CONTEMPORARY PROJECT MANAGEMENT, 4E Timothy J. Kloppenborg Vittal Anantatmula Kathryn N. Wells © 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. ‹#› Introduction to Project Management Chapter 1 © 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. ‹#› 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 © 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. 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 © 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. 4 Chapter 1 Behavioral Objectives: Identify project roles and key responsibilities for project team members Describe the importance of collaborative effort throughout a project © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for ...

1. CONTEMPORARY PROJECT MANAGEMENT, 4E
Timothy J. Kloppenborg
Vittal Anantatmula
Kathryn N. Wells
© 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.
‹#›
Introduction to Project Management
Chapter 1
© 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.
‹#›
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.

2. previously senior project manager at the Central Intelligence
Agency
© 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.
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 ti me
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

3. may occur
Contrast predictive and adaptive project life cycles
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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.
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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use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
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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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

4. classroom use.
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

5. 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,

6. 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

7. 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.

8. 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.

10. 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

11. 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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Product is well-understood
All planning precedes all executing
17
Adaptive (Change-Driven) PLC
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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)

13. 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

18. 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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19. copied, scanned, or duplicated, in whole or in part, except for
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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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20. 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

21. (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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22. 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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23. 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

25. 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:

26. 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

27. 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

28. 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

29. 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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30. or service or otherwise on a password-protected website for
classroom use.
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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use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
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© 2015 Cengage Learning. All Rights Reserved. May not be
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31. 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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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 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)

32. © 2019 Cengage Learning. All Rights Reserved. May not be
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use as permitted in a license distributed with a certain product
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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)
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33. 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)
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34. or service or otherwise on a password-protected website for
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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 managemen t 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.

35. 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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use as permitted in a license distributed with a certain product
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What is Appreciative Inquiry?
Tool for engaging project stakeholders
Recognizes the power of the whole and builds on conversational

36. learning
Change is based on inquiry
What has worked in the past?
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use as permitted in a license distributed with a certain product
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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”
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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

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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
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use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
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