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Project Management
Essentials
Project Management
Essentials

Second Edition

Kathryn N. Wells, MEd., PMP

Timothy J. Kloppenborg, PhD, PMP
Project Management Essentials, Second Edition
Copyright © Business Expert Press, LLC, 2019.

All rights reserved. No part of this publication may be reproduced, stored

in a retrieval system, or transmitted in any form or by any means—
electronic, mechanical, photocopy, recording, or any other except for
brief quotations, not to exceed 250 words, without the prior permission
of the publisher.

First published in 2019 by

Business Expert Press, LLC
222 East 46th Street, New York, NY 10017
www.businessexpertpress.com

ISBN-13: 978-1-94897-639-8 (paperback)

ISBN-13: 978-1-94897-640-4 (e-book)

Business Expert Press Portfolio and Project Management Collection

Collection ISSN: 2156-8189 (print)

Collection ISSN: 2156-8200 (electronic)

Cover and interior design by S4Carlisle Publishing Services Private Ltd.,

Chennai, India

First edition: 2015

Second edition: 2019

10 9 8 7 6 5 4 3 2 1

Printed in the United States of America.

 Abstract
Project management is seen as a critical skill across a broad range of
­disciplines. Yet most people, regardless of educational background, have
never received training in how to plan, manage, and execute projects.
Project Management Essentials, 2nd edition, will be the go-to book for
tried-and-true project management skills combined with the most cur-
rent ideas from Agile in a concise, up-to-date, user-friendly format. It
follows the project life cycle and provides several ready-to-use templates.
A person can use this book to plan and manage a project from start to
finish or as a reference for help with one particular component of project
management. Alongside each template is a brief description of what each
template is, why it is useful, and an example to illustrate it.

Keywords
Agile, leadership, project communication, project control, project man-
agement, project risk, project schedule, project teams, project success,
templates.
 Contents
Acknowledgments....................................................................................ix
Chapter 1 Introduction to Project Management.................................1
What Is Project Management?............................................2
What Is Project Success?.....................................................3
What Is a Project Life Cycle?..............................................4
Key Roles in Project Management......................................9
Overview of Remaining Chapters....................................13
Summary.........................................................................16
Chapter 2 Selecting and Initiating a Project......................................19
Portfolio Management.....................................................19
Project Management Office..............................................22
Initiating Projects with a Charter.....................................23
Summary.........................................................................35
Chapter 3 Engaging Your Team and Other Stakeholders...................37
Your Team........................................................................37
Identify and Prioritize Stakeholders..................................43
Summary.........................................................................50
Chapter 4 Determining What Your Project Will Deliver...................53
Collect Requirements.......................................................53
Define Scope....................................................................57
Work Breakdown Structure..............................................59
Managing Risks................................................................62
Establishing Change Control...........................................65
Summary.........................................................................67
Chapter 5 Project Scheduling...........................................................69
Defining Work Activities..................................................70
Sequencing Work Activities..............................................70
Estimating Activity Duration...........................................72
Developing the Project Schedule......................................73
Showing Your Schedule on a Gantt Chart........................78
viii CONTENTS

Assigning Workers............................................................79
Identifying Resource Overloads........................................80
Using Software.................................................................82
Summary.........................................................................83
Chapter 6 Budgeting and Baselining Your Project.............................85
Estimate Cost...................................................................86
Determine Budget............................................................89
Consolidate Schedule, Budget, Scope, and Resources
into Integrated Plan......................................................92
Kickoff Project.................................................................92
Baseline Consolidated Project Plan...................................93
Summary.........................................................................93
Chapter 7 Directing Project Performance.........................................95
Continued Planning and Directing..................................95
Maintaining Momentum.................................................98
Manage Communications..............................................104
Close Project..................................................................110
Summary.......................................................................111
Appendix 1 Templates.......................................................................113
Appendix 2 Selecting, Prioritizing, and Resourcing Projects..............123
About the Author.................................................................................129
Index..................................................................................................131
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 Acknowledgments
We thank several sets of people for their help and encouragement as we
wrote this book.
First and foremost are our family members, who inspired us to perse-
vere: Bet, Andy, Cadence, Ellie, Nick, Jill, and Declan.
Second are our reviewers, whose insightful suggestions helped to
make the book better: Stacy Decker, and Keith Sarto.
Third are the friends who contributed examples we used in this book:
Raji Sivaraman and Rafael Santa Ana.
Finally, are all the colleagues, clients, and students with whom we
have learned as we worked on many interesting projects.
 CHAPTER 1

Introduction to Project
Management

Welcome to Project Management Essentials! Whether you have been

­managing projects for years, are tasked with managing your first project,
or are just interested in learning more about project management, this
book will be a great resource for you. We’ll not only go through best prac-
tices from start to finish of a project life cycle, but we’ll also provide you
with templates and examples from a variety of organizations.
The purpose of this chapter is to help you:

1. Describe measures of project success on your projects and use that

knowledge to guide your planning and implementation.
2. Determine the project life cycle you will use, whether predictive
­(traditional or Waterfall), adaptive (Agile), or hybrid, along with
the stages of work and approvals needed to move from one stage to
the next.
3. Define major responsibilities of the key players (project manager,
sponsor, core team members, and subject matter experts [SMEs]
in traditional projects and scrum master, product manager, and
team members in Agile projects), at each stage of your project
life cycle.

In this chapter, we will introduce project management, and then dis-

cuss what project success is and what is required to achieve it. We will also
introduce the concept of a project life cycle with traditional (planning),
2 PROJECT MANAGEMENT ESSENTIALS

Agile (adaptive), and hybrid variations. The final section of this chapter
deals with key roles and responsibilities needed to s­uccessfully complete
projects.

What Is Project Management?

Let’s start at the very beginning: What is a project? A project is a onetime
undertaking that will result in a new product, event, or way of doing
things. It will have a defined start and finish—though a project’s duration
could be anywhere from a few hours to many years. And just as efficient
management is needed for the day-to-day activities of running a busi-
ness or a household, effective project management is needed to guide any
type of change. An effective project manager must be adept at overseeing
the planning and work necessary to create the unique product or service
prescribed by the project. In fact, the top 2 percent of project m ­ anagers
spend, on the average, twice as much time in planning as the other
98 percent of project managers.1 This includes both the tasks ­(science)
and relationships (art) needed to understand the work and keep it moving
with, through, and for people.
Here are just a few of the reasons executives we’ve worked with have
given for why project management is so important to them:

• Project management brings objectivity to projects.

• It represents an investment in current and future projects.
• It’s necessary for planning and executing communication and
­coordination throughout projects.
• Project management helps our understanding of the big picture.
• It provides a standardized process for resolving conflicts.
• You can’t run a business without project management.
• Without it, people just assume things.

While the tools we will show you in this book are scalable—in other
words, they can be made more or less detailed to fit the size and scope of
your project—they will all be based on the international standards de-
tailed in A Guide to the Project Management Body of Knowledge (PMBOK),
6th edition.
 Introduction to Project Management 3

Exhibit 1.1
Meeting Agreements

What Is Project Success?

An old rule of thumb has been that successful project completion is
comprised of three factors: being on time, on budget, and achieving
the specified level of technical performance. Performance includes both
completing everything (called scope) and having it work correctly (called
quality). These three factors (time, cost, and performance) make up a
factor called meeting agreements, as shown in Exhibit 1.1. Meeting agree-
ments is often how project managers are most closely evaluated, but it is
second in importance.
The more important issue is the impact on the project customer. The
very reason for performing a project is that someone or some group wants
the project deliverables to use. Customer success includes customer satis-
faction and successful implementation of project deliverables. Regardless
of whether your customers are internal or external to your organiza-
tion, their approval should be your first and foremost goal.2,3 Sometimes
4 PROJECT MANAGEMENT ESSENTIALS

additional success measures are also considered, such as other benefits to

the organization and development of project participants.

Exhibit 1.2
Project Success Measures Template
Success Relative How When
Measure Importance Measured Measured
Customer Success
Satisfaction
Use of deliverables
Meeting
Agreements
Performance
Time
Cost
Other
Business
Participants

In later chapters, we will go into greater detail about how to set and
attain project success metrics. For now, begin to consider how important
each success measure may be, and how and when you expect to measure
it. Exhibit 1.2 is a template to help you gather your thoughts on success
for your project, and Exhibit 1.3 is a partially completed success measure
template for a project meant to improve the workflow in a department.

What Is a Project Life Cycle?

Not only do all projects have starting and ending points, but they also
go through similar, predictable stages that collectively make up their life
cycles. A simple project life cycle includes the four stages—initiating,
planning, executing, and closing—as shown in Exhibit 1.4.4,5 The verti-
cal dimension shows the level of effort expended (usually in number of
work hours and amount of money spent). The horizontal axis shows time.
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