Chapter 3: Project Management Fundamentals and Core Concepts

In this chapter, we talked about what a project is—and is not. You now know that a project is a temporary endeavor to create a unique product or service. Projects are created for any number of reasons, from responding to marketplace demand, to solving a problem within an organization, to following laws and regulations.

Three pre-work activities are important steps in ensuring the success of a project: the business case justifies the project to stakeholders, the feasibility study evaluates the viability of the project, and the SOW defines the scope and objectives of the project.

Projects, regardless of why they were created, move through a progressive elaboration to provide accurate and complete descriptions of their goals and objectives. Recall that progressive elaboration typically starts with a broad synopsis of a project’s goals, and through rounds of discussion, analysis, and brainstorming, the characteristics of a project become more detailed until, finally, the scope statement is formed.

The project life cycle is made up of the phases of the project. Each phase describes the work that will happen within that phase of the project. At the end of a project phase, known as a stage gate or go/no-go point, a decision is made at the phase-end review to determine whether the project is ready to move forward in the project life cycle, rework needs to be done in the phase, or the project should be terminated.

A predictive, plan-based approach predicts what the project will create and how the project will create it. An adaptive approach, like you’ll find in an iterative or incremental environment, expects change to happen in the project.

Portfolio management ensures that all projects selected to be completed by the organization align with the organizational strategy. Portfolio management has an organizational scope that reflects the organizational strategy. Often projects or programs are grouped together into a single portfolio that reflects a specific strategy.

EXAM TIP The PMBOK Guide places a great deal of emphasis on the alignment of organizational strategy and the profession of project management as a strategic enabler for delivering the strategy. Always assume that the default position in a question is that an organization has a strategy and is using project management to achieve that strategy.

Program management focuses on managing interdependencies within projects with a common goal or capability. Program managers are skilled at forecasting, anticipating, and dealing with real or perceived conflict between projects in the same program. All programs have projects, but not all projects are part of programs.

The purpose of a project life cycle is to provide a structured and standardized approach to managing projects, ensuring that they are delivered on schedule, within budget, and to the required quality standards. The project life cycle focuses on managing the project from start to finish, while the product life cycle focuses on managing the product from development to retirement.

As the project manager, you’ll need to manage and lead the project—yes, there is a difference between management and leadership. Management is about getting things done. Leadership is about aligning, motivating, and directing people. People tend to work harder, smarter, and better for someone they want to work for than for someone they are required to work for. As part of your leadership and management, you want to maintain a professional and ethical behavior. Avoid playing favorites, balance the tasks among the project team, and get involved in the work when the team needs your help.

Project management is focused on the tactical implementation of a project, while project leadership focuses on the strategic direction and leadership of a project. Both are important for the success of a project and work together to ensure that the project is completed on schedule, within budget, and to the satisfaction of all stakeholders.

The roles and responsibilities of each person involved in the project can vary depending on the size and complexity of the project, as well as the organization’s policies and procedures. Nevertheless, it’s crucial for project managers to clearly define and communicate the roles and responsibilities of each person involved in the project to ensure that the project is completed successfully.

Project managers are responsible for the day-to-day execution of a project, while project sponsors provide the overall vision, support, and resources necessary for the project to succeed.

The project team focuses on the tactical implementation of the project, while the project sponsor focuses on the strategic direction and leadership of the project. Both work together to ensure the successful completion of the project.

The project manager plays a key role in defining the project scope, resolving conflicts, motivating team members, and facilitating communication and collaboration. These functions are critical to the success of a project and help ensure that the project is completed on schedule, within budget, and to the satisfaction of all stakeholders.

Empathic listening is an important communication skill that can improve relationships, resolve conflicts, and enhance understanding. It requires active engagement and a willingness to understand others, which can lead to more positive and productive communication.

Emotional intelligence is the ability to recognize and manage your emotions, other people’s emotions, and the emotions of groups involved in the project. Emotional intelligence recognizes that emotions are real, can affect the project success, and can affect relationships with the project team, stakeholders, and the project manager.

Through effective negotiations, the project manager is able to ensure that the project remains on track, that stakeholders are engaged and aligned with the project goals, and that potential risks are managed effectively.

Through effective initiation, the project manager is able to define the project scope, identify stakeholders, and establish the project objectives and goals, which sets the foundation for the rest of the project.

Through effective coaching, the project manager can help to develop and improve the skills and performance of the project team and increase employee satisfaction and motivation.

The OSCAR model is a useful tool for project managers to use in coaching their team members and supporting them in achieving their goals. The model provides a structured approach to coaching that can help to improve the performance and productivity of the project team.

The role of the project manager as a model is critical in leading and inspiring the project team to achieve success. By serving as a role model, the project manager is able to set the tone for the project, demonstrate best practices, lead by example, build trust, and support professional development.

By actively participating in the day-to-day activities of the project team, the project manager is able to build relationships, provide support, demonstrate flexibility, and build collaboration.

By facilitating communication, decision-making, and collaboration; streamlining processes; and supporting change, the project manager is able to drive project success and deliver the desired outcomes for the project stakeholders.

To successfully follow and execute planned strategies, it’s important to have a clear understanding of the strategy, assign roles and responsibilities, develop an action plan, monitor and evaluate progress, communicate regularly, and be prepared to continuously refine and adjust the strategy as needed.

To successfully follow and execute project management frameworks, it’s important to choose the right framework, understand the framework, develop a project plan, assign roles and responsibilities, implement the framework, monitor and evaluate progress, communicate regularly, and be prepared to continuously refine and adjust the framework as needed.

Appropriate responses to a planned strategy or framework include active participation, constructive feedback, supportive attitude, flexibility, effective communication, compliance, and continuous improvement.

Project initiation is the process of defining the purpose, scope, and objectives of a new project and getting it off the ground. It involves defining the problem or opportunity, conducting a feasibility study, identifying stakeholders, defining the project scope, devel-oping a project charter, and obtaining approval to proceed.

Benefit planning is the process of defining and documenting the benefits that will be realized from a project. It involves defining the benefits, assigning responsibility, tracking and monitoring the benefits, evaluating the benefits, and realizing the benefits. The goal of benefit planning is to ensure that the project delivers the intended outcomes and provides value to the stakeholders.

There are a number of common problem-solving tools and techniques that project managers can use, including root cause analysis, SWOT analysis, mind mapping, decision trees, and force-field analysis. These tools and techniques can help project managers to identify and solve problems, make informed decisions, and support the successful delivery of projects.

Evaluating the effectiveness of a project meeting is important to continuously improve the meeting process and make sure that it is contributing to the success of the project. The key factors to consider when evaluating the effectiveness of a project meeting include objectives, attendance, preparation, time management, communication, action items, and feedback.

Focus groups are a useful tool for gathering feedback, understanding perspectives, validating assumptions, generating ideas, and building relationships with stakeholders.

Standup meetings are a valuable tool for providing a daily update, facilitating com-munication, improving accountability, highlighting dependencies, and identifying risks.

Brainstorming is a valuable tool for problem-solving, decision-making, risk management, requirements gathering, and team building.

The Delphi Technique uses rounds of anonymous surveys to gain consensus.