Page 187 - DMGT302_FUNDAMENTALS_OF_PROJECT_MANAGEMENT

Fundamentals of Project Management

Notes

Did u know? Over the last two decades, there has been much study and discussion on the
contents of the project management process. Currently, the Project Management Institute
has identified ten major elements forming the Project Management Body of Knowledge.

Self Assessment

State whether the following statements are true or false:

4. A particular and major breakthrough was the development of “network analysis” and the
concept of “critical path”.
5. Over the last one decades, there has been much study and discussion on the contents of the
project management process.
6. Currently, the Project Management Institute has identified ten major elements forming
the Project Management Body of Knowledge.
11.4 Craft-work, Brain-work and Leadership

While both craft-work and brain-work projects encapsulate all the attributes of project
management, brain-work projects such as software and management systems nevertheless
require a different focus.
The creation of physical products generally exact some degree of logical sequence in their
construction, which favors hierarchical, linear type thinking. Products of the mind are not so
constrained, although they will benefit from a logical and systematic approach. On the contrary,
such projects benefit more from developing team commitment through lateral, cooperative and
concurrent thinking.
Consequently, the type of leadership required is also different. The former type of project
responds better to “command and control’ leadership, whereas the latter responds better to the
delegation of responsibility and authority within the context of defined goals and objectives.
“Empowered work teams” is the current buzz word, a device to bring management focus on
activating and motivating project team members by playing on an individual’s natural need to
feel valued. Nevertheless, without true integrative leadership, the results can be fragmented,
controversial and lack substance.

So what do we see in the next ten or more years? Perhaps the first point is that another ten plus
years is minimal in the overall scheme of things.
Certainly, judging by the many projects that fail to reach their optimum potential or just downright
miscarry, there will be plenty of opportunity for education and training in the art and science of
project management. There will be broader understanding that success criteria are not best
defined by time and cost objectives, but by scope and quality objectives, especially quality.
There will be promulgated a better understanding that management of a project encompasses
proactive tradeoffs between the four parameters of scope, quality, time and cost as suggested by
Figure 11.2 , and not just time and cost alone.

Moreover, the basis of successful decision will vary more with the type of project and the phase
and stage in its life cycle than in management style.
But the shift in application of project management from physical to intellectual projects has
highlighted an interesting dichotomy in the nature of human beings. On the one hand there are
the “technologists” who, striving to make a new world, are filled with the lusty enjoyment of

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