LEARNING PAMANTASAN NG LUNGSOD NG MUNTINLUPA

MODULE COLLEGE OF BUSINESS ADMINISTRATION

University Road, Poblacion, Muntinlupa City
QR/CBA/0__ Course Title: PROJECT MANAGEMENT
Issue No. 0 Revision No. 0 Effectivity Date 7 September 2020 Page No. 1 of 31

1 Projects in Contemporary Organization

INTRODUCTION

This module was designed and written to guide you on the growth of Project
Management as a management tool in various organization – private or public – organization.
It also discusses project management as a potential career for aspiring managers. Let’s go and
discover the projects in contemporary organization.

Learning Targets
After finishing this module you are expected to:

1. Describe the driving forces that have

contributed to the need for project
management.
2. Describe the lifecycle of a project.
3. Define what is Project?
4. Describe the three primary goals of a
project.
5. Describe how do projects, programs,
tasks, and work packages differ.
 LEARNING PAMANTASAN NG LUNGSOD NG MUNTINLUPA
MODULE COLLEGE OF BUSINESS ADMINISTRATION
University Road, Poblacion, Muntinlupa City
QR/CBA/0__ Course Title: PROJECT MANAGEMENT
Issue No. 0 Revision No. 0 Effectivity Date 7 September 2020 Page No. 2 of 31

Directions: Read and understand the following and answer the question below.

Read the Chapter 1

Chapter 1 – Projects in Contemporary Organization. This is an introductory chapter that

discusses the driving forces that have fostered the emergence and expansion of Project
Management, the general objectives of a project, and the professionalism of Project
Management.

Reading/s: Chapter 1 – Pages 1 – 8, Project Management, A Managerial Approach, ., 7th Edition, John Wiley
& Sons, Inc., 111 River Street, Hoboken, NJ, 2009, Meredith, Jack R., Mantel Jr., Samuel J.,

Answer the Following Questions:

1. Name and briefly describe the societal forces that contributed to the need for project
management.
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2. What are some sources of conflict the project manager must deal with?
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3 What are the three revolutionary changes that impacted the process of managing
organization?
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 LEARNING PAMANTASAN NG LUNGSOD NG MUNTINLUPA
MODULE COLLEGE OF BUSINESS ADMINISTRATION
University Road, Poblacion, Muntinlupa City
QR/CBA/0__ Course Title: PROJECT MANAGEMENT
Issue No. 0 Revision No. 0 Effectivity Date 7 September 2020 Page No. 3 of 31
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A. Directions: Read Sec. 1.1, Chapter 1 on page 9 and answer the following questions.

Read Sec. 1.1, Chapter 1

Sec. 1.1, Chapter 1 – The Definition of a “Project”, this section defines “project” and makes a
distinction between the terms; program, task, work packages, and work units. It also describe
the characteristic of the project.

Reading/s: Sec. 1.1, Chapter 1 – The Definition of a “Project”,, Pages 9 – 11, Project
Management, A Managerial Approach, ., 7th Edition, John Wiley & Sons, Inc., 111 River
Street, Hoboken, NJ, 2009, Meredith, Jack R., Mantel Jr., Samuel J.,

1. How would you define a project?

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2. How do projects, programs, tasks, and work packages differ?

 LEARNING PAMANTASAN NG LUNGSOD NG MUNTINLUPA
MODULE COLLEGE OF BUSINESS ADMINISTRATION
University Road, Poblacion, Muntinlupa City
QR/CBA/0__ Course Title: PROJECT MANAGEMENT
Issue No. 0 Revision No. 0 Effectivity Date 7 September 2020 Page No. 4 of 31
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3. Describe the characteristic of a project, and discuss each.

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Explain

Let us continue our discussion about project

management. In this part, we will take a look
on the contribution of project management in
business organization and the project life
cycle. . Our aim is to determine its advantages
and disadvantages, why companies are
Read Sec. 1.2 & 1.3, Chapter 1 adopting project management as a tool to
accomplish task.
Sec. 1.2, Chapter 1 – Why Project Management? And The Project Life Cycle. These sections
identify the positive and negative of project management in the business organization, shows
the graphical presentation of the project life cycle, and the risk during project life cycle.

Reading/s: Sec. 1.2 & 1.3, Chapter 1 – Why Project Management? And The Project Life
Cycle, Pages 12 – 17, Project Management, A Managerial Approach, ., 7th Edition, John
Wiley & Sons, Inc., 111 River Street, Hoboken, NJ, 2009, Meredith, Jack R., Mantel Jr.,
Samuel J.,
 LEARNING PAMANTASAN NG LUNGSOD NG MUNTINLUPA
MODULE COLLEGE OF BUSINESS ADMINISTRATION
University Road, Poblacion, Muntinlupa City
QR/CBA/0__ Course Title: PROJECT MANAGEMENT
Issue No. 0 Revision No. 0 Effectivity Date 7 September 2020 Page No. 5 of 31

A. Guided Practice
Directions: After reading Sec. 1.2 and 1.3 kindly answers the following.

1. What are the positive and negative experiences of companies using project management
techniques?
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2. Describe the project life cycle.

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3. List the seven main characteristics of a project and briefly describe the important features
of each.
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 LEARNING PAMANTASAN NG LUNGSOD NG MUNTINLUPA
MODULE COLLEGE OF BUSINESS ADMINISTRATION
University Road, Poblacion, Muntinlupa City
QR/CBA/0__ Course Title: PROJECT MANAGEMENT
Issue No. 0 Revision No. 0 Effectivity Date 7 September 2020 Page No. 6 of 31
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4. How might project management be used when doing a major schoolwork assignment?
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5. Would you like to be a project manager? Why, or why not?

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Note: The evaluation/assessment will be posted/published in the Google Classroom.

Thank you!
Reference: Project Management, A Managerial Approach, ., 7th Edition, John Wiley &
Sons, Inc., 111 River Street, Hoboken, NJ, 2009, Meredith, Jack R., Mantel Jr., Samuel J.

CONTINUING INTEGRATIVE CLASS PROJECT

 LEARNING PAMANTASAN NG LUNGSOD NG MUNTINLUPA
MODULE COLLEGE OF BUSINESS ADMINISTRATION
University Road, Poblacion, Muntinlupa City
QR/CBA/0__ Course Title: PROJECT MANAGEMENT
Issue No. 0 Revision No. 0 Effectivity Date 7 September 2020 Page No. 7 of 31

It often helps in communicating the process, difficulties, and satisfactions of project

management if the class can do a team project together during the term of the course. The
instructor may have a pre-chosen project for the class to work on, perhaps in a local
organization, or the school itself (where there are many excellent projects: the cafeteria,
parking, library, counseling, class scheduling, etc.), but if not, the following project is
offered as an alternative.
The project is to prepare a “Student Study Guide” for this course, due (time
requirement) on the last day of the course before the final examination. The purpose of the
guide is to help the students learn the material of the course, both by preparing the guide as
well as using it to study for the final examination. The requirements (performance, or
“scope”) for the guide are as follows
 a professional-looking appearance
 a consistent approach throughout the chapters
 a copy for every student, as well as the Instructor
 presented in either hard copy CD, flash memory, or electronic (e.g., web) form (check with
your Instructor)
 everyone in class must participate, with one exception noted further below
 if sub-teams are used, they must not be organized to operate independently of each other (for
example, by doing all the work on one of the chapters)
 the project plans can be constructed manually or in Microsoft Project® or another software
program (check with your instructor)
In addition, one student will be appointed as “Historian,” whose job is to monitor
and prepare a written report on the progress of the project over its duration. This includes
both the tasks to be accomplished, but also the attitude and spirit of the Project Manager
(PM), the project team and/or sub-teams, and the various stakeholders in the project (team
members, Instructor, future students who may use the Guide) as well as the culture and
environment of the project. The main task of the Historian is to compare the reality of the
class project to that described in the textbook and point out in the written report similarities
and differences that will be recognizable by the PM and team members. The Historian will
have no work to do on the project itself, but will need to sit in on meetings, confer with the
PM and sub-team heads, talk to team members occasionally, confer with the Instructor, and
other such activities as needed to properly monitor task progress. The role of this person is
especially critical for the class to learn how closely their project followed the typical path of
a normal project, what problems arose and how they should have been handled, and so forth.
As a result, this person should probably be selected by the Instructor right at the beginning
of the course.
There may also be some expenses (budget requirement), such as photocopying costs
and travel expenses, that may require assistance from the Instructor. Usually these costs are
minor, but it depends on the project. Of course, in a real project the major cost would be the
labor/personnel costs of the team members doing the work, a cost that is essentially “free”
here.
 LEARNING PAMANTASAN NG LUNGSOD NG MUNTINLUPA
MODULE COLLEGE OF BUSINESS ADMINISTRATION
University Road, Poblacion, Muntinlupa City
QR/CBA/0__ Course Title: PROJECT MANAGEMENT
Issue No. 0 Revision No. 0 Effectivity Date 7 September 2020 Page No. 8 of 31
In future chapters we will continue to develop the various elements of the project,
such as selecting the PM, organizing the team, scheduling the deliverables, and monitoring
progress. However, executing the requisite tasks of the project takes the most time in a real
project but is a topic that is outside the scope of this text, which concerns only the generic
tasks of project management. (Every project will have different tasks associated with it,
many with very technical requirements.) Therefore, it will be necessary to forge ahead and
do all the preparatory project elements, particularly in Parts I and II of the book, so that
progress on the project tasks can begin right away. It would, of course, be best if the class
could read all the material up to Chapter 10, which initiates Part III: Project Execution,
where the work begins, before actually starting the project. Unfortunately, the course would
be almost over by then and it would be too late to start a project. As a result, the PM and the
class will have to skip ahead and read the Continuing Integrative Class Project assignments,
at least for Chapters 2–10 now; hopefully, they will discover in retrospect how they could
have conducted each of the various elements of the project better.
But for right now, it is most important to cover the project elements in Chapters 2 and
3—what the project will be and who will be the PM, respectively, so the project can get
underway ASAP. It is best to do these two elements in the very first class, the first one in
consultation with the Instructor, and the second one with the Instructor ABSENT from the
room but with instructions for where to find him or her once the class has selected the PM,
hopefully within 20 minutes but most certainly by the end of the class. Good luck!

Textbook:
Meredith, Jack R., Mantel Jr., Samuel J., 7th Ed.(2009) Project Management, A Managerial
Approach, Published by John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ