436 Chapter 13 Project Management and SDLC
3. Managing a project with Microsoft Project is often
the approach to IT project management, but many
users prefer to use Microsoft Excel instead. The main
reasons are that MS Project is too expensive, wastes
too much time to set up and keep updated, and is
tough to use. The debate between Excel and Project
has valid arguments for either approach. Research
the reviews of Excel and MS Project as project
management tools. When is each software appropriate
for use?
C A S E 1 3 . 2
Business Case: Steve Jobs’ Shared Vision Project Management Style
Steve Jobs (1955–2011) co-founded Apple Inc. and reinvented
the PC, music players, phones, tablets, and digital publish-
ing (Figure 13.11). He is regarded as technology industry’s
most notable luminary. He continuously managed remark-
ably innovative projects—extremely successful ones as well
as many failures. Although widely recognized as a marketing
and technology guru, Jobs was largely successful because of
his project-based approach for managing his business and pro-
ducing new products. His approach to executing projects ulti-
mately changed the business world. Jobs’ shared vision project
management style offers lessons to help managers focus and
motivate their team to get projects completed on schedule.
Shared Vision and Accountability
A signifi cant part of what made Jobs successful was his per-
sistent push to keep projects moving while communicating
with his team to ensure they were working toward the shared
vision. He stressed accountability and did not let anyone slide
on that principle. He got to know everyone on the team and
actively inspired them.
Guy Kawasaki, Apple’s chief evangelist and liaison to the
Mac developer community, said Jobs appreciated great work.
He was well known for giving employees feedback—publicly
telling them if they were great or lousy. His bluntness infuriated
some people but also motivated them to either do their best
or leave.
Communication
Structure, understanding, and inspiration depend on the
one irreplaceable management skill: communication. Part of
what made Jobs so successful was his constant push to keep
projects moving while communicating with his team to ensure
they were working toward a shared vision. He held regular
meetings to avoid wasting time with long e-mail chains and
having to address the same concerns multiple times.
Do Not Just Listen—Understand
There is a big difference between listening and understand-
ing. Jobs made sure he understood everyone on his team
and that they understood him. This is done by making people
demonstrate that they understand and not simply asking
them if they understand. When everyone confi rms they are on
the same page, they will keep moving forward.
Sources: Darton Group (2012), Isaacson (2012), and Kimbrell (2014).
Questions
1. Steve Jobs shows the importance of people skills. Explain
Jobs’ way of motivating pe.
436 Chapter 13 Project Management and SDLC3. Managin.docx
1. 436 Chapter 13 Project Management and SDLC
3. Managing a project with Microsoft Project is often
the approach to IT project management, but many
users prefer to use Microsoft Excel instead. The main
reasons are that MS Project is too expensive, wastes
too much time to set up and keep updated, and is
tough to use. The debate between Excel and Project
has valid arguments for either approach. Research
the reviews of Excel and MS Project as project
management tools. When is each software appropriate
for use?
C A S E 1 3 . 2
Business Case: Steve Jobs’ Shared Vision Project Management
Style
Steve Jobs (1955–2011) co-founded Apple Inc. and reinvented
the PC, music players, phones, tablets, and digital publish-
ing (Figure 13.11). He is regarded as technology industry’s
most notable luminary. He continuously managed remark-
ably innovative projects—extremely successful ones as well
as many failures. Although widely recognized as a marketing
and technology guru, Jobs was largely successful because of
2. his project-based approach for managing his business and pro-
ducing new products. His approach to executing projects ulti-
mately changed the business world. Jobs’ shared vision project
management style offers lessons to help managers focus and
motivate their team to get projects completed on schedule.
Shared Vision and Accountability
A signifi cant part of what made Jobs successful was his per-
sistent push to keep projects moving while communicating
with his team to ensure they were working toward the shared
vision. He stressed accountability and did not let anyone slide
on that principle. He got to know everyone on the team and
actively inspired them.
Guy Kawasaki, Apple’s chief evangelist and liaison to the
Mac developer community, said Jobs appreciated great work.
He was well known for giving employees feedback—publicly
telling them if they were great or lousy. His bluntness infuriated
some people but also motivated them to either do their best
or leave.
Communication
Structure, understanding, and inspiration depend on the
one irreplaceable management skill: communication. Part of
what made Jobs so successful was his constant push to keep
projects moving while communicating with his team to ensure
they were working toward a shared vision. He held regular
meetings to avoid wasting time with long e-mail chains and
having to address the same concerns multiple times.
Do Not Just Listen—Understand
There is a big difference between listening and understand-
ing. Jobs made sure he understood everyone on his team
and that they understood him. This is done by making people
demonstrate that they understand and not simply asking
them if they understand. When everyone confi rms they are on
the same page, they will keep moving forward.
