Chapter 1
Introduction to Project
Management
Chapter Introduction
This chapter provides an overview of project management, defining both projects and
project management. It also looks into the impact of client expectations on a project and
explores the difference between project management and operations management.
Information is also dedicated to understanding the different options organizations have in
managing projects. The chapter also provides a brief overview of the knowledge areas of
project management and the skills needed to be a successful project manager.
1. Project Management Defined
o Identify the Project Management Institute’s definition of project management.
o Analyze and evaluate the role of client expectations in a project.
o Define project scope.
Section Outline
, According to the Project Management Institute (PMI), “Project management is
the application of knowledge, skills, tools, and techniques to project activities
to meet the project requirements.”
PMI’s definition does provide a good understanding of project management,
but it does not help us understand project success. For that, we must include
the client.
Meredith and Mantel discussed project management in terms of producing
project outcomes within the three objectives of:
o Cost
o Schedule
o Specifications
They also added a fourth aspect of project management—the expectations of
the client.
o Expectations often increase during the life of a project and this is a
form of scope increase (Darnall).
A project scope is a carefully crafted document that reflects the
performance specifications of the project deliverables.
o Darnall focused on defining and managing client expectations as a
critical project management skill that is distinct from scope
development and management.
o Client expectations encompass an emotional component that is not
easily captured within a specification document.
Exercises
1. According to PMI, project management is the application of knowledge, skills,
tools, and techniques to meet project requirements.
1. According to Meredith and Mantel, a project should meet or exceed
, (three words) the expectations of the client.
2. If someone had asked you to define project management before you
read this chapter, how would you have defined it? How did your
definition differ from the PMI definition?
Answer should show knowledge of PMI’s definition (see first takeaway).
3. What aspect of project management was omitted from the PMI
definition that is included in the definition proposed by Meredith and
Mantel? If you were on the PMI decision-making body, would you vote
to include it? Explain your choice.
Client satisfaction. Answer should reflect knowledge of both sides of the
issue.
4. What is meant by the statement “The response of the client to the
events of the project may be counterintuitive”?
Answer should show understanding of the term “counterintuitive” as
not what one would ordinarily think. The example given in the book is
that a client can be satisfied that is late and over budget in some
circumstances.
Client Expectations
Compare and contrast the highway and biotech examples previously
described. Suggest an approach that might have prevented client
disappointment in the highway project. Include the following in your
answer:
What are the differences between the two projects? Provide a
bulleted list.
, o The cost of the highway project witnessed almost a 10 percent
reduction, while the biotech project experienced a 20 percent overrun.
o In the highway project, even though the project team met the project
specifications and exceeded the original goal, the client was
disappointed, whereas in the biotech project, the project team failed to
meet project specifications in terms of cost but still met client
expectations.
Identify the single most important difference between the two
projects that affected client satisfaction.
In the case of the biotech project, the project team was able to
effectively manage client expectations. In the highway project, the
project team consistently raised and met the client’s expectations
but at the very end of the project was unable to achieve the latest
revised cost target, thereby disappointing the client.
Suggest an approach to managing client expectations in the highway
project that might have resulted in meeting or exceeding
expectations rather than disappointment.
The highway project is a clear example of over promising but under
delivering. To avoid such a situation, the project team should have
given conservative estimates regarding reduced cost targets. This
would have kept the client’s expectations in check. As such, it is
better to promise less and deliver more. Student answer may vary.
Additional Exercises
1. Visit the Project Management Institute’s Web site http://www.pmi.org
and conduct an analysis of the various industries which hold career
prospects for project management professionals and the types of career
opportunities available in this field.
2. “Is the main purpose of project management to meet client’s
expectations or is it to meet the written specifications and
Introduction to Project
Management
Chapter Introduction
This chapter provides an overview of project management, defining both projects and
project management. It also looks into the impact of client expectations on a project and
explores the difference between project management and operations management.
Information is also dedicated to understanding the different options organizations have in
managing projects. The chapter also provides a brief overview of the knowledge areas of
project management and the skills needed to be a successful project manager.
1. Project Management Defined
o Identify the Project Management Institute’s definition of project management.
o Analyze and evaluate the role of client expectations in a project.
o Define project scope.
Section Outline
, According to the Project Management Institute (PMI), “Project management is
the application of knowledge, skills, tools, and techniques to project activities
to meet the project requirements.”
PMI’s definition does provide a good understanding of project management,
but it does not help us understand project success. For that, we must include
the client.
Meredith and Mantel discussed project management in terms of producing
project outcomes within the three objectives of:
o Cost
o Schedule
o Specifications
They also added a fourth aspect of project management—the expectations of
the client.
o Expectations often increase during the life of a project and this is a
form of scope increase (Darnall).
A project scope is a carefully crafted document that reflects the
performance specifications of the project deliverables.
o Darnall focused on defining and managing client expectations as a
critical project management skill that is distinct from scope
development and management.
o Client expectations encompass an emotional component that is not
easily captured within a specification document.
Exercises
1. According to PMI, project management is the application of knowledge, skills,
tools, and techniques to meet project requirements.
1. According to Meredith and Mantel, a project should meet or exceed
, (three words) the expectations of the client.
2. If someone had asked you to define project management before you
read this chapter, how would you have defined it? How did your
definition differ from the PMI definition?
Answer should show knowledge of PMI’s definition (see first takeaway).
3. What aspect of project management was omitted from the PMI
definition that is included in the definition proposed by Meredith and
Mantel? If you were on the PMI decision-making body, would you vote
to include it? Explain your choice.
Client satisfaction. Answer should reflect knowledge of both sides of the
issue.
4. What is meant by the statement “The response of the client to the
events of the project may be counterintuitive”?
Answer should show understanding of the term “counterintuitive” as
not what one would ordinarily think. The example given in the book is
that a client can be satisfied that is late and over budget in some
circumstances.
Client Expectations
Compare and contrast the highway and biotech examples previously
described. Suggest an approach that might have prevented client
disappointment in the highway project. Include the following in your
answer:
What are the differences between the two projects? Provide a
bulleted list.
, o The cost of the highway project witnessed almost a 10 percent
reduction, while the biotech project experienced a 20 percent overrun.
o In the highway project, even though the project team met the project
specifications and exceeded the original goal, the client was
disappointed, whereas in the biotech project, the project team failed to
meet project specifications in terms of cost but still met client
expectations.
Identify the single most important difference between the two
projects that affected client satisfaction.
In the case of the biotech project, the project team was able to
effectively manage client expectations. In the highway project, the
project team consistently raised and met the client’s expectations
but at the very end of the project was unable to achieve the latest
revised cost target, thereby disappointing the client.
Suggest an approach to managing client expectations in the highway
project that might have resulted in meeting or exceeding
expectations rather than disappointment.
The highway project is a clear example of over promising but under
delivering. To avoid such a situation, the project team should have
given conservative estimates regarding reduced cost targets. This
would have kept the client’s expectations in check. As such, it is
better to promise less and deliver more. Student answer may vary.
Additional Exercises
1. Visit the Project Management Institute’s Web site http://www.pmi.org
and conduct an analysis of the various industries which hold career
prospects for project management professionals and the types of career
opportunities available in this field.
2. “Is the main purpose of project management to meet client’s
expectations or is it to meet the written specifications and
