The best definition of a project in PMBOK 7 is in Table X4-2, Unique Characteristics of Projects, Programs, and Products, of Appendix X4. The definition in this book is the same.
PMBOK 7 has shifted away from the traditionally-prescribed four phases of a project, in favor of tailoring one’s approach to define the optimal life cycle for each project. This book still discusses the four traditional life cycle phases, as that is still the most common project structure.
3.5. Recognize, Evaluate, and Respond to System Interactions
3.12. Enable Change to Achieve the Envisioned Future State
The definitions of these project management principles are the same in PMBOK 7 and in this book.
Chapter 2
I’m a Project Manager! Now What?
IN THIS CHAPTER
Identifying the project manager’s role
Understanding common pitfalls of being a project manager
Defining the four values of the project manager’s code of ethics
We’re willing to bet that, because you’re reading this book, you’ve either been asked to manage a project or you’ve decided for yourself that you would like to get into project management. So, hang on tight — you’re going to need a new set of skills and techniques to make sure you’re successful in this role. But not to worry! This chapter gets you off to a smooth start by showing you what project management really entails and by helping to get you into the project management mindset.
Knowing the Project Manager’s Role
The project manager’s job is challenging. For instance, project managers often coordinate technically specialized professionals — who may have limited experience working together — to achieve a common goal. Although the project manager’s own work experience is often technical in nature, their success requires a keen ability to identify and resolve sensitive organizational, interpersonal, and project-related issues. In this section, we describe the main tasks that a project manager handles and note potential challenges they may encounter.
Looking at the project manager’s tasks
Historically, the performance rules in traditional organizations were simple: Your boss made assignments; you carried them out. Questioning your assignments was a sign of insubordination or incompetence.
But these rules have changed. Today your manager (and/or others) may generate ideas, but you assess how to implement them. You confirm that a project meets your leadership’s real need and then determine the work, schedules, and resources you require to implement it.
Handling a project any other way simply doesn’t make sense. The project manager must be involved in developing the plans because they need the opportunity to clarify expectations and proposed approaches and then to raise any questions they may have before the project work begins.
The key to project success is being proactive, so rather than waiting for others to tell you what to do:
Seek out information because you know you need it
Follow the plan because you believe it’s the best way
Involve people whom you know are important for the project
Identify issues and risks, analyze them, and elicit support to address them
Share information with the people you know need to have it
Put all important information in writing
Ask questions and encourage other people to do the same
