areas down the first column, but don’t assume that these concepts cannot interact with each other differently for different projects, performed under different circumstances at different times. They most definitely can! We are confident that, after reading this book, you’ll be equipped to assess these interactions and apply them to your projects.
© John Wiley & Sons, Inc.
FIGURE 1-2: Mapping principles, phases, and knowledge areas to performance domains.
Do You Have What It Takes to Be an Effective Project Manager?
You’re reading this book because you want to be a better project manager, right? Well, before you jump in much further, we suggest you do a quick self-evaluation to identify your strengths and weaknesses. By answering the following ten questions, you can get an idea of what subjects you need to spend more time on so you can be as effective as possible. Good luck!
Questions
1 Are you more concerned about being everyone’s friend or getting a job done right?
2 Do you prefer to do technical work or manage other people doing technical work?
3 Do you think the best way to get a tough task done is to do it yourself?
4 Do you prefer your work to be predictable or constantly changing?
5 Do you prefer to spend your time developing ideas rather than explaining those ideas to other people?
6 Do you handle crises well?
7 Do you prefer to work by yourself or with others?
8 Do you think you shouldn’t have to monitor people after they’ve promised to do a task for you?
9 Do you believe people should be self-motivated to perform their jobs?
10 Are you comfortable dealing with people at all organizational levels?
Answer key
1 Although maintaining good working relations is important, the project manager often must make decisions that some people don’t agree with for the good of the project.
2 Most project managers achieve their positions because of their strong performance on technical tasks. However, after you become a project manager, your job is to encourage other people to produce high-quality technical work rather than to do it all yourself.
3 Believing in yourself is important. However, the project manager’s task is to help other people develop to the point where they can perform tasks with the highest quality.
4 The project manager tries to minimize unexpected problems and situations through responsive planning and timely control. However, projects are not always predictable and when problems do occur, the project manager must deal with them promptly to minimize their impact on the project.
5 Though coming up with ideas can help your project, the project manager’s main responsibility is to ensure that every team member correctly understands all ideas that are developed.
6 The project manager’s job is to provide a cool head to size up the situation, choose the best action, and encourage all members to do their parts in implementing the solution.
7 Self-reliance and self-motivation are important characteristics for a project manager. However, the key to any project manager’s success is to facilitate interaction among a diverse group of specialists.
8 Although you may feel (and we agree) that honoring one’s commitments is a fundamental element of professional behavior, the project manager needs both to ensure that people maintain their focus and to model how to work cooperatively with others.
9 People should be self-motivated, but the project manager has to encourage them to remain motivated by their job assignments and related opportunities.
10 The project manager routinely deals with people at all levels — from executive leadership to support staff — who perform project-related activities.
Relating This Chapter to the PMP Exam and PMBOK 7
Pay special attention to Table 1-1, which notes topics in this chapter that may be addressed on the Project Management Professional (PMP) certification exam and that are included in A Guide to the Project Management Body of Knowledge, 7th Edition (PMBOK 7).
TABLE 1-1 Chapter 1 Topics in Relation to the PMP Exam and PMBOK 7
| Topic | Location in This Chapter | Location in PMBOK 7 | Comments |
|---|---|---|---|
| Definition of a project | “Determining What Makes a Project a Project” | Appendix X4. Product | 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. |
| The phases in a project’s life cycle | “Describing the four phases of a project life cycle” | 2.3.5. Life Cycle and Phase Definitions | 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. |
| Stewardship and Leadership principles | “Starting with stewardship and leadership” | 3.1. Be a Diligent, Respectful, and Caring Steward 3.6. Demonstrate Leadership Behaviors | The definitions of these project management principles are the same in PMBOK 7 and in this book. |
| Team and Stakeholders principles | “Continuing with team and stakeholders” | 3.2. Create a Collaborative Project Team Environment 3.3. Effectively Engage with Stakeholders |
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