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CHAPTER 1 What Is Project Management
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Management means less doing and more delegating. It means making a shift from dependable to reliable. A reliable person ensures that things do get done. We are independent, and we manage others. And our teams take on projects and deliver results.  From manager to leader. A manager gets a team to get things done. Project management often requires an even higher level of work, called leadership. Leaders de ne what needs to be done (or create an environment where a group can come together and de ne it). They also provide initial inspiration and develop commitment among the stakeholders for a new idea. Project management, especially in the planning phases, in resolving team problems, and in turnarounds for projects in crisis, require leadership as well as management skills. All of us grow in all three of these ways, and there is no limit to that growth, professionally and personally. Generally, though, we move through stages. First, it is most important to learn to work well with people, then to manage people in getting a job done, and then to de ning the work to be done.
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Lead To set overall direction and de ne goals. Manage To take responsibility for reaching goals e ectively and e ciently, and coordinate the team and resources to meet that goal successfully. Independent Able to work alone and accomplish results without direct supervision. Reliable Able to work consistently well with supervision.
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The art of management is often called a soft skill because, unlike engineering, management is not supported by precise science and exact measurement. However, that does not mean that we are playing tennis with the net down. It would be more accurate to say that in hard-skill elds, such as engineering, the di cult work of de ning goals, specifying targets, and establishing the units of measurement has already been done. In managing projects and people, more of this is left up to us. The soft skills of management are perhaps more challenging than the hard skills of engineering exactly because we must de ne the standards, set the goals, and nd ways to measure results. We cannot work in watts and millimeters. We must nd ways of enabling people to succeed. Team management means bringing people together to accomplish more than each person could do alone. And project management means leading a team to deliver de ned results on schedule, bene ting the organization for which we work.
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PART ONE Hello, Project Management
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However, we are not alone in doing this. Organizations such as the PMI, the Software Engineering Institute (SEI), which developed the Capability Maturity Model (CMM), and the ISO (the International Standards Organization, which o ers its ISO-9000 and ISO-10000 series of quality engineering standards) have spent countless hours over the last few decades de ning the work to be done and excellent methods for managing teams and projects.
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OTHER ROLES ON A PROJECT
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In a company, a project team can be organized in many di erent ways. Overall, there are three basic models at which we can look:  A project within a department. When all the workers on a project are in the same department, they report to the same executive, and possibly work on many projects together. A good example would be an advertising campaign. Within the department, people with diverse skills copy writers, graphic artists, media buyers, and others work together to design and deliver the campaign. A project in one department, with another department as customer. Here, the work of the project is done by one group, say the computer systems development group, as a team with a project manager. But the results go to another group, say the accounting department, in the form of a new computer program that they will use. One department has the project team, the other department has the customers. A project that pulls together many people from di erent areas. Sometimes, a project is developed under leadership independent of any one department and brings together people and skills from all across the company. For example, when a car company designs a new model of car, the design team includes experts in customer design for the car, engineering design for car performance and safety, and assembly line design for e cient production. That is a cross-functional team. Similarly, if a book distribution company is opening a new warehouse, they might draw people from existing departments in warehouses all over the country and bring them in to the new location to set up the business, train people, and get things running.
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Why does all this matter In running a project, we need enough authority, empowerment, and resources to get the job done. We also need good communication within the team, and with our customers. Sometimes, creating
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