Chapter 13
13.1 Introduction
PMI (Project Management Institute) professionalizes project management globally, publishing A Guide to the Project Management Body of Knowledge (PMBOK).
13.2 What is a Project?
A project is a unique, complex process to create a specific deliverable within defined schedule and budget, driven by customer requirements. Three constraints define a project: objective, schedule, and budget.
The project brief states the problem, not the solution, and outlines constraints and stakeholders.
13.3 Project Stakeholders
Stakeholders have an interest in the project or its outcome. They include customers, public, suppliers, etc. Early identification and management of stakeholder expectations are crucial for project success.
Public participation fosters transparency but can prolong projects.
13.4 The Project Life Cycle
The project life cycle has four PMI phases: concept, definition, execution, and close-out. Neglecting upstream issues leads to downstream problems ("iron law").
Each phase has distinct objectives: Concept (clarify requirements, assess risk), Definition (develop WBS, detailed plans), Implementation (monitor performance, corrective actions), Close-out (acceptance, handover, post-mortem).
Decision-Making Milestones: Structured points for customer authentication and authorization to progress. Outcomes can be to stop, continue, or repeat a phase.
Baselines: An approved plan for a phase, placed under formal change control, serving as a starting point for performance measurement.
13.5 Integrative Management
Core challenge: aligning schedule, cost, objectives, and stakeholder concerns. The project manager integrates these elements, using various mechanisms like planning, direct contact, and delegated authority.
13.6 The Work Breakdown Structure (WBS) as a Consolidated Management Framework
The WBS is a system-oriented breakdown of all work activities, defining tasks, responsibilities, deliverables, and facilitating planning, measurement, and reporting.
It is not a time-phased schedule, organizational chart, or PBS (Product Breakdown Structure), though PBS can serve as its backbone.
Statement of Work (SOW): A detailed derivative of the WBS used for contracting, defining tasks with precise language.
Deliverables: Measurable, tangible outputs provided to the customer.
Receivables: Indispensable inputs or approvals from the customer, essential for task progression.
13.7 Project Time Management
Involves five processes: activity definition, sequencing, duration estimation, schedule development, and schedule control.
Activity sequencing: Defines dependencies (e.g., Finish-to-Start, Start-to-Start) using Activity-on-Node (AON) networks.
Duration estimation: Based on historical data, expert opinion, comparison, or detailed breakdown, including an accuracy range.
Critical Path: The longest path in the network, determining the minimum project duration. Activities on the critical path have zero slack.
Slack (Float): Measures how long an activity can be delayed without delaying the project end. Calculated as:
Gantt charts: Visualize activities on a timeline, showing start/finish and progress.
13.8 Practical Implications and Real-World Relevance
Early stakeholder engagement improves project quality and aligns with societal expectations. The "iron law" emphasizes upfront planning.
Integrative management requires adaptable mechanisms, as direct authority is often limited.
13.9 Common Pitfalls and Best Practices
Do not confuse WBS tasks with PBS components, time schedules, or organizational charts. Ensure WBS is exhaustive and uses unique identifiers.
13.11 Connections to Foundational Principles and Real-World Relevance
The life cycle aligns with systems thinking. Integrative management connects to organizational performance and sustainability. The WBS, SOW, deliverables, and receivables form a comprehensive control framework. Risk management and ethical public participation are also key.