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through from beginning to end. We discuss the purpose of each stage, and the work requirements that ensure successful completion of each one. Each stage is like a step in a ight of stairs. You can t jump 12 feet. But climbing one step at a time, you can prepare yourself to reach the next step easily. Just so, each phase is designed to complete the planning and the work that will make the next stage easy. By the end of Part One, you will be ready to plan and execute a small project, improve the project you are working on, and take the next step towards becoming a top-notch project manager. What is that next step Reading Part Two, of course!
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Many people think that project management is a matter of creating schedules and budgets. Actually, that is the smallest part of the job. The biggest job is to bring people together to solve problems and take advantage of new opportunities. Yes, we manage information about value, quality, time, and cost. But we do that with a purpose. We do that so that we and everyone on the project team, and also the customer can make good decisions. Then we write down those decisions, build an action plan, and help everyone follow the plan to success. And we change the plan when we need to. Project management is not pushing papers. It is an exciting blend of working with people, clarifying ideas, and taking responsibility for actual results. And those results improve people s lives and build better companies.
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Are you good at getting things done Are you good at leading a team of people to get big things done well, on time, and under budget On a scale of 1 to 5 how would you rate yourself at that Whatever your rating, that is how good a project manager you are today. And, by the time you nish this book, you will be better. This chapter will get you o the ground by de ning projects and management, showing why good project management is crucial to success, and giving you the big picture the overview of project management.
In This
Let us take a look at what is ahead:     Projects in everyday life de nes what a project is. Once you know, you will see projects everywhere: at work, at home, and at school. Why management matters. This section de nes management and shows how good management practices ensure success, giving valuable results for time and money invested in a project. Who s who on a project. On a project there are many roles, many di erent jobs to do. Choosing your project for learning. Reading about project management is not the same as doing it. In this chapter you will pick a project to plan and implement as you read the book, so that you get hands-on experience. Questions for learning. Every chapter will end with questions for learning. This is partly a review, and partly a challenge to get you thinking like a real-world project manager.
Projects in Everyday Life
This may sound strange, but projects are all around us. We are doing projects all the time. As you will see, even reading this book might be a project. The PMI de nes a project as a temporary endeavor undertaken to achieve a unique product, service, or result. A project is temporary because it has a de nite start date, or project launch date, and a de nite date of completion. The planned date of completion is when we think we will nish and deliver
CHAPTER 1 What Is Project Management
the results. The actual date of the end of the project is when we do deliver or when we give up and call it quits. The other key element of a project is that it is unique. The result is not the same as anything else we will ever create. The work we do is not exactly the same as the work we do on other projects. Uniqueness is what distinguishes projects from routine, production work. As Fig. 1-1 illustrates, work ranges from routine production activities at one extreme to varied, unique products at the other extreme. Is this a project is not a yes/no question. Rather, the more unique the work is, the more project management thinking and tools are useful to help get the job done right.
Fig. 1-1.
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