, and agile project management was the most requested article topic. • Benefits realization of projects is a key metric. Organizations know that they need to align projects and programs with the organization's business strategy. ========== The problems in managing projects, the publicity about project management, and thebeliefthatitcanmakeadifferencecontinuetocontributetothegrowthofthisfield. The Project Management Institute Although many professional societies suffer from declining membership, the Project Management Institute (PMI), an international professional society for project managers founded in 1969, has continued to attract and retain members, reporting more than 380,000 members worldwide by early 2012. Because so many people work on projects in various industries, PMI has created communities of practice that enable members to share ideas about project management in their particular application areas, such as information systems. PMI also has communities for aerospace/defense, financial services, government, healthcare, and agile techniques, to name a few. Note that there are other project management professional societies. See the companion Web site for more information. ======== PMI STUDENT MEMBERSHIP As a student, you can join PMI for a reduced fee ($40 versus $129 in 2012). Consult PMI's Web site (www.pmi.org) for more information. You can network with other project management students by joining the New Practitioners Community of Practice. Also check to see whether a local section exists. Many welcome students to attend free events, including talks and job networking. You can volunteer your services to help develop your skills and serve your community. You can also qualify for the Certified Associate in Project Management (CAPM) certification with just a bachelor's degree and a course in project management. See Section B for more information. ====== Project Management Certification Professional certification is an important factor in recognizing and ensuring quality in a profession. PMI provides certification as a Project Management Professional (PMP)-someone who has documented sufficient project experience and education, agreed to follow the PMI code of professional conduct, and demonstrated knowledge of project management by passing a comprehensive examination. Section B provides more information on PMP certification as well as other certification programs, such as CompTIA's Project certification. Note that you do not need work experience to qualify for CompTIA's Project certification or PMI's CAPM certification, so college graduates just entering the workforce can earn these certifications and become more marketable. The number of people earning PMP certification continues to increase. In 1993, there were about 1,000 certified project management professionals. By December 31, 2011, there were 467,390 active PMPs.
FIG. 9 shows the rapid growth in the number of people earning project management professional certification from 1993 to 2011. Several studies show that organizations supporting technical certification programs tend to operate in more complex IT environments and are more efficient than companies that do not support certification. Likewise, organizations that support PMP certification see the value of investing in programs to improve their employees' knowledge in project management. Many employers today require specific certifications to ensure that their workers have current skills, and job seekers find that they often have an advantage when they earn and maintain marketable certifications. Over two-thirds of IT hiring managers surveyed in 2011 said that certifications had an impact on a new hire's base salary. Of all 12,000 survey respondents from around the globe, those who had the PMP certification reported the highest salaries, averaging $103,570. As IT projects become more complex and global in nature, the need for people with demonstrated knowledge and skills in project management will continue. Just as passing the CPA exam is a standard for accountants, passing the PMP exam is becoming a standard for project managers. Some companies require that all project managers be PMP certified. Project management certification is also enabling professionals in the field to share a common base of knowledge. For example, any person with PMP certification can list, describe, and use the 10 project management knowledge areas. Sharing a common base of knowledge is important because it helps advance the theory and practice of project management. PMI also offers additional certifications, including agile techniques, scheduling, risk, and program management. See Section B of this text for detailed information on certification. Ethics in Project Management Ethics, loosely defined, is a set of principles that guides decision making based on personal values of what is considered right and wrong. Making ethical decisions is an important part of project managers' personal and professional lives because it generates trust and respect with other people. Project managers often face ethical dilemmas. For example, several projects might involve different payment methods. If project managers can make more money by doing their jobs poorly, should they? No! Should a project manager who is personally opposed to the development of nuclear weapons work on a project that helps pro duce them? Yes! Ethics guide us in making these types of decisions. PMI approved a Code of Ethics and Professional Conduct that took effect in January 2007. This code applies not only to PMPs, but to all PMI members who hold a PMI certification, apply for a PMI certification, or serve PMI in a volunteer capacity. It is vital for project management practitioners to conduct their work in an ethical manner. Even if you are not affiliated with PMI, these guidelines can help you conduct your work in an ethical manner, which helps the profession earn the confidence of the public, employers, employees, and all project stakeholders. The PMI Code of Ethics and Professional Conduct includes short sections addressing vision and applicability, responsibility, respect, fairness, and honesty. A few excerpts from this document include the following: As practitioners in the global project management community: 2.2.1 We make decisions and take actions based on the best interests of society, public safety, and the environment. 2.2.2 We accept only those assignments that are consistent with our background, experience, skills, and qualifications. 2.2.3 We fulfill the commitments that we undertake-we do what we say we will do. 3.2.1 We inform ourselves about the norms and customs of others and avoid engaging in behaviors they might consider disrespectful. 3.2.2 We listen to others' points of view, seeking to understand them. 3.2.3 We approach directly those persons with whom we have a conflict or disagreement. 4.2.1 We demonstrate transparency in our decision-making process. 4.2.2 We constantly reexamine our impartiality and objectivity, taking corrective action as appropriate. 4.3.1 We proactively and fully disclose any real or potential conflicts of interest to appropriate stakeholders. 5.2.1 We earnestly seek to understand the truth. 5.2.2 We are truthful in our communications and in our conduct. In addition, PMI added a new series of questions to the PMP certification exam in March 2002 to emphasize the importance of ethics and professional responsibility. See Section B for information on the PMP exam. Project Management Software Unlike the tale of the cobbler who neglected to make shoes for his own children, the project management and software development communities have definitely responded to the need to provide more software to help manage projects. The Project Management Center, a Web site for people involved in project management, used to provide an alphabetical directory of more than 300 project management software solutions (infogoal.com/pmc). By 2012, the list was down to 50, and several of those solutions had become out dated, showing how much the market changes as new tools continue to become available. TopTenReviews.com has a category for online project management software, and listed Clarizen and At Task as the top two products in January 2012. There are also several smartphone and tablet apps for project management. Deciding which project management software to use has become a project in itself. This section summarizes the basic types of project management software available and provides references for finding more information. In Section A, you will learn how to use Microsoft Project 2010, the most popular project management software today. ======= ======== Many people still use basic productivity software such as Microsoft Word and Excel to perform many project management functions, including determining project scope, time, and cost, assigning resources, and preparing project documentation. People often use productivity software instead of specialized project management software because they already have it and know how to use it. However, hundreds of project management software tools provide specific functionality for managing projects and performing portfolio management. These software tools can be divided into three general categories based on functionality and price: • Low-end tools: These tools provide basic project management features and generally cost less than $200 per user. Smartphone and tablet apps are avail able for much less, but they often have limited functionality. Low-end tools are often recommended for small projects and single users. Most of these tools allow users to create Gantt charts, which cannot be done easily using current productivity software. • Midrange tools: A step up from low-end tools, midrange tools are designed to handle larger projects, multiple users, and multiple projects. All of these tools can produce Gantt charts and network diagrams, and can assist in critical path analysis, resource allocation, project tracking, and status reporting. Prices range from about $200 to $1,000 per user, or less per month for online tools. Several tools require additional server software for using workgroup features. Microsoft Project is still the most widely used project management soft ware in this category, and it has an enterprise version, as described earlier and in Section A. Students and educators can purchase software like Micro soft Project at reduced prices from sites like www.journeyed.com ($139.95 for Project Professional 2010 in 2012), and anyone can download a trial version from Microsoft's Web site. Many other suppliers also provide trial versions of their products. • High-end tools: Another category of project management software is high-end tools, sometimes referred to as enterprise project management software. These tools provide robust capabilities to handle very large projects and dispersed workgroups, and they have enterprise and portfolio management functions that summarize and combine individual project information to provide an enterprise view of all projects. These products are generally licensed on a per-user basis, can be integrated with enterprise database management software, and are accessible via the Internet. In 2002, Microsoft introduced the first version of its Enterprise Project Management software, and in 2003, it introduced the Micro soft Enterprise Project Management solution. This product was updated in 2010 to include Microsoft Office Project Server 2010, which is built on the popular SharePoint Server 2010. Several inexpensive, Web-based products that provide enterprise and portfolio management capabilities are also on the market. Several free or open-source tools are also available. For example, dotProject (dotproject.net), Achievo (achievo.org), and Ganttproject (ganttproject.biz) are all free online project management tools. Remember, however, that these tools are developed, managed, and maintained by volunteers. They often run on limited platforms and may not be well supported. There are many reasons to study project management, particularly as it relates to IT projects. The number of IT projects continues to grow, the complexity of these projects continues to increase, and the profession of project management continues to expand and mature. As more people study and work in this important field, the success rate of IT projects should improve. ===== CASE WRAP-UP Anne Roberts worked with the VPs and the CEO to form teams to help identify potential IT projects that would support their business strategies. They formed a project team to implement a portfolio project management software tool across the organization. They formed another team to develop project-based reward systems for all employees. They also authorized funds for a project to educate all employees in project management, to help people earn PMP and related certifications, and to develop a mentoring program. Anne had successfully convinced everyone that effectively managing projects was crucial to their company's future. =========== Summary Many people and organizations have a new or renewed interest in project management as the number of projects continues to grow and their complexity continues to increase. The success rate of IT projects has more than doubled since 1995, but still only about one-third are successful in meeting scope, time, and cost goals. Using a more disciplined approach to managing projects can help projects and organizations succeed. A project is a temporary endeavor undertaken to create a unique product, service, or result. An IT project involves the use of hardware, software, and networks. Projects are unique, temporary, and developed incrementally; they require resources, have a sponsor, and involve uncertainty. The triple constraint of project management refers to managing the scope, time, and cost dimensions of a project. It is important to address these dimensions as well as other constraints (such as quality, resources, and risks) and to satisfy the project sponsor. Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Stakeholders are the people involved in or affected by project activities. A framework for project management includes the project stakeholders, project management knowledge areas, and project management tools and techniques. The 10 knowledge areas are project integration management, scope, time, cost, quality, human resource, communications, risk, procurement, and stakeholder management. There are many tools and techniques in each knowledge area. There are different ways to define project success, and project managers must understand the criteria that define success for their unique projects. A program is a group of related projects managed in a coordinated way to obtain benefits and control that are not available from managing the projects individually. Project portfolio management involves organizing and managing projects and programs as a portfolio of investments that contribute to the entire enterprise's success. Portfolio management emphasizes meeting strategic goals, while project management focuses on tactical goals. Studies show that user involvement is crucial to project success, as are other factors like executive support and clear business objectives. Project managers play a key role in helping projects and organizations succeed. They must perform various job duties, possess many skills, and continue to develop skills in project management, general management, and their application area, such as IT. Soft skills, especially leadership, are particularly important for project managers. The profession of project management continues to grow and mature. In the United States, the military took the lead in project management and developed many tools such as Gantt charts and network diagrams, but today people use project management in virtually every industry around the globe. The Project Management Institute (PMI) is an international professional society that provides certification as a Project Management Professional (PMP) and upholds a code of ethics. Today, hundreds of project management software products are available to assist people in managing projects. Exam 1. Approximately what percentage of the world's gross product is spent on projects? a. 10 percent b. 25 percent c. 50 percent d. 75 percent 2. Which of the following is not a potential advantage of using good project management? a. Shorter development times b. Higher worker morale c. Lower cost of capital d. Higher profit margins 3. A is a temporary endeavor undertaken to create a unique product, service, or result. a. program b. process c. project d. portfolio 4. Which of the following is not an attribute of a project? a. projects are unique b. projects are developed using progressive elaboration c. projects have a primary customer or sponsor d. projects involve little uncertainty 5. Which of the following is not part of the triple constraint of project management? a. meeting scope goals b. meeting time goals c. meeting communications goals d. meeting cost goals 6. is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. a. Project management b. Program management c. Project portfolio management d. Requirements management 7. Project portfolio management addresses goals of an organization, while project management addresses goals. a. strategic, tactical b. tactical, strategic c. internal, external d. external, internal 8. Several application development projects done for the same functional group might best be managed as part of a . a. portfolio b. program c. investment d. collaborative 9. Which of the following is not true? a. Most American companies have a project management office. b. You can earn an advanced degree in project management from hundreds of colleges and universities. c. Employers are looking for project management skills in new graduates. d. IT hiring managers reported that project management certification did not affect starting pay. 10. What is the name of one of the popular certifications provided by the Project Management Institute? a. Certified Project Manager (CPM) b. Project Management Professional (PMP) c. Project Management Expert (PME) d. Project Management Mentor (PMM) Exam Answers 1. b; 2. c; 3. c; 4. d; 5. c; 6. a; 7. a; 8. b; 9. d; 10. b Discussion Questions 1. Why is there a new or renewed interest in the field of project management? 2. What is a project, and what are its main attributes? How is a project different from what most people do in their day-to-day jobs? What is the triple constraint? What other factors affect a project? 3. What is project management? Briefly describe the project management framework, providing examples of stakeholders, knowledge areas, tools and techniques, and project success factors. 4. What is a program? What is a project portfolio? Discuss the relationship between projects, programs, and portfolio management and the contributions that each makes to enterprise success. 5. What is the role of the project manager? What are suggested skills for all project managers and for IT project managers? Why is leadership so important for project managers? How is the job market for IT project managers? 6. Briefly describe some key events in the history of project management. What role do the Project Management Institute and other professional societies play in helping the profession? 7. What functions can you perform with project management software? What are the main differences between low-end, midrange, and high-end project management tools? Exercises 1. Visit the Standish Group's Web site at standishgroup.com. Read one of the CHAOS articles, and read at least one report or article that questions the findings of the CHAOS studies. See the Suggested Readings by Robert L. Glass on the companion Web site for references. Write a summary of the reports, key conclusions, and your opinion of them. 2. Find someone who works as a project manager or someone who works on projects, such as a worker in your school's IT department or the president of a social club. Prepare several interview questions to learn more about projects and project management, and then ask your questions in person, through e-mail, over the phone, or using other technology. Write a summary of your findings. Guidelines for your interview and sample questions are available on the companion Web site. 3. Search the Internet for the terms project management, project management careers, project portfolio management, and IT project management. Write down the number of hits that you received for each of these phrases. Find at least three Web sites that provide interesting information on one of the topics. Write a paper summarizing key information about these three Web sites as well as the Project Management Institute's Web site (www.pmi.org). 4. Find any example of a real project with a real project manager. Feel free to use projects in the media (such as the Olympics, television shows, or movies) or a project from your work, if applicable. Write a paper describing the project in terms of its scope, time, and cost goals. Also describe other impacts on a project, such as quality, resources, and risks. Discuss what went right and wrong on the project and the role of the project manager and sponsor. Also describe whether the project was a success, and why. Include at least one reference and cite it on the last page. 5. Skim through Section A on Microsoft Project 2010. Review information about Project 2010 from Microsoft's Web site (microsoft.com/project). Research three other project management software tools, including at least one smartphone or tablet app. Write a paper answering the following questions: a. What functions does project management software provide that you cannot do easily using other tools such as a spreadsheet or database? View the video Microsoft pro vides on its enterprise project management tool (see the link on the companion Web site) or search for other videos or documents for additional information. b. How do the different tools you reviewed compare with Project 2010, based on cost of the tool, key features, and other relevant criteria? c. How can organizations justify investing in enterprise or portfolio project management software? 6. Research information about PMP and related certifications. Skim through Section B for information and find at least two articles on this topic. What are benefits of certification in general? Do you think it is worthwhile for most project managers to get certified? Is it something you would consider? Write a paper summarizing your findings and opinions. Terminology
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