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The Managerial Process with MS

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Preface
Our motivation in writing this text continues to be to provide a realistic,
socio-technical view of project management. In the past, textbooks on project
management focused almost exclusively on the tools and processes used to man-
age projects and not the human dimension. This baffled us since people not tools
complete projects! While we firmly believe that mastering tools and processes is
essential to successful project management, we also believe that the effectiveness
of these tools and methods is shaped and determined by the prevailing culture of
the organization and interpersonal dynamics of the people involved. Thus, we try
to provide a holistic view that focuses on both of these dimensions and how they
interact to determine the fate of projects.
The role of projects in organizations is receiving increasing attention. Projects
are the major tool for implementing and achieving the strategic goals of the orga-
nization. In the face of intense, worldwide competition, many organizations have
reorganized around a philosophy of innovation, renewal, and organizational
learning to survive. This philosophy suggests an organization that is flexible and
project driven. Project management has developed to the point where it is a pro-
fessional discipline having its own body of knowledge and skills. Today it is nearly
impossible to imagine anyone at any level in the organization who would not ben-
efit from some degree of expertise in the process of managing projects.
Audience
This text is written for a wide audience. It covers concepts and skills that are used
by managers to propose, plan, secure resources, budget, and lead project teams to
successful completions of their projects. The text should prove useful to students
and prospective project managers in helping them understand why organizations
have developed a formal project management process to gain a competitive advan-
tage. Readers will find the concepts and techniques discussed in enough detail to
be immediately useful in new-project situations. Practicing project managers will
find the text to be a valuable guide and reference when dealing with typical prob-
lems that arise in the course of a project. Managers will also find the text useful in
understanding the role of projects in the missions of their organizations. Analysts
will find the text useful in helping to explain the data needed for project imple-
mentation as well as the operations of inherited or purchased software. Members
of the Project Management Institute will find the text is well structured to meet
the needs of those wishing to prepare for PMP (Project Management Profes-
sional) or CAPM (Certified Associate in Project Management) certification
exams. The text has in-depth coverage of the most critical topics found in PMI’s
Project Management Body of Knowledge (PMBOK). People at all levels in the
organization assigned to work on projects will find the text useful not only in pro-
viding them with a rationale for the use of project management processes but also
because of the insights they will gain on how to enhance their contributions to
project success.
vii
viii Preface
Our emphasis is not only on how the management process works, but more
importantly, on why it works. The concepts, principles, and techniques are univer-
sally applicable. That is, the text does not specialize by industry type or project
scope. Instead, the text is written for the individual who will be required to man-
age a variety of projects in a variety of different organizational settings. In the
case of some small projects, a few of the steps of the techniques can be omitted,
but the conceptual framework applies to all organizations in which projects are
important to survival. The approach can be used in pure project organizations
such as construction, research organizations, and engineering consultancy firms.
At the same time, this approach will benefit organizations that carry out many
small projects while the daily effort of delivering products or services continues.
Content
In this and other editions we continue to resist the forces that engender scope
creep and focus only on essential tools and concepts that are being used in the real
world. We have been guided by feedback from practitioners, teachers, and stu-
dents. Some changes are minor and incremental, designed to clarify and reduce
confusion. Other changes are significant. They represent new developments in the
field or better ways of teaching project management principles. Below are major
changes to the sixth edition.
• Computer exercises and MS Project examples have been updated to MS Project
2010, and 2013 including video tutorials to help students master the basics of
MS Project.
• Terms and concepts have been updated to be consistent with the fifth edition of
the Project Management Body of Knowledge (2013).
• The chapters on Agile Project Management and Careers in Project Manage-
ment have been expanded.
• Chapter 6 utilizes a new example that clarifies the differences between free and
total slack. Chapters 1, 2, 4, 5 and 14 have been updated.
• A description of the Activity on Arrow (AoA) method for calculating networks
has been deleted from the text and is now available only in the Instructor’s
Manual.
• New student exercises and cases have been added to many chapters.
• The Blue Zuma computer exercise in Appendix 2 has been replaced by the new
Red Zuma exercise.
• The Snapshot from Practice boxes feature a number of new examples of project
management in action as well as new Research Highlights that continue to pro-
mote practical application of project management.
• The Instructor’s Manual contains a listing of current YouTube videos that cor-
respond to key concepts and Snapshots from Practice.
Overall the text addresses the major questions and issues the authors have encoun-
tered over their 60 combined years of teaching project management and consult-
ing with practicing project managers in domestic and foreign environments. The
following questions represent the issues and problems practicing project managers
find consuming most of their effort: What is the strategic role of projects in con-
temporary organizations? How are projects prioritized? What organizational and
Preface ix
managerial styles will improve chances of project success? How do project manag-
ers orchestrate the complex network of relationships involving vendors, subcon-
tractors, project team members, senior management, functional managers, and
customers that affect project success? What factors contribute to the development
of a high-performance project team? What project management system can be set
up to gain some measure of control? How do managers prepare for a new interna-
tional project in a foreign culture? How does one pursue a career in project
management?
Project managers must deal with all these concerns to be effective. All of these
issues and problems represent linkages to an integrative project management view.
The chapter content of the text has been placed within an overall framework that
integrates these topics in a holistic manner. Cases and snapshots are included
from the experiences of practicing managers. The future for project managers
appears to be promising. Careers will be determined by success in managing
projects.
Student Learning Aids

The text website (www.mhhe.com/larsongray6e) includes study outlines, online
quizzes, PowerPoint slides, videos, Microsoft Project Video Tutorials and web
links. The trial version of Microsoft Project software is included on its own
CD-ROM free with the text.
Acknowledgments
We would like to thank Lacey McNeely for updating the Test Bank and Online
Quizzes; Charlie Cook for revising the PowerPoint slides; Oliver F. Lehmann for
providing access to PMBOK study questions; and Pinyarat Sirisomboonsuk for
accuracy checking the text and Instructor’s Resource Manual content.
Next, it is important to note that the text includes contributions from numer-
ous students, colleagues, friends, and managers gleaned from professional conver-
sations. We want them to know we sincerely appreciate their counsel and
suggestions. Almost every exercise, case, and example in the text is drawn from a
real-world project. Special thanks to managers who graciously shared their cur-
rent project as ideas for exercises, subjects for cases, and examples for the text.
Shlomo Cohen, John A. Drexler, Jim Moran, John Sloan, Pat Taylor, and John
Wold, whose work is printed, are gratefully acknowledged. Special gratitude is due
Robert Breitbarth of Interact Management, who shared invaluable insights on
prioritizing projects. University students and managers deserve special accolades
for identifying problems with earlier drafts of the text and exercises.
We are indebted to the reviewers of past editions who shared our commitment
to elevating the instruction of project management. The reviewers include Paul S.
Allen, Rice University; Denis F. Cioffi, George Washington University; Joseph D.
DeVoss, DeVry University; Edward J. Glantz, Pennsylvania State University;
Michael Godfrey, University of Wisconsin–Oshkosh; Robert Key, University of
Phoenix; Dennis Krumwiede, Idaho State University; Nicholas C. Petruzzi, Uni-
versity of Illinois–Urbana/Champaign; William R. Sherrard, San Diego State
University; S. Narayan Bodapati, Southern Illinois University at Edwardsville;
Warren J. Boe, University of Iowa; Burton Dean, San Jose State University; Kwasi
x Preface
Amoako-Gyampah, University of North Carolina–Greensboro; Owen P. Hall,

Pepperdine University; Bruce C. Hartman, University of Arizona; Richard Irving,
York University; Robert T. Jones, DePaul University; Richard L. Luebbe, Miami
University of Ohio; William Moylan, Lawrence Technological College of
Business; Edward Pascal, University of Ottawa; James H. Patterson, Indiana Uni-
versity; Art Rogers, City University; Christy Strbiak, U.S. Air Force Academy;
David A. Vaughan, City University; and Ronald W. Witzel, Keller Graduate
School of Management. Nabil Bedewi, Georgetown University; Scott Bailey, Troy
University; Michael Ensby, Clarkson University; Eldon Larsen, Marshall Univer-
sity; Steve Machon, DeVry University–Tinley Park; William Matthews, William
Patterson University; Erin Sims, DeVry University–Pomona; Kenneth Solheim,
DeVry University–Federal Way; and Oya Tukel, Cleveland State University.
Gregory Anderson, Weber State University; Dana Bachman, Colorado Christian
University; Alan Cannon, University of Texas, Arlington; Susan Cholette, San
Francisco State; Michael Ensby, Clarkson University; Charles Franz, University
of Missouri, Columbia; Raouf Ghattas, DeVry University; Robert Groff, West-
wood College; Raffael Guidone, New York City College of Technology; George
Kenyon, Lamar University; Elias Konwufine, Keiser University; Rafael Landaeta,
Old Dominion University; Muhammad Obeidat, Southern Polytechnic State
University; Linda Rose, Westwood College; Oya Tukel, Cleveland State Univer-
sity; and Mahmoud Watad, William Paterson University.
In the sixth edition we continue to commit to improving the text content and
improving instruction of project management. We are grateful to those reviewers
who provided helpful critiques and insights on the fifth edition, which helped us
prepare this revision. The reviewers for the sixth edition include Victor Allen,
Lawrence Technological University; Mark Angolia, East Carolina University; Alan
Cannon, University of Texas at Arlington; Robert Cope, Southeastern Louisiana
University; Kenneth DaRin, Clarkson University; Ron Darnell, Amberton Uni-
versity; Jay Goldberg, Marquette University; Mark Huber, University of Georgia;
Marshall Issen, Clarkson University; Charles Lesko, East Carolina University;
Lacey McNeely, Oregon State University; Donald Smith, Texas A&M University;
Peter Sutanto, Prairie View A&M University; Jon Tomlinson, University of North-
western Ohio. We thank you for your many thoughtful suggestions and for making
our book better. Of course we accept responsibility for the final version of the text.
In addition, we would like to thank our colleagues in the College of Business at
Oregon State University for their support and help in completing this project. In par-
ticular, we recognize Prem Mathew and Ping-Hung Hsieh for their helpful advice and
suggestions. We also wish to thank the many students who helped us at different stages
of this project, most notably Neil Young, Saajan Patel, Katherine Knox, Dat Nguyen,
Lacey McNeely and David Dempsey. Mary Gray deserves special credit for editing
and working under tight deadlines on earlier editions. Special thanks go to Pinyarat
(“Minkster”) Sirisomboonsuk for her help in preparing the last four editions.
Finally, we want to extend our thanks to all the people at McGraw-Hill/Higher
Education for their efforts and support. First, we would like to thank Thomas
Hayward and Wanda Zeman for providing editorial direction, guidance, and
management of the book’s development for the sixth edition. And we would also
like to thank Jane Mohr, Heather Ervolino, Nichole Birkenholz, Arpana Kumari,
and Janean Utley for managing the final production, design, supplement, and
media phases of the sixth edition.
Erik W. Larson
Clifford F. Gray
Note to Student
You will find the content of this text highly practical, relevant, and current. The
concepts discussed are relatively simple and intuitive. As you study each chapter
we suggest you try to grasp not only how things work, but why things work. You
are encouraged to use the text as a handbook as you move through the three levels
of competency:
I know.
I can do.
I can adapt to new situations.
Project management is both people and technical oriented. Project manage-
ment involves understanding the cause-effect relationships and interactions
among the sociotechnical dimensions of projects. Improved competency in
these dimensions will greatly enhance your competitive edge as a project
manager.
The field of project management is growing in importance and at an expo-
nential rate. It is nearly impossible to imagine a future management career that
does not include management of projects. Résumés of managers will soon be
primarily a description of the individual’s participation in and contributions to
projects.
Good luck on your journey through the text and on your future projects.
Chapter-by-Chapter Revisions for the Sixth Edition

Chapter 1: Modern Project Management
• New Snapshot: Project Management in Action 2013.
• Makes stronger case for why project management is essential skill set for
anyone’s career.
• New Snapshot: A Dozen Examples of Projects Given to Recent College
Graduates.
Chapter 2: Organization Strategy and Project Selection

• New Snapshot: Does IBM’s Watson’s Jeopardy Project Represent a Change in
Strategy?
• New Snapshot: HP’s Strategy Revision.
• Expanded discussion on the importance of project sponsors.
• Revamped description of how project risks are assessed during the proposal
phase.
• New case: Fund Raising Project Selection Case.
xi
xii Note to Student
Chapter 3: Organization: Structure and Culture

• New Snapshot: Google-y.
• New case: Horizon Consulting.
Chapter 4: Defining the Project

• A new central example of a Work Breakdown Structure (WBS).
• Discussion of Process Breakdown Structure (PBS).
• Inclusion of “power/interest” map for assessing stakeholders.
Chapter 5: Estimating Project Times and Costs

• New Snapshot: Reducing Estimating Error.
• Introduction to Reference Class Forecasting methodology.
• New case: Post Graduation Adventure.
Chapter 6: Developing a Project Schedule

• A new central example that clarifies the differences between free and total
slack.
• A description of the Activity on Arrow (AoA) method for calculating networks
has been deleted from the text and is now available only in the Instructor’s
Manual.
Chapter 7: Managing Risk

• New Snapshot: Playing Soccer in the Desert.
• New case: Sustaining Project Risk Management during Implementation.
Chapter 8 Appendix 1: The Critical-Chain Approach

• New Snapshot: Critical Chain Applied to Airplane Part Arrivals.
Chapter 9: Reducing Project Duration

• New Snapshot: Smartphone Wars.
Chapter 10: Leadership: Being an Effective Project Manager

• New case: The Blue Sky Project.
• New ethical dilemmas mini-case: Old Princeton Landing.
Chapter 11: Managing Project Teams

• Expanded discussion on project vision.
Chapter 12: Outsourcing: Managing Interorganizational Relations

• New Snapshot: The Boeing 787 Dreamliner.
• New Snapshot: U.S. Department of Defense’s Value Engineering Awards 2013.
• New case: Shell Case Fabricators.
Note to Student xiii
Chapter 15: International Projects

• More extensive discussion of financial risks associated with international
projects.
• New Snapshot: Project X–Namibia, Africa.
• New exercise assessing relative safety of different countries.
Chapter 17: An Introduction to Agile Project Management

• Elaborates on the role of product owner in Scrum.
• Includes all the principles of Agile Manifesto.
• Introduces the use of Sprint and Release Burndown charts to monitor progress
on Agile projects.
• Discusses the use of hybrid models that combine elements of Agile and
Waterfall.
Chapter 18: Project Management Career Paths

• New Snapshot: Ron Parker.
• Discussion on how to take advantage of opportunities at a university to de-
velop project management skills.
• Expanded discussion of the value of certification.
• New Snapshot: Grooming the Next Generation at Intel.
Appendix 2: Computer Project Exercises

• The Blue Zuma computer exercise in Appendix 2 has been replaced by a new
Red Zuma exercise.
• A video tutorial that demonstrates step by step how to complete and answer
the original Blue Zuma exercise is available online for students.
Brief Contents
Preface vii 13. Progress and Performance
Measurement and Evaluation 456
1. Modern Project Management 2
14. Project Closure 510
2. Organization Strategy and Project
15. International Projects 538
Selection 24
16. Oversight 572
3. Organization: Structure and Culture 66
17. An Introduction to Agile Project
4. Defining the Project 100
Management 590
5. Estimating Project Times and
18. Project Management Career Paths 614
Costs 128
6. Developing a Project Plan 160
APPENDIX
7. Managing Risk 204
One Solutions to Selected Exercises 627
8. Scheduling Resources and Costs 250
Two Computer Project Exercises 641
9. Reducing Project Duration 304
10. Leadership: Being an Effective Project GLOSSARY 658
Manager 338 ACRONYMS 667
11. Managing Project Teams 374 PROJECT MANAGEMENT
12. Outsourcing: Managing EQUATIONS 668
Interorganizational Relations 418 INDEX 669
xiv
Contents
Preface vii Chapter 3
Organization: Structure and Culture 66
Chapter 1
Project Management Structures 67
Modern Project Management 2
Organizing Projects within the Functional
What Is a Project? 6 Organization 68
The Project Life Cycle 8 Organizing Projects as Dedicated Teams 71
The Project Manager 9 Organizing Projects within a Matrix Arrangement 74
Being Part of a Project Team 10 Different Matrix Forms 75
Current Drivers of Project Management 11 What Is the Right Project Management
Project Governance 15 Structure? 79
Alignment of Projects with Organizational Organization Considerations 79
Strategy 16 Project Considerations 79
Project Management Today: A Socio-Technical Organizational Culture 81
Approach 17 What Is Organizational Culture? 81
Summary 18 Identifying Cultural Characteristics 83
Implications of Organizational Culture for
Organizing Projects 86
Chapter 2 Summary 89
Organization Strategy and Project
Selection 24 Chapter 4
The Strategic Management Process: An Defining the Project 100
Overview 26 Step 1: Defining the Project Scope 102
Four Activities of the Strategic Management Employing a Project Scope Checklist 102
Process 29 Step 2: Establishing Project Priorities 106
The Need for a Project Portfolio Management Step 3: Creating the Work Breakdown Structure 108
System 32 Major Groupings Found in a WBS 108
Problem 1: The Implementation Gap 32 How WBS Helps the Project Manager 109
Problem 2: Organization Politics 33 A Simple WBS Development 109
Problem 3: Resource Conflicts and Multitasking 34 Step 4: Integrating the WBS with the
A Portfolio Management System 36 Organization 113
Classification of the Project 36 Step 5: Coding the WBS for the Information
Selection Criteria 37 System 113
Financial Criteria 37 Process Breakdown Structure 116
Nonfinancial Criteria 39 Responsibility Matrices 117
Applying a Selection Model 42 Project Communication Plan 118
Sources and Solicitation of Project Summary 122
Proposals 43
Ranking Proposals and Selection of Projects 44 Chapter 5
Managing the Portfolio System 46
Estimating Project Times and Costs 128
Balancing the Portfolio for Risks and Types of
Projects 48 Factors Influencing the Quality of Estimates 130
Summary 49 Estimating Guidelines for Times, Costs, and
Appendix 2.1: Request for Proposal (RFP) 63 Resources 131
xv
xvi Contents
Top-Down versus Bottom-Up Chapter 7

Estimating 133 Managing Risk 204
Methods for Estimating Project Times and
Costs 135 Risk Management Process 205
Top-Down Approaches for Estimating Project Times Step 1: Risk Identification 207
and Costs 135 Step 2: Risk Assessment 210
Bottom-Up Approaches for Estimating Project Times Probability Analysis 213
and Costs 139 Step 3: Risk Response Development 214
A Hybrid: Phase Estimating 141 Mitigating Risk 214
Level of Detail 143 Avoiding Risk 215
Types of Costs 144 Transferring Risk 216
Refining Estimates 146 Retaining Risk 216
Creating a Database for Contingency Planning 216
Estimating 149 Technical Risks 218
Summary 150 Schedule Risks 220
Appendix 5.1: Learning Curves for Estimating 155 Cost Risks 220
Funding Risks 221
Opportunity Management 221
Chapter 6 Contingency Funding and Time Buffers 222
Developing a Project Plan 160 Budget Reserves 223
Management Reserves 223
Developing the Project Network 161 Time Buffers 224
From Work Package to Network 162 Step 4: Risk Response Control 224
Constructing a Project Network 164 Change Control Management 225
Terminology 164
Summary 229
Basic Rules to Follow in Developing Project
Appendix 7.1: PERT and PERT Simulation 239
Networks 164
Activity-on-Node (AON) Chapter 8
Fundamentals 165
Scheduling Resources and Costs 250
Network Computation Process 169
Forward Pass—Earliest Times 169 Overview of the Resource Scheduling Problem 251
Backward Pass—Latest Times 171 Types of Resource Constraints 253
Determining Slack (or Float) 173 Classification of a Scheduling Problem 255
Using the Forward and Backward Pass Resource Allocation Methods 255
Information 175 Assumptions 255
Level of Detail for Activities 176 Time-Constrained Project: Smoothing Resource
Practical Considerations 176 Demand 255
Network Logic Errors 176 Resource-Constrained Projects 257
Activity Numbering 176 Computer Demonstration of Resource-
Use of Computers to Develop Networks 177 Constrained Scheduling 262
Calendar Dates 180 The Impacts of Resource-Constrained Scheduling 268
Multiple Starts and Multiple Projects 180 Splitting Activities 268
Extended Network Techniques to Come Closer to Benefits of Scheduling Resources 270
Reality 180 Assigning Project Work 270
Laddering 180 Multiproject Resource Schedules 271
Use of Lags to Reduce Schedule Detail and Project Using the Resource Schedule to Develop a Project
Duration 180 Cost Baseline 273
An Example Using Lag Relationships—The Forward Why a Time-Phased Budget Baseline Is Needed 273
and Backward Pass 185 Creating a Time-Phased Budget 274
Hammock Activities 186 Summary 279
Summary 187 Appendix 8.1: The Critical-Chain Approach 293
Contents xvii
Chapter 9 Building High-Performance Project Teams 380

Reducing Project Duration 304 Recruiting Project Members 380
Conducting Project Meetings 383
Rationale for Reducing Project Duration 305 Establishing a Team Identity 387
Options for Accelerating Project Creating a Shared Vision 388
Completion 307 Managing Project Reward Systems 391
Options When Resources Are Not Constrained 308 Orchestrating the Decision-Making
Options When Resources Are Constrained 310 Process 392
Project Cost–Duration Graph 313 Managing Conflict within the Project 394
Explanation of Project Costs 313 Rejuvenating the Project Team 398
Constructing a Project Cost–Duration Graph 314 Managing Virtual Project Teams 399
Determining the Activities to Shorten 314 Project Team Pitfalls 403
A Simplified Example 316 Groupthink 403
Practical Considerations 318 Bureaucratic Bypass Syndrome 404
Using the Project Cost–Duration Graph 318 Team Spirit Becomes Team Infatuation 404
Crash Times 319 Going Native 404
Linearity Assumption 319 Summary 405
Choice of Activities to Crash Revisited 319
Time Reduction Decisions and Sensitivity 320 Chapter 12
What if Cost, Not Time, Is the Issue? 321 Outsourcing: Managing Interorganizational
Summary 323
Relations 418
Chapter 10 Outsourcing Project Work 419
Leadership: Being an Effective Project Best Practices in Outsourcing Project Work 423
Well-Defined Requirements and Procedures 424
Manager 338
Extensive Training and Team-Building Activities 426
Managing versus Leading a Project 339 Well-Established Conflict Management Processes
Managing Project Stakeholders 340 in Place 427
Influence as Exchange 344 Frequent Review and Status Updates 427
Task-Related Currencies 345 Co-Location When Needed 429
Position-Related Currencies 346 Fair and Incentive-Laden Contracts 430
Inspiration-Related Currencies 346 Long-Term Outsourcing Relationships 431
Relationship-Related Currencies 346 The Art of Negotiating 432
Personal-Related Currencies 347 1. Separate the People from the
Social Network Building 347 Problem 433
Mapping Dependencies 347 2. Focus on Interests, Not Positions 434
Management by Wandering Around (MBWA) 349 3. Invent Options for Mutual Gain 435
Managing Upward Relations 350 4. When Possible, Use Objective Criteria 435
Leading by Example 352 Dealing with Unreasonable People 436
Ethics and Project Management 355 A Note on Managing Customer Relations 437
Building Trust: The Key to Exercising Summary 440
Influence 357 Appendix 12.1: Contract Management 449
Qualities of an Effective Project Manager 359
Summary 362 Chapter 13
Progress and Performance Measurement and
Chapter 11 Evaluation 456
Managing Project Teams 374
Structure of a Project Monitoring Information
The Five-Stage Team Development Model 377 System 457
Situational Factors Affecting Team The Project Control Process 458
Development 378 Monitoring Time Performance 459
xviii Contents
Development of an Earned Value Cost/Schedule Chapter 15

System 462 International Projects 538
What Costs Are Included in Baselines? 465
Methods of Variance Analysis 465 Environmental Factors 540
Developing a Status Report: A Hypothetical Legal/Political 540
Example 467 Security 541
Assumptions 467 Geography 542
Baseline Development 467 Economic 542
Development of the Status Report 468 Infrastructure 544
Indexes to Monitor Progress 473 Culture 545
Performance Indexes 473 Project Site Selection 547
Project Percent Complete Indexes 474 Cross-Cultural Considerations: A Closer Look 548
Technical Performance Measurement 475 Adjustments 549
Software for Project Cost/Schedule Systems 475 Working in Mexico 552
Additional Earned Value Rules 476 Working in France 553
Forecasting Final Project Cost 476 Working in Saudi Arabia 555
Other Control Issues 479 Working in China 556
Scope Creep 479 Working in the United States 557
Baseline Changes 481 Summary Comments about Working in Different
The Costs and Problems of Data Acquisition 482 Cultures 559
Summary 483 Culture Shock 560
Appendix 13.1: The Application of Additional Coping with Culture Shock 562
Earned Value Rules 499 Selection and Training for International
Appendix 13.2: Obtaining Project Performance Projects 563
Information from MS Project 2010 506 Summary 566
Chapter 14 Chapter 16
Project Closure 510 Oversight 572
Types of Project Closure 512 Project Oversight 573
Wrap-up Closure Activities 513 Importance of Oversight to the Project Manager 574
Creating the Final Report 516 Portfolio Project Management 574
Post-Implementation Evaluation 517 Project Office 574
Team Evaluation 517 Phase Gate Methodology 577
Individual, Team Member, and Project Manager Organization Project Management in the
Performance Reviews 520 Long Run 582
Retrospectives 522 Organization Project Management Maturity 582
Why Retrospectives? 522 The Balanced Scorecard Model 586
Initiating the Retrospective Review 523 Summary 586
Use of an Independent Facilitator 524
Selection of a Facilitator 524 Chapter 17
Roles of a Facilitator 524
An Introduction to Agile Project
Managing a Retrospective 525
Management 590
Overseeing a Post-Project Retrospective 526
Utilization of Retrospectives 529 Traditional versus Agile Methods 591
Archiving Retrospectives 529 Agile PM 594
Concluding Retrospective Notes 530 Agile PM in Action: Scrum 596
Summary 530 Roles and Responsibilities 598
Appendix 14.1: Project Closeout Checklist 533 Scrum Meetings 598
Appendix 14.2: Euro Conversion—Project Closure Product and Sprint Backlogs 600
Checklist 535 Sprint and Release Burndown Charts 601
Contents 1
Applying Agile PM to Large Projects 603 Appendix 1: Solutions to Selected

Limitations and Concerns 604 Exercises 627
Summary 606 Appendix 2: Computer Project
Exercises 641
Chapter 18
Project Management Career Paths 614 Glossary 658
Career Paths 615 Acronyms 667
Pursuing a Career 618
Professional Training and Certification 619 Project Management Equations 668
More on Certification 620 Index 669
Gaining Visibility 621
Mentors 622
Success in Key Projects 623
Summary 624
C H A P T E R O N E
Modern Project Management

Project Schedule
Estimate
networks resources & costs
5
6 8
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iona
Reducing rnat
Define Inte ojects
project duration pr
4 9 15
ht
Oversig
16
Managing Monitoring Project
Introduction Organization progress closure
1 3 risk
7 13 14
17 Agile
P M
Strategy Leadership Teams Outsourcing 18 Career

pa ths
2 10 11 12
Modern Project Management

What Is a Project?
Current Drivers of Project Management
Project Governance
Project Management Today—A Socio-Technical Approach
Summary
Text Overview
2
All of mankind’s greatest accomplishments—from building the great pyra-
mids to discovering a cure for polio to putting a man on the moon—began
as a project.
This is a good time to be reading a book about project management. Business

leaders and experts have proclaimed that project management is critical to sus-
tainable economic growth. New jobs and competitive advantage are achieved by
constant innovation, developing new products and services, and improving both
productivity and quality of work. This is the world of project management. Proj-
ect management provides people with a powerful set of tools that improves their
ability to plan, implement, and manage activities to accomplish specific organiza-
tional objectives. But project management is more than just a set of tools; it is a
results-oriented management style that places a premium on building collabora-
tive relationships among a diverse cast of characters. Exciting opportunities await
people skilled in project management.
The project approach has long been the style of doing business in the construc-
tion industry, U.S. Department of Defense contracts, and Hollywood as well as
big consulting firms. Now project management has spread to all avenues of work.
Today, project teams carry out everything from port expansions to hospital re-
structuring to upgrading information systems. They are creating next generation,
fuel efficient vehicles, developing sustainable sources of energy, and exploring the
farthest reaches of outer space. The impact of project management is most pro-
found in the electronics industry, where the new folk heroes are young profession-
als whose Herculean efforts lead to the constant flow of new hardware and
software products.
Project management is not limited to the private sector. Project management is
also a vehicle for doing good deeds and solving social problems. Endeavors such
as providing emergency aid to areas hit by natural disasters, devising a strategy for
reducing crime and drug abuse within a city, or organizing a community effort
to renovate a public playground would and do benefit from the application of
modern project management skills and techniques.
Perhaps the best indicator of demand for project management can be seen
in the rapid expansion of the Project Management Institute (PMI), a profes-
sional organization for project managers. PMI membership has grown
from 93,000 in 2002 to more than 434,000 currently. See the PMI Snapshot
from Practice, for information regarding professional certification in project
management.
It’s nearly impossible to pick up a newspaper or business periodical and not
find something about projects. This is no surprise! Approximately $2.5 trillion
(about 25 percent of the U.S. gross national product) are spent on projects each
year in the United States alone. Other countries are increasingly spending more on
projects. Millions of people around the world consider project management the
major task in their profession.
3
4 Chapter 1 Modern Project Management
SNAPSHOT FROM PRACTICE The Project Management Institute*
The Project Management Institute (PMI) was Just as the CPA exam is a standard for accountants,
founded in 1969 as an international society for passing the PMP exam may become the standard for project
project managers. Today PMI has members managers. Some companies are requiring that all their proj-
from more than 180 countries and more than ect managers be PMP certified. Moreover, many job post-
424,600 members. PMI professionals come from virtually every ings are restricted to PMPs. Job seekers, in general, are
major industry, including aerospace, automotive, business finding that being PMP certified is an advantage in the
management, construction, engineering, financial services, marketplace.
information technology, pharmaceuticals, health care, and PMI added a certification as a Certified Associate in
telecommunications. Project Management (CAPM). CAPM is designed for project
PMI provides certification as a Project Management Pro- team members and entry-level project managers, as well as
fessional (PMP)—someone who has documented sufficient qualified undergraduate and graduate students who want a
project experience, agreed to follow the PMI code of profes- credential to recognize their mastery of the project manage-
sional conduct, and demonstrated mastery of the field of proj- ment body of knowledge. CAPM does not require the exten-
ect management by passing a comprehensive examination. sive project management experience associated with the
The number of people earning PMP status has grown dramat- PMP. For more details on PMP and CAPM, “Google” PMI to
ically in recent years. In 1996 there were fewer than 3,000 cer- find the current Web site for the Project Management
tified project management professionals. By June of 2013 Institute.
there were more than 537,400 Professional credential
holders. *PMI Today, June 2013, p. 4
Most of the people who excel at managing projects never have the title of proj-
ect manager. They include accountants, lawyers, administrators, scientists, con-
tractors, public health officials, teachers, and community advocates whose success
depends upon being able to lead and manage project work. For some, the very
nature of their work is project driven. Projects may be cases for lawyers, audits for
accountants, events for artists, and renovations for contractors. For others, proj-
ects may be a small, but critical part of their work. For example, a high school
teacher who teaches four classes a day is responsible for coaching a group of stu-
dents to compete in a national debate competition. A store manager who oversees
daily operations is charged with developing an employee retention program. A
sales account executive is given the additional assignment of team lead to launch
daily deals into a new city. A public health official who manages a clinic is also
responsible for organizing a Homeless Youth Connect event. For these and others,
project management is not a title, but a critical job requirement. It is hard to think
of a profession or a career path that would not benefit from being good at manag-
ing projects.
Not only is project management critical to most careers, the skill set is transfer-
able across most businesses and professions. At its core, project management fun-
damentals are universal. The same project management methodology that is used
to develop a new product can be adapted to create new services, organize events,
refurbish aging operations, and so forth. In a world where it is estimated that each
person is likely to experience three to four career changes, managing projects is a
talent worthy of development.
Chapter 1 Modern Project Management 5
A Dozen Examples of Projects Given

SNAPSHOT FROM PRACTICE to Recent College Graduates
1. Business information: Join a project team 7. Pre-med neurology student: Join project team linking
charged with installing new data security mind mapping to an imbedded prosthetic that will
system. allow blind people to function near normally.
2. Physical education: Design and develop 8. Sports communication: Join Olympic project team that
a new fitness program for senior citizens that com- will promote women’s sport products for the 2016 Games
bines principles of yoga and aerobics. in Reo de Janeiro, Brazil.
3. Marketing: Execute a sales program for new home air 9. Systems engineer: Become a project team member of
purifier. a project to develop data mining of medical papers
4. Industrial engineering: Manage a team to create a and studies related to drug efficacy.
value chain report for every aspect of key product 10. Accounting: Work on an audit of a major client.
from design to customer delivery. 11. Public health: Research and design a medical mari-
5. Chemistry: Develop a quality control program for orga- juana educational program.
nization’s drug production facilities. 12. English: Create a web-based user manual for new
6. Management: Implement a new store layout design. electronics product.
© Troels Graugaard/E1/Getty Images
The significance of project management can also be seen in the classroom.

Twenty years ago major universities offered one or two classes in project manage-
ment, primarily for engineers. Today, most universities offer multiple sections of
project management classes, with the core group of engineers being supplemented
by business students majoring in marketing, management information systems
(MIS), and finance, as well as students from other disciplines such as oceanography,
health sciences, computer sciences, and liberal arts. These students are finding that
their exposure to project management is providing them with distinct advantages
when it comes time to look for jobs. More and more employers are looking for
graduates with project management skills. See the nearby Snapshot from Practice
for examples of projects given to recent college graduates. The logical starting
point for developing these skills is understanding the uniqueness of a project and
of project managers.
What Is a Project?
What do the following headlines have in common?
Millions watch Olympic Opening Ceremony
Citywide WiFi system set to go live
Hospitals respond to new Health Care Reforms
Apple’s new iPhone hits the market
City receives stimulus funds to expand light rail system
All of these events represent projects.
© Lars Baron/Getty Images
The Project Management Institute provides the following definition of a

project:
A project is a temporary endeavor undertaken to create a unique product, service, or result.
Like most organizational effort, the major goal of a project is to satisfy a customer’s
need. Beyond this fundamental similarity, the characteristics of a project help
differentiate it from other endeavors of the organization. The major characteristics

of a project are as follows:
1. An established objective.
2. A defined life span with a beginning and an end.
3. Usually, the involvement of several departments and professionals.
4. Typically, doing something that has never been done before.
5. Specific time, cost, and performance requirements.
First, projects have a defined objective—whether it is constructing a
12-story apartment complex by January 1 or releasing version 2.0 of a specific
software package as quickly as possible. This singular purpose is often lacking
in daily organizational life in which workers perform repetitive operations
each day.
Second, because there is a specified objective, projects have a defined endpoint,
which is contrary to the ongoing duties and responsibilities of traditional jobs. In
many cases, individuals move from one project to the next as opposed to staying
in one job. After helping to install a security system, an IT engineer may be
assigned to develop a database for a different client.
Third, unlike much organizational work that is segmented according to func-
tional specialty, projects typically require the combined efforts of a variety of spe-
cialists. Instead of working in separate offices under separate managers, project
participants, whether they be engineers, financial analysts, marketing profession-
als, or quality control specialists, work closely together under the guidance of a
project manager to complete a project.
The fourth characteristic of a project is that it is nonroutine and has some
unique elements. This is not an either/or issue but a matter of degree. Obviously,
accomplishing something that has never been done before, such as building a
electric automobile or landing two mechanical rovers on Mars, requires
solving previously unsolved problems and breakthrough technology. On the
other hand, even basic construction projects that involve established sets of
routines and procedures require some degree of customization that makes
them unique.
Finally, specific time, cost, and performance requirements bind projects. Proj-
ects are evaluated according to accomplishment, cost, and time spent. These triple
constraints impose a higher degree of accountability than you typically find in
most jobs. These three also highlight one of the primary functions of project man-
agement, which is balancing the trade-offs between time, cost, and performance
while ultimately satisfying the customer.
What a Project Is Not Projects should not be confused with everyday work. A
project is not routine, repetitive work! Ordinary daily work typically requires do-
ing the same or similar work over and over, while a project is done only once; a
new product or service exists when the project is completed. Examine the list in
Table 1.1 that compares routine, repetitive work and projects. Recognizing the
difference is important because too often resources can be used up on daily oper-
ations which may not contribute to longer range organization strategies that
require innovative new products.
Program versus Project In practice the terms project and program cause confu-
sion. They are often used synonymously. A program is a group of related projects
TABLE 1.1
Routine, Repetitive Work Projects
Comparison of
Routine Work with Taking class notes Writing a term paper
Projects Daily entering sales receipts into the Setting up a sales kiosk for a professional
accounting ledger accounting meeting
Responding to a supply-chain request Developing a supply-chain information system
Practicing scales on the piano Writing a new piano piece
Routine manufacture of an Apple iPod Designing an iPod that is approximately
2 3 4 inches, interfaces with PC, and
stores 10,000 songs
Attaching tags on a manufactured product Wire-tag projects for GE and Wal-Mart
designed to accomplish a common goal over an extended period of time. Each project
within a program has a project manager. The major differences lie in scale and
time span.
Program management is the process of managing a group of ongoing, inter-
dependent, related projects in a coordinated way to achieve strategic objectives.
For example, a pharmaceutical organization could have a program for curing
cancer. The cancer program includes and coordinates all cancer projects that
continue over an extended time horizon (Gray, 2011). Coordinating all cancer
projects under the oversight of a cancer team provides benefits not available from
managing them individually. This cancer team also oversees the selection and
prioritizing of cancer projects that are included in their special “Cancer” portfolio.
Although each project retains its own goals and scope, the project manager and
team are also motivated by the higher program goal. Program goals are closely
related to broad strategic organization goals.
The Project Life Cycle

Another way of illustrating the unique nature of project work is in terms of the
project life cycle. Some project managers find it useful to use the project life cycle
as the cornerstone for managing projects. The life cycle recognizes that projects
have a limited life span and that there are predictable changes in level of effort and
focus over the life of the project. There are a number of different life-cycle models
in project management literature. Many are unique to a specific industry or type
of project. For example, a new software development project may consist of five
phases: definition, design, code, integration/test, and maintenance. A generic cycle
is depicted in Figure 1.1.
The project life cycle typically passes sequentially through four stages: defining,
planning, executing, and delivering. The starting point begins the moment the
project is given the go-ahead. Project effort starts slowly, builds to a peak, and
then declines to delivery of the project to the customer.
1. Defining stage: Specifications of the project are defined; project objectives are
established; teams are formed; major responsibilities are assigned.
2. Planning stage: The level of effort increases, and plans are developed to
determine what the project will entail, when it will be scheduled, whom it
will benefit, what quality level should be maintained, and what the budget
will be.
FIGURE 1.1
Project Life Cycle
Executing
Level of effort
Planning
Defining Closing
Start Time End
Defining Planning Executing Closing

1. Goals 1. Schedules 1. Status reports 1. Train customer
2. Specifications 2. Budgets 2. Changes 2. Transfer documents
3. Tasks 3. Resources 3. Quality 3. Release resources
4. Responsibilities 4. Risks 4. Forecasts 4. Evaluation
5. Staffing 5. Lessons learned
3. Executing stage: A major portion of the project work takes place—both

physical and mental. The physical product is produced (a bridge, a report, a
software program). Time, cost, and specification measures are used for
control. Is the project on schedule, on budget, and meeting specifications?
What are the forecasts of each of these measures? What revisions/changes
are necessary?
4. Closing stage: Closing includes three activities: delivering the project product
to the customer, redeploying project resources, and post-project review.
Delivery of the project might include customer training and transferring
documents. Redeployment usually involves releasing project equipment/
materials to other projects and finding new assignments for team members.
Post-project reviews include not only assessing performance but also capturing
lessons learned.
In practice, the project life cycle is used by some project groups to depict the
timing of major tasks over the life of the project. For example, the design team
might plan a major commitment of resources in the defining stage, while the
quality team would expect their major effort to increase in the latter stages of
the project life cycle. Because most organizations have a portfolio of projects
going on concurrently, each at a different stage of each project’s life cycle, care-
ful planning and management at the organization and project levels are
imperative.
The Project Manager

At first glance project managers perform the same functions as other managers.
That is, they plan, schedule, motivate, and control. However, what makes them
unique is that they manage temporary, nonrepetitive activities, to complete a fixed

life project. Unlike functional managers, who take over existing operations, project
managers create a project team and organization where none existed before. They
must decide what and how things should be done instead of simply managing set
processes. They must meet the challenges of each phase of the project life cycle,
and even oversee the dissolution of their operation when the project is
completed.
Project managers must work with a diverse troupe of characters to complete
projects. They are typically the direct link to the customer and must manage
the tension between customer expectations and what is feasible and reasonable.
Project managers provide direction, coordination, and integration to the proj-
ect team, which is often made up of part-time participants loyal to their func-
tional departments. They often must work with a cadre of outsiders—vendors,
suppliers, subcontractors—who do not necessarily share their project
allegience.
Project managers are ultimately responsible for performance (frequently with
too little authority). They must ensure that appropriate trade-offs are made
between the time, cost, and performance requirements of the project. At the same
time, unlike their functional counterparts, project managers generally possess only
rudimentary technical knowledge to make such decisions. Instead, they must or-
chestrate the completion of the project by inducing the right people, at the right
time, to address the right issues and make the right decisions.
While project management is not for the timid, working on projects can be an
extremely rewarding experience. Life on projects is rarely boring; each day is dif-
ferent from the last. Since most projects are directed at solving some tangible
problem or pursuing some useful opportunity, project managers find their work
personally meaningful and satisfying. They enjoy the act of creating something
new and innovative. Project managers and team members can feel immense pride
in their accomplishment, whether it is a new bridge, a new product, or needed
service. Project managers are often stars in their organization and well
compensated.
Good project managers are always in demand. Every industry is looking for
effective people who can get the right things done on time. Clearly, project man-
agement is a challenging and exciting profession. This text is intended to provide
the necessary knowledge, perspective, and tools to enable students to accept the
challenge.
Being Part of a Project Team

Most people’s first exposure to project management occurs while working as part
of a team assigned to complete a specific project. Sometimes this work is full-time,
but in most cases, people work part-time on one or more projects. They must learn
how to juggle their day-to-day commitments with additional project responsibili-
ties. They may join a team with a long history of working together, in which case
roles and norms are firmly established. Alternatively, their team may consist of
strangers from different departments and organizations. As such, they endure the
growing pains of a group evolving into a team. They need to be a positive force in
helping the team coalesce into an effective project team.
Not only are there people issues, but project members are also expected to use
project management tools and concepts. They develop or are given a project charter
or scope statement that defines the objectives and parameters of the project. They
work with others to create a project schedule and budget that will guide project exe-
cution. They need to understand project priorities so they can make independent
decisions. They must know how to monitor and report project progress. Although
much of this book is written from the perspective of a project manager, the tools,
concepts, and methods are critical to everyone working on a project. Project mem-
bers need to know how to avoid the dangers of scope creep, manage the critical
path, engage in timely risk management, negotiate, and utilize virtual tools to
communicate.
Current Drivers of Project Management

Project management is no longer a special-need management. It is rapidly becom-
ing a standard way of doing business. See Snapshot from Practice: Project Man-
agement in Action: 2013. An increasing percentage of the typical firm’s effort is
being devoted to projects. The future promises an increase in the importance and
the role of projects in contributing to the strategic direction of organizations. Sev-
eral reasons why this is the case are briefly discussed below.
Compression of the Product Life Cycle

One of the most significant driving forces behind the demand for project manage-
ment is the shortening of the product life cycle. For example, today in high-tech
industries the product life cycle is averaging 6 months to 3 years. Only 30 years
ago, life cycles of 10 to 15 years were not uncommon. Time to market for new
products with short life cycles has become increasingly important. A common rule
of thumb in the world of high-tech product development is that a six-month proj-
ect delay can result in a 33 percent loss in product revenue share. Speed, therefore,
becomes a competitive advantage; more and more organizations are relying on
cross-functional project teams to get new products and services to the market as
quickly as possible.
Knowledge Explosion
The growth in new knowledge has increased the complexity of projects because
projects encompass the latest advances. For example, building a road 30 years ago
was a somewhat simple process. Today, each area has increased in complexity, in-
cluding materials, specifications, codes, aesthetics, equipment, and required spe-
cialists. Similarly, in today’s digital, electronic age it is becoming hard to find a
new product that does not contain at least one microchip. Product complexity has
increased the need to integrate divergent technologies. Project management has
emerged as an important discipline for achieving this task.
Triple Bottom Line (planet, people, profit)

The threat of global warming has brought sustainable business practices to the
forefront. Businesses can no longer simply focus on maximizing profit to the
detriment of the environment and society. Efforts to reduce carbon imprint and
utilize renewable resources are realized through effective project management.
The impact of this movement towards sustainability can be seen in changes in
SNAPSHOT FROM PRACTICE Project Management in Action: 2013
© Frederic J. Brown/AFP/Getty Images
Businesses thrive and survive based on their ability to manage ORGANIZATION: OAKLAND A’S BASEBALL TEAM
projects that produce products and services that meet market Project: Cisco Stadium
needs. Below is a small sample of projects that are important In November 2006, the future of the Oakland A’s looked
to their company’s future. bright as the team announced plans to build a new ballpark
in Fremont, CA. Upon announcing plans to build a ballpark,
ORGANIZATION: PROCTER AND GAMBLE the Oakland A’s sold the naming rights to the ballpark to
Project: Global Ordering, Shipping, and Billing Project Cisco Systems for $4 million/year over 30 years. The ball-
The project goal is to improve customer service, processes, park design mimicked classic ballparks of the past, while
and organization structure. The global team relied on virtual combining the most advanced technology in the world.
communication, while closely managing risk and milestone Those plans have since been derailed as opposition in-
dates. The new system is designed to allow P&G to make creased from major retailers and homeowners near the sta-
real-time decisions, enabling the company to collect and dium site. The A’s have spent the past five years pursuing
respond to consumer/retailer feedback to create more com- other options including building the ballpark in Oakland,
pelling promotions to increase sales. The system should also near the coliseum, or possibly in San Jose, CA. The A’s need
improve efficiencies in supply chains by, for example, identify- the new stadium to turn around lagging attendance, which
ing the best warehouses to ship products to. has been at or near the bottom among major league base-
ball clubs.
—PMI Today, 2012 PMI Project of the Year Finalists, December
2012, p. 7 —Oakland Tribune, 8/1/12
the objectives and techniques used to complete projects. See Snapshot from
Practice: Dell Children’s Becomes World’s First “Green” Hospital.
Corporate Downsizing
The last decade has seen a dramatic restructuring of organizational life. Downsiz-
ing (or rightsizing if you are still employed) and sticking to core competencies
ORGANIZATION: CHINA SUNERGY CO., LTD ORGANIZATION: BILL & MELINDA GATES
Project: Sanliurfa Solar Park, Turkey FOUNDATION
The Chinese company, Sunergy, has entered into a joint Project: Drought-Tolerant Maize for Africa
agreement with Seul Energy, a leading solar developer, to de- The goal of the project is to help farmers in Sub-Saharan
velop a 500kw solar park in Sanliurfa, Turkey. The plants will Africa living in drought-susceptible areas increase their
incorporate state of the art technology and new types of solar maize (corn) productivity. Getting the improved maize varieties
cells. The project is the beginning of an ambitious program into the hands of African farmers is the product of over two
designed to meet the expected growth in demand for energy decades of research and involves a broad coalition of
in Central Asia. partners, from governments and NGOs to seed dealers and
farmers. More than 2 million smallholder farmers in Africa
—www.prnewswire.com/news-releases/china, accessed are already realizing the benefits of higher yields. By 2016,
1/5/13 the drought-tolerant maize project is expected to boost
maize yields by as much as 30%, benefiting up to 40 million
ORGANIZATION: THE WALT DISNEY COMPANY people in Africa.
Project: Star Wars Episode 7
Disney spent over $4 billion to purchase Lucasfilm, which in- —gatesfoundation.org, accessed 1/9/13
cluded exclusive past and future rights to the popular Star
Wars franchise. Preproduction work on the newest Star Wars ORGANIZATION: FIAT, ITALY
feature is scheduled to begin in 2013 with a projected release Project: 2013 Fiat 500 EV
date in 2015. The Star Wars investment is seen by industry ex- Available Spring 2013, the EV is a totally electric version of the
perts as an effort by Disney to broaden its pop culture reach popular Fiat 500 line. The EV sports a 100-hp electric motor
and re-establish Disney films in the sci-fi/fantasy genre after powered by lithium batteries with 87 miles of electric range.
the failure of space epic John Carter and Mars Needs Moms. Fiat needs to prove that it is a forward looking company and
provide another reason to buy the 500 other than styling or the
—businessweek.com, 11/11/12 sales curve will plunge once the cuteness fails. Success will
depend upon overcoming customer range anxiety and the risk
ORGANIZATION: DISH NETWORK that governments will stop supporting electric vehicles with
Project: Hopper attractive subsidies.
Dish Network made a splash at the 2013 Consumer Electronics
Show by showing off the latest generation of Hopper, a whole- —caranddriver.com, accessed 1/20/13
home HD DVR system. Hopper includes commercial skipping
technology and the ability to move programs onto iPads and ORGANIZATION: SONY, JAPAN
other mobile devices. The announcement cemented Dish’s po- Project: Sony PlayStation 4 (PS4)
sition as one of the leaders in the “TV Everywhere” movement It’s been seven years since Sony released the highly success-
in which favorite shows and movies can be accessed from any ful PlayStation 3, and the Internet is buzzing with rumors of a
device at any location. Dish is counting on Hopper and related fourth-generation PlayStation. The PS4 reportedly will feature
products to compete against DirecTV and deep-pocketed a tablet-style controller and state of the art graphics. At stake
cable and telecom providers. is Sony’s position in the $10 billion-plus gaming industry.
—Ces.cnet.com, 1/8/13 —sonyps4.com, accessed 1/11/13
have become necessary for survival for many firms. Middle management is a mere
skeleton of the past. In today’s flatter and leaner organizations, where change is a
constant, project management is replacing middle management as a way of ensur-
ing that things get done. Corporate downsizing has also led to a change in the way
organizations approach projects. Companies outsource significant segments of
project work, and project managers have to manage not only their own people but
also their counterparts in different organizations.
Dell Children’s Becomes World’s

SNAPSHOT FROM PRACTICE First “Green” Hospital*
Dateline 1/7/2009, Austin Texas: Dell Children’s Energy Efficiency and Energy Conservation
Medical Center becomes the first hospital in
• An on-site natural gas turbine supplies all electricity,
the world to receive platinum LEED (Leader-
which is 75 percent more efficient than coal-fired plants.
ship in Energy & Environmental Design) certi-
fication. Platinum certification is the highest award granted by • Converted steam energy from a heating/cooling plant sup-
the U.S. Green Building Council. plies all chilled water needs.
Dell Children’s occupies nearly one-half million square feet Indoor Environment Quality and Lighting
on 32 acres that were once part of Austin’s old Mueller Airport.
Its environmentally sensitive design not only conserves water • Most interior spaces are within 32 feet of a window.
and electricity, but positively impacts the hospital’s clinical en- • Motion and natural light sensors shut off unneeded lights.
vironment by improving air quality, making natural sunlight
readily available, and reducing a wide range of pollutants. Conservation of Materials and Resources
In order to receive LEED certification, buildings are rated in five • Use of local and regional materials saves fuel for shipping.
key areas: sustainable site development, water savings, energy
• Special paints and flooring emit low levels of volatile or-
efficiency, materials selection, and environmental quality. Listed
ganic compounds (VOCs).
below are some of the accomplishments in each LEED category:
“Even before the first plans were drawn up, we set our sight
Sustainable Site
on creating a world-class children’s hospital, and becoming
• 47,000 tons of Mueller Airport runway material was reused the first LEED Platinum hospital in the world was definitely part
on site. of that,” said Robert Bonar, president and CEO, Dell Children’s
• About 40 percent fly ash instead of Portland cement in con- Medical Center of Central Texas. “Our motivation to pursue
crete yields a drop in carbon dioxide emissions equivalent LEED Platinum was not just environmental. Being a ‘green’
to taking 450 cars off the road. hospital has profound, measurable effect on healing. What’s
good for the environment and good for our neighbors is also
• 925 tons of construction waste was recycled on site.
good for our patients.”
Water Efficiency and Water Conservation * Austin Business Journal, 1-11-2009; www.dellchildrens.net/about_
us/news/2009/01/08.
• Reclaimed water is used for irrigation; xeriscaped land-
scaping uses native plants, which require less water.
• Low-flow plumbing fixtures.
Increased Customer Focus

Increased competition has placed a premium on customer satisfaction. Customers
no longer simply settle for generic products and services. They want customized
products and services that cater to their specific needs. This mandate requires a much
closer working relationship between the provider and the receiver. Account execu-
tives and sales representatives are assuming more of a project manager’s role as they
work with their organization to satisfy the unique needs and requests of clients.
Increased customer attention has also prompted the development of custom-
ized products and services. For example, 15 years ago buying a set of golf clubs
was a relatively simple process: You picked out a set based on price and feel.
Today, there are golf clubs for tall players and short players, clubs for players who
tend to slice the ball and clubs for those who hook the ball, high-tech clubs with
the latest metallurgic discovery guaranteed to add distance, and so forth. Project
management is critical both to development of customized products and services
and to sustaining lucrative relationships with customers.
Small Projects Represent Big Problems

The velocity of change required to remain competitive or simply keep up has
created an organizational climate in which hundreds of projects are implemented
concurrently. This climate has created a multiproject environment and a plethora
of new problems. Sharing and prioritizing resources across a portfolio of
projects is a major challenge for senior management. Many firms have no idea
of the problems involved with inefficient management of small projects. Small
projects typically carry the same or more risk as do large projects. Small projects
are perceived as having little impact on the bottom line because they do not
demand large amounts of scarce resources and/or money. Because so many small
projects are going on concurrently and because the perception of the inefficiency
impact is small, measuring inefficiency is usually nonexistent. Unfortunately,
many small projects soon add up to large sums of money. Many customers and
millions of dollars are lost each year on small projects in product and service
organizations. Small projects can represent hidden costs not measured in the
accounting system.
Organizations with many small projects going on concurrently face the most
difficult project management problems. A key question becomes one of how to
create an organizational environment that supports multiproject management. A
process is needed to prioritize and develop a portfolio of small projects that
supports the mission of the organization.
In summary, there are a variety of environmental forces interacting in today’s
business world that contribute to the increased demand for good project
management across all industries and sectors. Project management appears to
be ideally suited for a business environment requiring accountability, flexibility,
innovation, speed, and continuous improvement. These environment and other
factors have created the necessity for major oversight of all organization
projects.
Project Governance
Competing in a global market influenced by rapid change, innovation, and time to
market means organizations manage more and more projects. Some means for
coordinating and managing projects in this changing environment is needed. Cen-
tralization of project management processes and practices has been the practical
outcome. For example, Google, Apple, General Electric, and Sony all have over
1,000 projects being implemented concurrently every day of the year across bor-
ders and differing cultures. Questions: How do these organizations oversee the man-
agement of all these projects? How were these projects selected? How do they ensure
performance measurement and accountability? How can project management contin-
ually improve? Centralization entails governance of all project processes and prac-
tices to improve project management.
Governance is designed to improve project management in the whole organiza-
tion over the long haul. The rationale for integration of project management was
to provide senior management with:
• An overview of all project management activities;
• A big picture of how organizational resources are being used;
• An assessment of the risk their portfolio of projects represents;
FIGURE 1.2
Integrated Organizational Culture
Management of Environment
Projects
Strategic
Alignment
Portfolio
Management
Project
Management
• A rough metric for measuring the improvement of managing projects relative

to others in the industry;
• Linkages of senior management with actual project execution management.
Full insight of all components of the organization is crucial for aligning internal
business resources with the requirements of the changing environment. Gover-
nance enables management to have greater flexibility and better control of all
project management activities.
Operationally, what does project management integration mean? It necessitates
combining all of the major dimensions of project management under one um-
brella. Each dimension is connected in one seamless, integrated domain. Gover-
nance means applying a set of knowledge, skills, tools, and techniques to a
collection of projects in order to move the organization toward its strategic goals.
This integrative movement represents a major thrust of project driven organiza-
tions across all industries. See Figure 1.2, Integrated Management of Projects.
Alignment of Projects with Organizational Strategy

Today, projects are the modus operandi for implementing strategy. Yet in some orga-
nizations, selection and management of projects often fail to support the strategic
plan of the organization. Strategic plans are written by one group of managers, proj-
ects selected by another group, and projects implemented by another. These indepen-
dent decisions by different groups of managers create a set of conditions leading to
conflict, confusion, and frequently an unsatisfied customer. Under these conditions,
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Since projects are the modus operandi, strategic alignment of projects is of
major importance to conserving and effective use of organization resources. Selec-
tion criteria need to ensure each project is prioritized and contributes to strategic
goals. Anything less is a waste of scarce organizational resources—people, capital,
and equipment. Ensuring alignment requires a selection process that is systematic,
open, consistent, and balanced. All of the projects selected become part of a proj-
ect portfolio that balances the total risk for the organization. Management of the
project portfolio ensures that only the most valuable projects are approved and
managed across the entire organization.
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DANCE ON STILTS AT THE GIRLS’ UNYAGO, NIUCHI
Newala, too, suffers from the distance of its water-supply—at least

the Newala of to-day does; there was once another Newala in a lovely
valley at the foot of the plateau. I visited it and found scarcely a trace
of houses, only a Christian cemetery, with the graves of several
missionaries and their converts, remaining as a monument of its
former glories. But the surroundings are wonderfully beautiful. A
thick grove of splendid mango-trees closes in the weather-worn
crosses and headstones; behind them, combining the useful and the
agreeable, is a whole plantation of lemon-trees covered with ripe
fruit; not the small African kind, but a much larger and also juicier
imported variety, which drops into the hands of the passing traveller,
without calling for any exertion on his part. Old Newala is now under
the jurisdiction of the native pastor, Daudi, at Chingulungulu, who,
as I am on very friendly terms with him, allows me, as a matter of
course, the use of this lemon-grove during my stay at Newala.
FEET MUTILATED BY THE RAVAGES OF THE “JIGGER”
(Sarcopsylla penetrans)
The water-supply of New Newala is in the bottom of the valley,

some 1,600 feet lower down. The way is not only long and fatiguing,
but the water, when we get it, is thoroughly bad. We are suffering not
only from this, but from the fact that the arrangements at Newala are
nothing short of luxurious. We have a separate kitchen—a hut built
against the boma palisade on the right of the baraza, the interior of
which is not visible from our usual position. Our two cooks were not
long in finding this out, and they consequently do—or rather neglect
to do—what they please. In any case they do not seem to be very
particular about the boiling of our drinking-water—at least I can
attribute to no other cause certain attacks of a dysenteric nature,
from which both Knudsen and I have suffered for some time. If a
man like Omari has to be left unwatched for a moment, he is capable
of anything. Besides this complaint, we are inconvenienced by the
state of our nails, which have become as hard as glass, and crack on
the slightest provocation, and I have the additional infliction of
pimples all over me. As if all this were not enough, we have also, for
the last week been waging war against the jigger, who has found his
Eldorado in the hot sand of the Makonde plateau. Our men are seen
all day long—whenever their chronic colds and the dysentery likewise
raging among them permit—occupied in removing this scourge of
Africa from their feet and trying to prevent the disastrous
consequences of its presence. It is quite common to see natives of
this place with one or two toes missing; many have lost all their toes,
or even the whole front part of the foot, so that a well-formed leg
ends in a shapeless stump. These ravages are caused by the female of
Sarcopsylla penetrans, which bores its way under the skin and there
develops an egg-sac the size of a pea. In all books on the subject, it is
stated that one’s attention is called to the presence of this parasite by
an intolerable itching. This agrees very well with my experience, so
far as the softer parts of the sole, the spaces between and under the
toes, and the side of the foot are concerned, but if the creature
penetrates through the harder parts of the heel or ball of the foot, it
may escape even the most careful search till it has reached maturity.
Then there is no time to be lost, if the horrible ulceration, of which
we see cases by the dozen every day, is to be prevented. It is much
easier, by the way, to discover the insect on the white skin of a
European than on that of a native, on which the dark speck scarcely
shows. The four or five jiggers which, in spite of the fact that I
constantly wore high laced boots, chose my feet to settle in, were
taken out for me by the all-accomplished Knudsen, after which I
thought it advisable to wash out the cavities with corrosive
sublimate. The natives have a different sort of disinfectant—they fill
the hole with scraped roots. In a tiny Makua village on the slope of
the plateau south of Newala, we saw an old woman who had filled all
the spaces under her toe-nails with powdered roots by way of
prophylactic treatment. What will be the result, if any, who can say?
The rest of the many trifling ills which trouble our existence are
really more comic than serious. In the absence of anything else to
smoke, Knudsen and I at last opened a box of cigars procured from
the Indian store-keeper at Lindi, and tried them, with the most
distressing results. Whether they contain opium or some other
narcotic, neither of us can say, but after the tenth puff we were both
“off,” three-quarters stupefied and unspeakably wretched. Slowly we
recovered—and what happened next? Half-an-hour later we were
once more smoking these poisonous concoctions—so insatiable is the
craving for tobacco in the tropics.
Even my present attacks of fever scarcely deserve to be taken
seriously. I have had no less than three here at Newala, all of which
have run their course in an incredibly short time. In the early
afternoon, I am busy with my old natives, asking questions and
making notes. The strong midday coffee has stimulated my spirits to
an extraordinary degree, the brain is active and vigorous, and work
progresses rapidly, while a pleasant warmth pervades the whole
body. Suddenly this gives place to a violent chill, forcing me to put on
my overcoat, though it is only half-past three and the afternoon sun
is at its hottest. Now the brain no longer works with such acuteness
and logical precision; more especially does it fail me in trying to
establish the syntax of the difficult Makua language on which I have
ventured, as if I had not enough to do without it. Under the
circumstances it seems advisable to take my temperature, and I do
so, to save trouble, without leaving my seat, and while going on with
my work. On examination, I find it to be 101·48°. My tutors are
abruptly dismissed and my bed set up in the baraza; a few minutes
later I am in it and treating myself internally with hot water and
lemon-juice.
Three hours later, the thermometer marks nearly 104°, and I make
them carry me back into the tent, bed and all, as I am now perspiring
heavily, and exposure to the cold wind just beginning to blow might
mean a fatal chill. I lie still for a little while, and then find, to my
great relief, that the temperature is not rising, but rather falling. This
is about 7.30 p.m. At 8 p.m. I find, to my unbounded astonishment,
that it has fallen below 98·6°, and I feel perfectly well. I read for an
hour or two, and could very well enjoy a smoke, if I had the
wherewithal—Indian cigars being out of the question.
Having no medical training, I am at a loss to account for this state
of things. It is impossible that these transitory attacks of high fever
should be malarial; it seems more probable that they are due to a
kind of sunstroke. On consulting my note-book, I become more and
more inclined to think this is the case, for these attacks regularly
follow extreme fatigue and long exposure to strong sunshine. They at
least have the advantage of being only short interruptions to my
work, as on the following morning I am always quite fresh and fit.
My treasure of a cook is suffering from an enormous hydrocele which
makes it difficult for him to get up, and Moritz is obliged to keep in
the dark on account of his inflamed eyes. Knudsen’s cook, a raw boy
from somewhere in the bush, knows still less of cooking than Omari;
consequently Nils Knudsen himself has been promoted to the vacant
post. Finding that we had come to the end of our supplies, he began
by sending to Chingulungulu for the four sucking-pigs which we had
bought from Matola and temporarily left in his charge; and when
they came up, neatly packed in a large crate, he callously slaughtered
the biggest of them. The first joint we were thoughtless enough to
entrust for roasting to Knudsen’s mshenzi cook, and it was
consequently uneatable; but we made the rest of the animal into a
jelly which we ate with great relish after weeks of underfeeding,
consuming incredible helpings of it at both midday and evening
meals. The only drawback is a certain want of variety in the tinned
vegetables. Dr. Jäger, to whom the Geographical Commission
entrusted the provisioning of the expeditions—mine as well as his
own—because he had more time on his hands than the rest of us,
seems to have laid in a huge stock of Teltow turnips,[46] an article of
food which is all very well for occasional use, but which quickly palls
when set before one every day; and we seem to have no other tins
left. There is no help for it—we must put up with the turnips; but I
am certain that, once I am home again, I shall not touch them for ten
years to come.
Amid all these minor evils, which, after all, go to make up the
genuine flavour of Africa, there is at least one cheering touch:
Knudsen has, with the dexterity of a skilled mechanic, repaired my 9
× 12 cm. camera, at least so far that I can use it with a little care.
How, in the absence of finger-nails, he was able to accomplish such a
ticklish piece of work, having no tool but a clumsy screw-driver for
taking to pieces and putting together again the complicated
mechanism of the instantaneous shutter, is still a mystery to me; but
he did it successfully. The loss of his finger-nails shows him in a light
contrasting curiously enough with the intelligence evinced by the
above operation; though, after all, it is scarcely surprising after his
ten years’ residence in the bush. One day, at Lindi, he had occasion
to wash a dog, which must have been in need of very thorough
cleansing, for the bottle handed to our friend for the purpose had an
extremely strong smell. Having performed his task in the most
conscientious manner, he perceived with some surprise that the dog
did not appear much the better for it, and was further surprised by
finding his own nails ulcerating away in the course of the next few
days. “How was I to know that carbolic acid has to be diluted?” he
mutters indignantly, from time to time, with a troubled gaze at his
mutilated finger-tips.
Since we came to Newala we have been making excursions in all
directions through the surrounding country, in accordance with old
habit, and also because the akida Sefu did not get together the tribal
elders from whom I wanted information so speedily as he had
promised. There is, however, no harm done, as, even if seen only
from the outside, the country and people are interesting enough.
The Makonde plateau is like a large rectangular table rounded off
at the corners. Measured from the Indian Ocean to Newala, it is
about seventy-five miles long, and between the Rovuma and the
Lukuledi it averages fifty miles in breadth, so that its superficial area
is about two-thirds of that of the kingdom of Saxony. The surface,
however, is not level, but uniformly inclined from its south-western
edge to the ocean. From the upper edge, on which Newala lies, the
eye ranges for many miles east and north-east, without encountering
any obstacle, over the Makonde bush. It is a green sea, from which
here and there thick clouds of smoke rise, to show that it, too, is
inhabited by men who carry on their tillage like so many other
primitive peoples, by cutting down and burning the bush, and
manuring with the ashes. Even in the radiant light of a tropical day
such a fire is a grand sight.
Much less effective is the impression produced just now by the
great western plain as seen from the edge of the plateau. As often as
time permits, I stroll along this edge, sometimes in one direction,
sometimes in another, in the hope of finding the air clear enough to
let me enjoy the view; but I have always been disappointed.
Wherever one looks, clouds of smoke rise from the burning bush,
and the air is full of smoke and vapour. It is a pity, for under more
favourable circumstances the panorama of the whole country up to
the distant Majeje hills must be truly magnificent. It is of little use
taking photographs now, and an outline sketch gives a very poor idea
of the scenery. In one of these excursions I went out of my way to
make a personal attempt on the Makonde bush. The present edge of
the plateau is the result of a far-reaching process of destruction
through erosion and denudation. The Makonde strata are
everywhere cut into by ravines, which, though short, are hundreds of
yards in depth. In consequence of the loose stratification of these
beds, not only are the walls of these ravines nearly vertical, but their
upper end is closed by an equally steep escarpment, so that the
western edge of the Makonde plateau is hemmed in by a series of
deep, basin-like valleys. In order to get from one side of such a ravine
to the other, I cut my way through the bush with a dozen of my men.
It was a very open part, with more grass than scrub, but even so the
short stretch of less than two hundred yards was very hard work; at
the end of it the men’s calicoes were in rags and they themselves
bleeding from hundreds of scratches, while even our strong khaki
suits had not escaped scatheless.
NATIVE PATH THROUGH THE MAKONDE BUSH, NEAR

MAHUTA
I see increasing reason to believe that the view formed some time
back as to the origin of the Makonde bush is the correct one. I have
no doubt that it is not a natural product, but the result of human
occupation. Those parts of the high country where man—as a very
slight amount of practice enables the eye to perceive at once—has not
yet penetrated with axe and hoe, are still occupied by a splendid
timber forest quite able to sustain a comparison with our mixed
forests in Germany. But wherever man has once built his hut or tilled
his field, this horrible bush springs up. Every phase of this process
may be seen in the course of a couple of hours’ walk along the main
road. From the bush to right or left, one hears the sound of the axe—
not from one spot only, but from several directions at once. A few
steps further on, we can see what is taking place. The brush has been
cut down and piled up in heaps to the height of a yard or more,
between which the trunks of the large trees stand up like the last
pillars of a magnificent ruined building. These, too, present a
melancholy spectacle: the destructive Makonde have ringed them—
cut a broad strip of bark all round to ensure their dying off—and also
piled up pyramids of brush round them. Father and son, mother and
son-in-law, are chopping away perseveringly in the background—too
busy, almost, to look round at the white stranger, who usually excites
so much interest. If you pass by the same place a week later, the piles
of brushwood have disappeared and a thick layer of ashes has taken
the place of the green forest. The large trees stretch their
smouldering trunks and branches in dumb accusation to heaven—if
they have not already fallen and been more or less reduced to ashes,
perhaps only showing as a white stripe on the dark ground.
This work of destruction is carried out by the Makonde alike on the
virgin forest and on the bush which has sprung up on sites already
cultivated and deserted. In the second case they are saved the trouble
of burning the large trees, these being entirely absent in the
secondary bush.
After burning this piece of forest ground and loosening it with the
hoe, the native sows his corn and plants his vegetables. All over the
country, he goes in for bed-culture, which requires, and, in fact,
receives, the most careful attention. Weeds are nowhere tolerated in
the south of German East Africa. The crops may fail on the plains,
where droughts are frequent, but never on the plateau with its
abundant rains and heavy dews. Its fortunate inhabitants even have
the satisfaction of seeing the proud Wayao and Wamakua working
for them as labourers, driven by hunger to serve where they were
accustomed to rule.
But the light, sandy soil is soon exhausted, and would yield no
harvest the second year if cultivated twice running. This fact has
been familiar to the native for ages; consequently he provides in
time, and, while his crop is growing, prepares the next plot with axe
and firebrand. Next year he plants this with his various crops and
lets the first piece lie fallow. For a short time it remains waste and
desolate; then nature steps in to repair the destruction wrought by
man; a thousand new growths spring out of the exhausted soil, and
even the old stumps put forth fresh shoots. Next year the new growth
is up to one’s knees, and in a few years more it is that terrible,
impenetrable bush, which maintains its position till the black
occupier of the land has made the round of all the available sites and
come back to his starting point.
The Makonde are, body and soul, so to speak, one with this bush.
According to my Yao informants, indeed, their name means nothing
else but “bush people.” Their own tradition says that they have been
settled up here for a very long time, but to my surprise they laid great
stress on an original immigration. Their old homes were in the
south-east, near Mikindani and the mouth of the Rovuma, whence
their peaceful forefathers were driven by the continual raids of the
Sakalavas from Madagascar and the warlike Shirazis[47] of the coast,
to take refuge on the almost inaccessible plateau. I have studied
African ethnology for twenty years, but the fact that changes of
population in this apparently quiet and peaceable corner of the earth
could have been occasioned by outside enterprises taking place on
the high seas, was completely new to me. It is, no doubt, however,
correct.
The charming tribal legend of the Makonde—besides informing us
of other interesting matters—explains why they have to live in the
thickest of the bush and a long way from the edge of the plateau,
instead of making their permanent homes beside the purling brooks
and springs of the low country.
“The place where the tribe originated is Mahuta, on the southern
side of the plateau towards the Rovuma, where of old time there was
nothing but thick bush. Out of this bush came a man who never
washed himself or shaved his head, and who ate and drank but little.
He went out and made a human figure from the wood of a tree
growing in the open country, which he took home to his abode in the
bush and there set it upright. In the night this image came to life and
was a woman. The man and woman went down together to the
Rovuma to wash themselves. Here the woman gave birth to a still-
born child. They left that place and passed over the high land into the
valley of the Mbemkuru, where the woman had another child, which
was also born dead. Then they returned to the high bush country of
Mahuta, where the third child was born, which lived and grew up. In
course of time, the couple had many more children, and called
themselves Wamatanda. These were the ancestral stock of the
Makonde, also called Wamakonde,[48] i.e., aborigines. Their
forefather, the man from the bush, gave his children the command to
bury their dead upright, in memory of the mother of their race who
was cut out of wood and awoke to life when standing upright. He also
warned them against settling in the valleys and near large streams,
for sickness and death dwelt there. They were to make it a rule to
have their huts at least an hour’s walk from the nearest watering-
place; then their children would thrive and escape illness.”
The explanation of the name Makonde given by my informants is
somewhat different from that contained in the above legend, which I
extract from a little book (small, but packed with information), by
Pater Adams, entitled Lindi und sein Hinterland. Otherwise, my
results agree exactly with the statements of the legend. Washing?
Hapana—there is no such thing. Why should they do so? As it is, the
supply of water scarcely suffices for cooking and drinking; other
people do not wash, so why should the Makonde distinguish himself
by such needless eccentricity? As for shaving the head, the short,
woolly crop scarcely needs it,[49] so the second ancestral precept is
likewise easy enough to follow. Beyond this, however, there is
nothing ridiculous in the ancestor’s advice. I have obtained from
various local artists a fairly large number of figures carved in wood,
ranging from fifteen to twenty-three inches in height, and
representing women belonging to the great group of the Mavia,
Makonde, and Matambwe tribes. The carving is remarkably well
done and renders the female type with great accuracy, especially the
keloid ornamentation, to be described later on. As to the object and
meaning of their works the sculptors either could or (more probably)
would tell me nothing, and I was forced to content myself with the
scanty information vouchsafed by one man, who said that the figures
were merely intended to represent the nembo—the artificial
deformations of pelele, ear-discs, and keloids. The legend recorded
by Pater Adams places these figures in a new light. They must surely
be more than mere dolls; and we may even venture to assume that
they are—though the majority of present-day Makonde are probably
unaware of the fact—representations of the tribal ancestress.
The references in the legend to the descent from Mahuta to the
Rovuma, and to a journey across the highlands into the Mbekuru
valley, undoubtedly indicate the previous history of the tribe, the
travels of the ancestral pair typifying the migrations of their
descendants. The descent to the neighbouring Rovuma valley, with
its extraordinary fertility and great abundance of game, is intelligible
at a glance—but the crossing of the Lukuledi depression, the ascent
to the Rondo Plateau and the descent to the Mbemkuru, also lie
within the bounds of probability, for all these districts have exactly
the same character as the extreme south. Now, however, comes a
point of especial interest for our bacteriological age. The primitive
Makonde did not enjoy their lives in the marshy river-valleys.
Disease raged among them, and many died. It was only after they
had returned to their original home near Mahuta, that the health
conditions of these people improved. We are very apt to think of the
African as a stupid person whose ignorance of nature is only equalled
by his fear of it, and who looks on all mishaps as caused by evil
spirits and malignant natural powers. It is much more correct to
assume in this case that the people very early learnt to distinguish
districts infested with malaria from those where it is absent.
This knowledge is crystallized in the
ancestral warning against settling in the
valleys and near the great waters, the
dwelling-places of disease and death. At the
same time, for security against the hostile
Mavia south of the Rovuma, it was enacted
that every settlement must be not less than a
certain distance from the southern edge of the
plateau. Such in fact is their mode of life at the
present day. It is not such a bad one, and
certainly they are both safer and more
comfortable than the Makua, the recent
intruders from the south, who have made USUAL METHOD OF
good their footing on the western edge of the CLOSING HUT-DOOR
plateau, extending over a fairly wide belt of
country. Neither Makua nor Makonde show in their dwellings
anything of the size and comeliness of the Yao houses in the plain,
especially at Masasi, Chingulungulu and Zuza’s. Jumbe Chauro, a
Makonde hamlet not far from Newala, on the road to Mahuta, is the
most important settlement of the tribe I have yet seen, and has fairly
spacious huts. But how slovenly is their construction compared with
the palatial residences of the elephant-hunters living in the plain.
The roofs are still more untidy than in the general run of huts during
the dry season, the walls show here and there the scanty beginnings
or the lamentable remains of the mud plastering, and the interior is a
veritable dog-kennel; dirt, dust and disorder everywhere. A few huts
only show any attempt at division into rooms, and this consists
merely of very roughly-made bamboo partitions. In one point alone
have I noticed any indication of progress—in the method of fastening
the door. Houses all over the south are secured in a simple but
ingenious manner. The door consists of a set of stout pieces of wood
or bamboo, tied with bark-string to two cross-pieces, and moving in
two grooves round one of the door-posts, so as to open inwards. If
the owner wishes to leave home, he takes two logs as thick as a man’s
upper arm and about a yard long. One of these is placed obliquely
against the middle of the door from the inside, so as to form an angle
of from 60° to 75° with the ground. He then places the second piece
horizontally across the first, pressing it downward with all his might.
It is kept in place by two strong posts planted in the ground a few
inches inside the door. This fastening is absolutely safe, but of course
cannot be applied to both doors at once, otherwise how could the
owner leave or enter his house? I have not yet succeeded in finding
out how the back door is fastened.
MAKONDE LOCK AND KEY AT JUMBE CHAURO

This is the general way of closing a house. The Makonde at Jumbe
Chauro, however, have a much more complicated, solid and original
one. Here, too, the door is as already described, except that there is
only one post on the inside, standing by itself about six inches from
one side of the doorway. Opposite this post is a hole in the wall just
large enough to admit a man’s arm. The door is closed inside by a
large wooden bolt passing through a hole in this post and pressing
with its free end against the door. The other end has three holes into
which fit three pegs running in vertical grooves inside the post. The
door is opened with a wooden key about a foot long, somewhat
curved and sloped off at the butt; the other end has three pegs
corresponding to the holes, in the bolt, so that, when it is thrust
through the hole in the wall and inserted into the rectangular
opening in the post, the pegs can be lifted and the bolt drawn out.[50]
MODE OF INSERTING THE KEY
With no small pride first one householder and then a second

showed me on the spot the action of this greatest invention of the
Makonde Highlands. To both with an admiring exclamation of
“Vizuri sana!” (“Very fine!”). I expressed the wish to take back these
marvels with me to Ulaya, to show the Wazungu what clever fellows
the Makonde are. Scarcely five minutes after my return to camp at
Newala, the two men came up sweating under the weight of two
heavy logs which they laid down at my feet, handing over at the same
time the keys of the fallen fortress. Arguing, logically enough, that if
the key was wanted, the lock would be wanted with it, they had taken
their axes and chopped down the posts—as it never occurred to them
to dig them out of the ground and so bring them intact. Thus I have
two badly damaged specimens, and the owners, instead of praise,
come in for a blowing-up.
The Makua huts in the environs of Newala are especially
miserable; their more than slovenly construction reminds one of the
temporary erections of the Makua at Hatia’s, though the people here
have not been concerned in a war. It must therefore be due to
congenital idleness, or else to the absence of a powerful chief. Even
the baraza at Mlipa’s, a short hour’s walk south-east of Newala,
shares in this general neglect. While public buildings in this country
are usually looked after more or less carefully, this is in evident
danger of being blown over by the first strong easterly gale. The only
attractive object in this whole district is the grave of the late chief
Mlipa. I visited it in the morning, while the sun was still trying with
partial success to break through the rolling mists, and the circular
grove of tall euphorbias, which, with a broken pot, is all that marks
the old king’s resting-place, impressed one with a touch of pathos.
Even my very materially-minded carriers seemed to feel something
of the sort, for instead of their usual ribald songs, they chanted
solemnly, as we marched on through the dense green of the Makonde
bush:—
“We shall arrive with the great master; we stand in a row and have
no fear about getting our food and our money from the Serkali (the
Government). We are not afraid; we are going along with the great
master, the lion; we are going down to the coast and back.”
With regard to the characteristic features of the various tribes here
on the western edge of the plateau, I can arrive at no other
conclusion than the one already come to in the plain, viz., that it is
impossible for anyone but a trained anthropologist to assign any
given individual at once to his proper tribe. In fact, I think that even
an anthropological specialist, after the most careful examination,
might find it a difficult task to decide. The whole congeries of peoples
collected in the region bounded on the west by the great Central
African rift, Tanganyika and Nyasa, and on the east by the Indian
Ocean, are closely related to each other—some of their languages are
only distinguished from one another as dialects of the same speech,
and no doubt all the tribes present the same shape of skull and
structure of skeleton. Thus, surely, there can be no very striking
differences in outward appearance.
Even did such exist, I should have no time
to concern myself with them, for day after day,
I have to see or hear, as the case may be—in
any case to grasp and record—an
extraordinary number of ethnographic
phenomena. I am almost disposed to think it
fortunate that some departments of inquiry, at
least, are barred by external circumstances.
Chief among these is the subject of iron-
working. We are apt to think of Africa as a
country where iron ore is everywhere, so to
speak, to be picked up by the roadside, and
where it would be quite surprising if the
inhabitants had not learnt to smelt the
material ready to their hand. In fact, the
knowledge of this art ranges all over the
continent, from the Kabyles in the north to the
Kafirs in the south. Here between the Rovuma
and the Lukuledi the conditions are not so
favourable. According to the statements of the
Makonde, neither ironstone nor any other
form of iron ore is known to them. They have
not therefore advanced to the art of smelting
the metal, but have hitherto bought all their
THE ANCESTRESS OF
THE MAKONDE
iron implements from neighbouring tribes.
Even in the plain the inhabitants are not much
better off. Only one man now living is said to
understand the art of smelting iron. This old fundi lives close to
Huwe, that isolated, steep-sided block of granite which rises out of
the green solitude between Masasi and Chingulungulu, and whose
jagged and splintered top meets the traveller’s eye everywhere. While
still at Masasi I wished to see this man at work, but was told that,
frightened by the rising, he had retired across the Rovuma, though
he would soon return. All subsequent inquiries as to whether the
fundi had come back met with the genuine African answer, “Bado”
(“Not yet”).
BRAZIER
Some consolation was afforded me by a brassfounder, whom I

came across in the bush near Akundonde’s. This man is the favourite
of women, and therefore no doubt of the gods; he welds the glittering
brass rods purchased at the coast into those massive, heavy rings
which, on the wrists and ankles of the local fair ones, continually give
me fresh food for admiration. Like every decent master-craftsman he
had all his tools with him, consisting of a pair of bellows, three
crucibles and a hammer—nothing more, apparently. He was quite
willing to show his skill, and in a twinkling had fixed his bellows on
the ground. They are simply two goat-skins, taken off whole, the four
legs being closed by knots, while the upper opening, intended to
admit the air, is kept stretched by two pieces of wood. At the lower
end of the skin a smaller opening is left into which a wooden tube is
stuck. The fundi has quickly borrowed a heap of wood-embers from
the nearest hut; he then fixes the free ends of the two tubes into an
earthen pipe, and clamps them to the ground by means of a bent
piece of wood. Now he fills one of his small clay crucibles, the dross
on which shows that they have been long in use, with the yellow
material, places it in the midst of the embers, which, at present are
only faintly glimmering, and begins his work. In quick alternation
the smith’s two hands move up and down with the open ends of the
bellows; as he raises his hand he holds the slit wide open, so as to let
the air enter the skin bag unhindered. In pressing it down he closes
the bag, and the air puffs through the bamboo tube and clay pipe into
the fire, which quickly burns up. The smith, however, does not keep
on with this work, but beckons to another man, who relieves him at
the bellows, while he takes some more tools out of a large skin pouch
carried on his back. I look on in wonder as, with a smooth round
stick about the thickness of a finger, he bores a few vertical holes into
the clean sand of the soil. This should not be difficult, yet the man
seems to be taking great pains over it. Then he fastens down to the
ground, with a couple of wooden clamps, a neat little trough made by
splitting a joint of bamboo in half, so that the ends are closed by the
two knots. At last the yellow metal has attained the right consistency,
and the fundi lifts the crucible from the fire by means of two sticks
split at the end to serve as tongs. A short swift turn to the left—a
tilting of the crucible—and the molten brass, hissing and giving forth
clouds of smoke, flows first into the bamboo mould and then into the
holes in the ground.
The technique of this backwoods craftsman may not be very far
advanced, but it cannot be denied that he knows how to obtain an
adequate result by the simplest means. The ladies of highest rank in
this country—that is to say, those who can afford it, wear two kinds
of these massive brass rings, one cylindrical, the other semicircular
in section. The latter are cast in the most ingenious way in the
bamboo mould, the former in the circular hole in the sand. It is quite
a simple matter for the fundi to fit these bars to the limbs of his fair
customers; with a few light strokes of his hammer he bends the
pliable brass round arm or ankle without further inconvenience to
the wearer.
SHAPING THE POT
SMOOTHING WITH MAIZE-COB
CUTTING THE EDGE

FINISHING THE BOTTOM
LAST SMOOTHING BEFORE

BURNING
FIRING THE BRUSH-PILE

LIGHTING THE FARTHER SIDE OF
THE PILE
TURNING THE RED-HOT VESSEL
NYASA WOMAN MAKING POTS AT MASASI

Pottery is an art which must always and everywhere excite the
interest of the student, just because it is so intimately connected with
the development of human culture, and because its relics are one of
the principal factors in the reconstruction of our own condition in
prehistoric times. I shall always remember with pleasure the two or
three afternoons at Masasi when Salim Matola’s mother, a slightly-
built, graceful, pleasant-looking woman, explained to me with
touching patience, by means of concrete illustrations, the ceramic art
of her people. The only implements for this primitive process were a
lump of clay in her left hand, and in the right a calabash containing
the following valuables: the fragment of a maize-cob stripped of all
its grains, a smooth, oval pebble, about the size of a pigeon’s egg, a
few chips of gourd-shell, a bamboo splinter about the length of one’s
hand, a small shell, and a bunch of some herb resembling spinach.
Nothing more. The woman scraped with the
shell a round, shallow hole in the soft, fine
sand of the soil, and, when an active young
girl had filled the calabash with water for her,
she began to knead the clay. As if by magic it
gradually assumed the shape of a rough but
already well-shaped vessel, which only wanted
a little touching up with the instruments
before mentioned. I looked out with the
MAKUA WOMAN closest attention for any indication of the use
MAKING A POT. of the potter’s wheel, in however rudimentary
SHOWS THE a form, but no—hapana (there is none). The
BEGINNINGS OF THE embryo pot stood firmly in its little
POTTER’S WHEEL
depression, and the woman walked round it in
a stooping posture, whether she was removing
small stones or similar foreign bodies with the maize-cob, smoothing
the inner or outer surface with the splinter of bamboo, or later, after
letting it dry for a day, pricking in the ornamentation with a pointed
bit of gourd-shell, or working out the bottom, or cutting the edge
with a sharp bamboo knife, or giving the last touches to the finished
vessel. This occupation of the women is infinitely toilsome, but it is
without doubt an accurate reproduction of the process in use among
our ancestors of the Neolithic and Bronze ages.
There is no doubt that the invention of pottery, an item in human
progress whose importance cannot be over-estimated, is due to
women. Rough, coarse and unfeeling, the men of the horde range
over the countryside. When the united cunning of the hunters has
succeeded in killing the game; not one of them thinks of carrying
home the spoil. A bright fire, kindled by a vigorous wielding of the
drill, is crackling beside them; the animal has been cleaned and cut
up secundum artem, and, after a slight singeing, will soon disappear
under their sharp teeth; no one all this time giving a single thought
to wife or child.
To what shifts, on the other hand, the primitive wife, and still more
the primitive mother, was put! Not even prehistoric stomachs could
endure an unvarying diet of raw food. Something or other suggested
the beneficial effect of hot water on the majority of approved but
indigestible dishes. Perhaps a neighbour had tried holding the hard
roots or tubers over the fire in a calabash filled with water—or maybe
an ostrich-egg-shell, or a hastily improvised vessel of bark. They
became much softer and more palatable than they had previously
been; but, unfortunately, the vessel could not stand the fire and got
charred on the outside. That can be remedied, thought our
ancestress, and plastered a layer of wet clay round a similar vessel.
This is an improvement; the cooking utensil remains uninjured, but
the heat of the fire has shrunk it, so that it is loose in its shell. The
next step is to detach it, so, with a firm grip and a jerk, shell and
kernel are separated, and pottery is invented. Perhaps, however, the
discovery which led to an intelligent use of the burnt-clay shell, was
made in a slightly different way. Ostrich-eggs and calabashes are not
to be found in every part of the world, but everywhere mankind has
arrived at the art of making baskets out of pliant materials, such as
bark, bast, strips of palm-leaf, supple twigs, etc. Our inventor has no
water-tight vessel provided by nature. “Never mind, let us line the
basket with clay.” This answers the purpose, but alas! the basket gets
burnt over the blazing fire, the woman watches the process of
cooking with increasing uneasiness, fearing a leak, but no leak
appears. The food, done to a turn, is eaten with peculiar relish; and
the cooking-vessel is examined, half in curiosity, half in satisfaction
at the result. The plastic clay is now hard as stone, and at the same
time looks exceedingly well, for the neat plaiting of the burnt basket
is traced all over it in a pretty pattern. Thus, simultaneously with
pottery, its ornamentation was invented.
Primitive woman has another claim to respect. It was the man,
roving abroad, who invented the art of producing fire at will, but the
woman, unable to imitate him in this, has been a Vestal from the
earliest times. Nothing gives so much trouble as the keeping alight of
the smouldering brand, and, above all, when all the men are absent
from the camp. Heavy rain-clouds gather, already the first large
drops are falling, the first gusts of the storm rage over the plain. The
little flame, a greater anxiety to the woman than her own children,
flickers unsteadily in the blast. What is to be done? A sudden thought
occurs to her, and in an instant she has constructed a primitive hut
out of strips of bark, to protect the flame against rain and wind.
This, or something very like it, was the way in which the principle
of the house was discovered; and even the most hardened misogynist
cannot fairly refuse a woman the credit of it. The protection of the
hearth-fire from the weather is the germ from which the human
dwelling was evolved. Men had little, if any share, in this forward
step, and that only at a late stage. Even at the present day, the
plastering of the housewall with clay and the manufacture of pottery
are exclusively the women’s business. These are two very significant
survivals. Our European kitchen-garden, too, is originally a woman’s
invention, and the hoe, the primitive instrument of agriculture, is,
characteristically enough, still used in this department. But the
noblest achievement which we owe to the other sex is unquestionably
the art of cookery. Roasting alone—the oldest process—is one for
which men took the hint (a very obvious one) from nature. It must
have been suggested by the scorched carcase of some animal
overtaken by the destructive forest-fires. But boiling—the process of
improving organic substances by the help of water heated to boiling-
point—is a much later discovery. It is so recent that it has not even
yet penetrated to all parts of the world. The Polynesians understand
how to steam food, that is, to cook it, neatly wrapped in leaves, in a
hole in the earth between hot stones, the air being excluded, and
(sometimes) a few drops of water sprinkled on the stones; but they
do not understand boiling.
To come back from this digression, we find that the slender Nyasa
woman has, after once more carefully examining the finished pot,
put it aside in the shade to dry. On the following day she sends me
word by her son, Salim Matola, who is always on hand, that she is
going to do the burning, and, on coming out of my house, I find her
already hard at work. She has spread on the ground a layer of very
dry sticks, about as thick as one’s thumb, has laid the pot (now of a
yellowish-grey colour) on them, and is piling brushwood round it.
My faithful Pesa mbili, the mnyampara, who has been standing by,
most obligingly, with a lighted stick, now hands it to her. Both of
them, blowing steadily, light the pile on the lee side, and, when the
flame begins to catch, on the weather side also. Soon the whole is in a
blaze, but the dry fuel is quickly consumed and the fire dies down, so
that we see the red-hot vessel rising from the ashes. The woman
turns it continually with a long stick, sometimes one way and
sometimes another, so that it may be evenly heated all over. In
twenty minutes she rolls it out of the ash-heap, takes up the bundle
of spinach, which has been lying for two days in a jar of water, and
sprinkles the red-hot clay with it. The places where the drops fall are
marked by black spots on the uniform reddish-brown surface. With a
sigh of relief, and with visible satisfaction, the woman rises to an
erect position; she is standing just in a line between me and the fire,
from which a cloud of smoke is just rising: I press the ball of my
camera, the shutter clicks—the apotheosis is achieved! Like a
priestess, representative of her inventive sex, the graceful woman
stands: at her feet the hearth-fire she has given us beside her the
invention she has devised for us, in the background the home she has
built for us.
At Newala, also, I have had the manufacture of pottery carried on
in my presence. Technically the process is better than that already
described, for here we find the beginnings of the potter’s wheel,
which does not seem to exist in the plains; at least I have seen
nothing of the sort. The artist, a frightfully stupid Makua woman, did
not make a depression in the ground to receive the pot she was about
to shape, but used instead a large potsherd. Otherwise, she went to
work in much the same way as Salim’s mother, except that she saved
herself the trouble of walking round and round her work by squatting
at her ease and letting the pot and potsherd rotate round her; this is
surely the first step towards a machine. But it does not follow that
the pot was improved by the process. It is true that it was beautifully
rounded and presented a very creditable appearance when finished,
but the numerous large and small vessels which I have seen, and, in
part, collected, in the “less advanced” districts, are no less so. We
moderns imagine that instruments of precision are necessary to
produce excellent results. Go to the prehistoric collections of our
museums and look at the pots, urns and bowls of our ancestors in the
dim ages of the past, and you will at once perceive your error.
MAKING LONGITUDINAL CUT IN
BARK
DRAWING THE BARK OFF THE LOG
REMOVING THE OUTER BARK

BEATING THE BARK
WORKING THE BARK-CLOTH AFTER BEATING, TO MAKE IT

SOFT
MANUFACTURE OF BARK-CLOTH AT NEWALA

To-day, nearly the whole population of German East Africa is
clothed in imported calico. This was not always the case; even now in
some parts of the north dressed skins are still the prevailing wear,
and in the north-western districts—east and north of Lake
Tanganyika—lies a zone where bark-cloth has not yet been
superseded. Probably not many generations have passed since such
bark fabrics and kilts of skins were the only clothing even in the
south. Even to-day, large quantities of this bright-red or drab
material are still to be found; but if we wish to see it, we must look in
the granaries and on the drying stages inside the native huts, where
it serves less ambitious uses as wrappings for those seeds and fruits
which require to be packed with special care. The salt produced at
Masasi, too, is packed for transport to a distance in large sheets of
bark-cloth. Wherever I found it in any degree possible, I studied the
process of making this cloth. The native requisitioned for the
purpose arrived, carrying a log between two and three yards long and
as thick as his thigh, and nothing else except a curiously-shaped
mallet and the usual long, sharp and pointed knife which all men and
boys wear in a belt at their backs without a sheath—horribile dictu!
[51]
Silently he squats down before me, and with two rapid cuts has
drawn a couple of circles round the log some two yards apart, and
slits the bark lengthwise between them with the point of his knife.
With evident care, he then scrapes off the outer rind all round the
log, so that in a quarter of an hour the inner red layer of the bark
shows up brightly-coloured between the two untouched ends. With
some trouble and much caution, he now loosens the bark at one end,
and opens the cylinder. He then stands up, takes hold of the free
edge with both hands, and turning it inside out, slowly but steadily
pulls it off in one piece. Now comes the troublesome work of
scraping all superfluous particles of outer bark from the outside of
the long, narrow piece of material, while the inner side is carefully
scrutinised for defective spots. At last it is ready for beating. Having
signalled to a friend, who immediately places a bowl of water beside
him, the artificer damps his sheet of bark all over, seizes his mallet,
lays one end of the stuff on the smoothest spot of the log, and
hammers away slowly but continuously. “Very simple!” I think to
myself. “Why, I could do that, too!”—but I am forced to change my
opinions a little later on; for the beating is quite an art, if the fabric is
not to be beaten to pieces. To prevent the breaking of the fibres, the
stuff is several times folded across, so as to interpose several
thicknesses between the mallet and the block. At last the required
state is reached, and the fundi seizes the sheet, still folded, by both
ends, and wrings it out, or calls an assistant to take one end while he
holds the other. The cloth produced in this way is not nearly so fine
and uniform in texture as the famous Uganda bark-cloth, but it is
quite soft, and, above all, cheap.
Now, too, I examine the mallet. My craftsman has been using the
simpler but better form of this implement, a conical block of some
hard wood, its base—the striking surface—being scored across and
across with more or less deeply-cut grooves, and the handle stuck
into a hole in the middle. The other and earlier form of mallet is
shaped in the same way, but the head is fastened by an ingenious
network of bark strips into the split bamboo serving as a handle. The
observation so often made, that ancient customs persist longest in
connection with religious ceremonies and in the life of children, here
finds confirmation. As we shall soon see, bark-cloth is still worn
during the unyago,[52] having been prepared with special solemn
ceremonies; and many a mother, if she has no other garment handy,
will still put her little one into a kilt of bark-cloth, which, after all,
looks better, besides being more in keeping with its African
surroundings, than the ridiculous bit of print from Ulaya.
MAKUA WOMEN

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Student Learning Aids

Amoako-Gyampah, University of North Carolina–Greensboro; Owen P. Hall,

Chapter-by-Chapter Revisions for the Sixth Edition

Chapter 2: Organization Strategy and Project Selection

Chapter 3: Organization: Structure and Culture

Chapter 4: Defining the Project

Chapter 5: Estimating Project Times and Costs

Chapter 6: Developing a Project Schedule

Chapter 7: Managing Risk

Chapter 8 Appendix 1: The Critical-Chain Approach

Chapter 9: Reducing Project Duration

Chapter 10: Leadership: Being an Effective Project Manager

Chapter 11: Managing Project Teams

Chapter 12: Outsourcing: Managing Interorganizational Relations

Chapter 15: International Projects

Chapter 17: An Introduction to Agile Project Management

Chapter 18: Project Management Career Paths

Appendix 2: Computer Project Exercises

Top-Down versus Bottom-Up Chapter 7

Chapter 9 Building High-Performance Project Teams 380

Development of an Earned Value Cost/Schedule Chapter 15

Applying Agile PM to Large Projects 603 Appendix 1: Solutions to Selected

Modern Project Management

Strategy Leadership Teams Outsourcing 18 Career

Modern Project Management

This is a good time to be reading a book about project management. Business

SNAPSHOT FROM PRACTICE The Project Management Institute*

A Dozen Examples of Projects Given

© Troels Graugaard/E1/Getty Images

The significance of project management can also be seen in the classroom.

© Lars Baron/Getty Images

The Project Management Institute provides the following definition of a

differentiate it from other endeavors of the organization. The major characteristics

The Project Life Cycle

Start Time End

Defining Planning Executing Closing

3. Executing stage: A major portion of the project work takes place—both

The Project Manager

unique is that they manage temporary, nonrepetitive activities, to complete a fixed

Being Part of a Project Team

Current Drivers of Project Management

Compression of the Product Life Cycle

Triple Bottom Line (planet, people, profit)

SNAPSHOT FROM PRACTICE Project Management in Action: 2013

© Frederic J. Brown/AFP/Getty Images

—Ces.cnet.com, 1/8/13 —sonyps4.com, accessed 1/11/13

Dell Children’s Becomes World’s

Increased Customer Focus

Small Projects Represent Big Problems

• A rough metric for measuring the improvement of managing projects relative

Alignment of Projects with Organizational Strategy

Newala, too, suffers from the distance of its water-supply—at least

The water-supply of New Newala is in the bottom of the valley,

NATIVE PATH THROUGH THE MAKONDE BUSH, NEAR

MAKONDE LOCK AND KEY AT JUMBE CHAURO

MODE OF INSERTING THE KEY

With no small pride first one householder and then a second

Some consolation was afforded me by a brassfounder, whom I

SMOOTHING WITH MAIZE-COB

CUTTING THE EDGE

LAST SMOOTHING BEFORE