2

Material Review & Class Discussion Questions

based on the book: "Project Management: A Strategic Managerial Approach (Tenth Edition)"
Ausu Vivobook
 2

13. Give several examples of projects

found in our society, avoiding those
Material Review Questions:
already discussed in the chapter.
1. Name and briefly describe the
14. Describe some situations in which
societal forces that have contributed
project management would probably
to the need for project management.
not be effective.
2. Describe the life cycle of a project in
15. How does the rate-of-project-
terms of (1) the degree of project
progress chart (Fig. 1.3) help a
completion and (2) required effort.
manager make decisions?
3. Describe the limitations of project
management.

4. List the main characteristics of a

project and briefly de- scribe the
important features of each.

5. Name and briefly describe the three

primary goals of a project.

6. Discuss the advantages and

16. Expound on the adage,
disadvantages of project
“Projects proceed smoothly until
management.
90 percent complete, and then
7. How do projects, programs, tasks, remain at 90 percent forever."
and work packages differ?
17. Would you like to be a PM? Why or
8. How would you define a project? why not?

9. What are some of the 18. Discuss why there are trade-offs
interdependencies related to a among the three prime objectives of
project? project management.

10. What are some sources of conflict 19. Why is the life-cycle curve often
the PM must deal with? "S" shaped?

11. Differentiate between direct and 20. How might project management
ancillary project goals. Would learning be used when doing a major
a new skill through the project be a schoolwork assignment?
direct or ancillary goal? Entering a new
market?

12. Describe the characteristics of

quasi-projects.

Class Discussion Questions:

 3

21. Why is there such a pronounced

bend in the curve of Figure 1.2?

22. Describe a project whose life cycle

would be a straight line from start to
finish. Describe a project with an
inverse-S life cycle.

23. How does the recognition that

projects are only the middle portion of
a longer chain of activities help
improve the effectiveness of a project?

24. Why do project managers

frequently not understand the purpose
of the project they are responsible for?

Material Review Questions

1. Societal Forces Contributing to the Need for Project
Management:

o Increased Global Competition: Companies today are

competing on a global scale, which requires them to handle more
complex, high-quality projects that are completed quickly to
maintain a competitive edge.

o Rapid Technological Advances: With the fast pace of

technology development, organizations are forced to constantly
innovate and execute projects efficiently to integrate new
technologies.

o Shortened Product Life Cycles: The time from product

inception to obsolescence is shrinking, which demands faster
project turnarounds to stay ahead in the market.
 4

o Specialization and Fragmentation of Knowledge: As

industries become more specialized, projects require the
integration of various expert domains, making project
management crucial for coordinating diverse teams.

o Increased Focus on Customer Needs: Modern markets

require personalized and customer-focused solutions, which
increase the demand for projects tailored to specific client needs,
managed effectively to meet those demands.

2. Life Cycle of a Project:

o Degree of Project Completion:

 Initiation Phase: Minimal project progress; primarily

conceptual work.

 Planning Phase: More progress is made as detailed plans

are developed.

 Execution Phase: The bulk of project activities occur,

resulting in substantial progress.

 Monitoring/Controlling: Adjustments and refinements as

the project approaches completion.

 Closure Phase: The project is finalized, and all

deliverables are completed.

o Required Effort:

 Initiation: Low effort as the project is being

conceptualized.

 Planning: Moderate effort as resources are allocated and

schedules developed.

 Execution: Peak effort as the project activities are fully

underway.

 Closure: Declining effort as the project winds down and

deliverables are handed over.

3. Limitations of Project Management:

 5

o Scope Limitation: Project management focuses on achieving

specific, predefined objectives, which may sometimes conflict
with broader organizational goals.

o Cost Constraints: Implementing project management

methodologies and systems can be expensive, especially for
small organizations.

o Risk of Overemphasis on Techniques: There is a danger of

focusing too much on tools and techniques rather than on
achieving the project’s strategic objectives.

o Complexity Management: In large-scale projects, managing

interdependencies, resources, and stakeholders can become
highly complex and challenging.

4. Main Characteristics of a Project:

o Specific Objectives: Projects are goal-oriented, with a clear end

result or deliverable that must be achieved.

o Defined Time Frame: Every project has a specific start and end
date.

o Complexity: Projects typically involve multiple tasks and

resources, making coordination crucial.

o Interdependencies: Projects involve interrelated tasks,

requiring careful scheduling and resource management to avoid
bottlenecks.

o Uniqueness: Each project has unique requirements, even if

similar projects have been executed before.

o Limited Resources: Projects operate under constraints in terms

of budget, time, manpower, and materials.

5. Primary Goals of a Project:

o Scope (Performance): Delivering a product or service that

meets the specified requirements or quality standards.

o Time: Completing the project within the set schedule or

deadlines.

o Cost: Staying within the allocated budget to ensure financial

efficiency.
 6

6. Advantages and Disadvantages of Project Management:

o Advantages:

 Improved Control: PM ensures better monitoring of

resources, timelines, and budgets.

 Enhanced Coordination: PM helps align different

departments and stakeholders to work toward common
objectives.

 Customer Satisfaction: Properly managed projects lead

to higher customer satisfaction due to on-time, within-
scope delivery.

 Risk Management: Helps in identifying and mitigating

risks early in the project.

o Disadvantages:

 Costly: It can be expensive to implement, requiring

dedicated staff and sophisticated tools.

 Complex: The methodology can be complex, especially for

larger projects with many moving parts.

 Rigid Processes: Standardized methodologies may

sometimes stifle creativity or adaptability.

7. Difference Between Projects, Programs, Tasks, and Work

Packages:

o Projects: Large endeavors with a clear goal, time frame, and

resources, designed to achieve a unique outcome.

o Programs: Collections of related projects that aim to achieve

broader, more strategic goals.

o Tasks: Specific activities or actions that must be completed as

part of the project.

o Work Packages: Smaller, manageable components of tasks

that are easier to assign and track.

8. Definition of a Project:
 7

o A project is a temporary endeavor with a specific goal,

undertaken to create a unique product, service, or result, with a
defined scope, time frame, and budget.

9. Interdependencies Related to a Project:

o Projects often require interdependent tasks, where one activity

must be completed before the next can start. Resources may
also be shared across tasks, and delays in one area can cascade
into other parts of the project.

10. Sources of Conflict for a Project Manager:

 Resource Conflicts: Competing demands for limited resources like

personnel, budget, or equipment.

 Schedule Conflicts: Timing issues when tasks are delayed, causing

subsequent tasks to be delayed.

 Scope Changes: Stakeholders may push for changes or additions to

the project scope, leading to conflict.

 Personality Conflicts: Differences in work styles or communication

among team members or stakeholders.

11. Direct vs. Ancillary Project Goals:

 Direct Goals: These are the primary objectives of the project, such as
delivering a new product or meeting a client’s needs.

 Ancillary Goals: These are secondary objectives, such as gaining new

skills or entering a new market. Learning a new skill would be an
ancillary goal, while entering a new market could be a direct or
ancillary goal depending on the project's focus.

12. Characteristics of Quasi-Projects:

- Quasi-projects lack formal structure, specific goals, or a clear timeline.

They may evolve during their execution, often starting with vague or
shifting objectives, and don’t follow a strict project management
framework.
 8

Class Discussion Questions

13. Examples of Projects in Society:

several examples of projects that can be found in Bangladeshi society,

excluding those mentioned in Chapter 1 of "Project Management: A
Strategic Managerial Approach":

i) Rural Electrification Projects

 Description: Initiatives aimed at extending electricity access to

rural areas, often through solar power or mini-grid systems.

 Objective: To enhance living standards, enable education at night,

and support local businesses by providing reliable power sources.

ii) Road Infrastructure Development

 Description: Construction or upgrading of roads, highways, and

bridges across the country, such as the construction of the Dhaka-
Chittagong Highway.

 Objective: To improve transportation efficiency, reduce travel time,

and facilitate trade and commerce.

iii) Water Supply and Sanitation Projects

 Description: Initiatives to improve access to clean drinking water

and proper sanitation facilities, particularly in rural and underserved
urban areas.

 Objective: To reduce waterborne diseases, improve public health,

and enhance the quality of life.

iv) Education Infrastructure Projects

 Description: Building or renovating schools and educational

institutions to provide better facilities for students, such as new
classrooms or science labs.

 Objective: To improve access to quality education and enhance

learning outcomes for children.

v) Disaster Management and Response Initiatives

 Description: Projects aimed at improving the country’s

preparedness for natural disasters, such as floods or cyclones,
 9

through early warning systems, community training, and

infrastructure upgrades.

 Objective: To minimize the impact of disasters on lives and

property, ensuring quick recovery and resilience.

vi) Health Care System Improvement Projects

 Description: Initiatives focused on upgrading health care facilities,

such as building new hospitals or enhancing existing clinics with
modern equipment and services.

 Objective: To provide better health care services and improve

overall public health outcomes.

vii) Urban Development Projects

 Description: Projects aimed at improving urban infrastructure,

such as public transportation systems (e.g., Dhaka Metro Rail) or
green spaces.

 Objective: To enhance urban living conditions, reduce congestion,

and promote sustainable city planning.

viii) Cultural Heritage Conservation Projects

 Description: Restoration and preservation of historical sites and

monuments, such as the restoration of the Lalbagh Fort or the 60
Dome Mosque in Bagerhat.

 Objective: To protect Bangladesh's cultural heritage, promote

tourism, and educate future generations about the country's history.

ix) Agricultural Development Programs

 Description: Projects focused on improving agricultural

productivity through modern farming techniques, irrigation systems,
or training for farmers.

 Objective: To enhance food security, increase farmers' income, and

promote sustainable agricultural practices.

x) Information Technology Development Projects

 Description: Initiatives aimed at enhancing digital infrastructure,

such as expanding internet access in rural areas or developing IT
parks in urban centers.
 10

 Objective: To promote digital literacy, support the growth of the

tech industry, and foster innovation.

xi) Environmental Conservation Projects

 Description: Projects aimed at preserving biodiversity and natural

resources, such as afforestation initiatives in the Sundarbans or
wetlands conservation efforts.

 Objective: To combat climate change, protect ecosystems, and

promote sustainable environmental practices.

xii) Skill Development and Vocational Training Programs

 Description: Initiatives focused on providing skills training for

youth and unemployed individuals to enhance employability and
entrepreneurship.

 Objective: To reduce unemployment rates, promote self-sufficiency,

and support economic development.

xiii) Waste Management and Recycling Projects

 Description: Projects aimed at improving waste collection,

disposal, and recycling practices in urban areas.

 Objective: To reduce environmental pollution, promote public

health, and create awareness about sustainable waste management
practices.

xiv) Public Housing Projects

 Description: Initiatives to construct affordable housing for low-

income families, such as the development of the Ashrayan project
for homeless individuals.

 Objective: To provide shelter and improve living conditions for

underprivileged communities.

xv) Energy Efficiency and Renewable Energy Projects

 Description: Initiatives focused on promoting energy-efficient

technologies or the installation of renewable energy sources like
solar panels in homes and businesses.

 Objective: To reduce energy consumption, lower costs, and

contribute to a more sustainable energy future.
 11

14. Situations Where Project Management Might Not Be

Effective:

Project management is a highly valuable methodology for organizing,

planning, and executing projects, especially when the goals are clear and
resources need to be managed efficiently. However, there are certain
situations where project management might not be as effective, or
where it may introduce inefficiencies. These situations usually involve
environments with ambiguity, extreme flexibility, or repetitive tasks.
Below are some examples:

i) Highly Routine or Repetitive Work

 Example: Manufacturing assembly lines, data entry tasks, or

standard customer service functions.

 Why It’s Ineffective: In environments where tasks are repetitive

and processes are well-established, traditional project management
methods are unnecessary. These tasks do not require the detailed
planning, risk assessment, or resource allocation that projects
typically do. Workflows here are better managed through process
management or operations management, where optimization
and continuous improvement are key.

 Alternative: Lean management or Six Sigma might be more

effective for optimizing efficiency in these routine operations.

ii) Projects with Undefined or Constantly Changing Goals

 Example: In R&D settings or innovation-focused teams, where

exploration and discovery are central, goals might evolve as new
information is obtained.

 Why It’s Ineffective: Traditional project management assumes

that project objectives, scope, and deliverables are defined from the
start. When goals change frequently, using structured project
management methods can result in wasted planning effort, rigid
workflows, and administrative overhead that stifles flexibility.

 Alternative: Agile methodologies, which are designed to be

adaptive and iterative, are better suited for projects where goals
and requirements are expected to evolve frequently.

iii) Creative and Exploratory Work

 12

 Example: Artistic projects, design work, brainstorming sessions, or

early-phase innovation where creativity and flexibility are prioritized
over structure.

 Why It’s Ineffective: In creative environments, too much structure

or rigid milestones can suppress innovation, experimentation, and
creativity. Teams might require more freedom to explore different
approaches without the constraints of detailed planning or fixed
timelines.

 Alternative: Agile or Kanban methods, which allow for flexibility,

quick pivots, and rapid iteration, may work better in creative
settings where outcomes are less predictable.

iv) Crisis or Emergency Situations

 Example: Natural disasters, medical emergencies, or critical

infrastructure failures.

 Why It’s Ineffective: In emergency situations, there is no time for

detailed project planning, scheduling, or resource allocation. The
focus needs to be on rapid response and decision-making, which
can often require improvisation and adaptability rather than
following predefined steps or methodologies.

 Alternative: Crisis management or incident management

approaches, which focus on immediate action, communication, and
short-term planning, are better suited for these fast-paced,
unpredictable environments.

v) Very Short-Term or Simple Tasks

 Example: Tasks like organizing a small office event, conducting a

single training session, or fixing a minor technical issue.

 Why It’s Ineffective: When the scope of work is small or tasks can
be completed quickly, applying formal project management
techniques may lead to unnecessary overhead. The time spent on
project planning, meetings, and documentation can exceed the time
required to complete the task itself.

 Alternative: Simple to-do lists, checklists, or collaborative tools like

Trello or Google Tasks are often sufficient for managing small,
short-term activities.
 13

vi) Unstructured or Ad-Hoc Work

 Example: In small businesses or startups, where flexibility and

fast decision-making are crucial, tasks may not be well-defined, and
priorities might shift frequently.

 Why It’s Ineffective: Small teams or startups often thrive on

agility and quick decision-making, and rigid project management
processes can slow them down. These environments require a fast-
paced, adaptive approach, and stopping to create detailed project
plans might hinder progress.

 Alternative: Informal collaboration tools or lean startup

methodologies might be more effective, as they encourage rapid
experimentation and learning rather than extensive upfront
planning.

vii) Projects with Limited Resources or Overly Complex

Bureaucracy

 Example: Non-profits or small community initiatives, where

resources (time, money, people) are very limited, and the project
involves simple tasks.

 Why It’s Ineffective: In resource-constrained environments,

spending time and resources on detailed project management
practices might lead to inefficiency. Complex bureaucratic project
management structures can be more of a hindrance than a help in
these cases.

 Alternative: A lightweight, informal approach to project

coordination, with focus on keeping communication clear and tasks
simple, might work better in this context.

viii) Work That Requires Ongoing, Adaptive Decision Making

 Example: Political campaigns or social media marketing efforts that

rely heavily on real-time public responses and trends.

 Why It’s Ineffective: These projects may require constant

adaptation and on-the-fly decision-making based on external factors
like market shifts, audience engagement, or real-time data.
Traditional project management processes may not allow for this
level of dynamism.
 14

 Alternative: Agile or scrum techniques that allow frequent

iterations and adaptability are more suitable for environments
where decisions need to be adjusted frequently.

ix) Projects with a Lack of Clear Ownership or Accountability

 Example: A project involving multiple organizations with conflicting

goals and no clearly defined leader.

 Why It’s Ineffective: Without clear ownership or accountability,

traditional project management techniques may fail because there
is no authority to make decisions or allocate resources effectively.
The project could face delays or become stagnant as stakeholders
disagree on priorities or approaches.

 Alternative: Stakeholder collaboration frameworks or joint

governance models, where decision-making is shared or rotated,
might be better in this type of context.

x) Ultra-Dynamic Environments

 Example: Environments such as financial trading, where the

situation changes minute by minute.

 Why It’s Ineffective: In ultra-dynamic environments where real-

time decisions are key, the long-term planning and control
frameworks of project management may be too slow to react to
rapid changes. There is little time to define detailed tasks or
milestones.

 Alternative: Real-time decision frameworks or rapid

response protocols that emphasize agility, speed, and the ability
to quickly pivot are more appropriate in such environments.

Conclusion:

Project management is extremely useful for structured, goal-oriented, and

time-bound work. However, in highly flexible, reactive, or routine
environments, project management can introduce unnecessary overhead
and bureaucracy, making it less effective. In such cases, alternative
approaches that emphasize flexibility, speed, or process optimization may
be better suited to achieving success.
 15

15. How does the rate-of-project-progress chart (Fig. 1.3) help a manager
make decisions?

The S-shaped curve in a project-

progress chart represents the
typical pattern of work effort and
progress over the life cycle of a
project. The shape reflects how
resources are allocated, tasks are
completed, and challenges are
encountered at different stages. Here's why the start and end are
slower:

Slow Start: Initiation and Planning

 Project Initiation: At the beginning of a project, activities are focused

on defining the project’s goals, scope, and objectives. This includes
tasks like gathering requirements, building the project team, and
securing approvals. These activities don’t require many resources or
large-scale effort, so progress is initially slow.

 Planning Phase: Planning the project is a time-consuming process

involving detailed scheduling, resource allocation, risk assessments,
and communication planning. Even though a lot of preparation work is
being done, actual project execution hasn’t started, so visible progress
on deliverables is still minimal. This contributes to the slower start.

Rapid Middle: Execution

 Execution Phase: Once the project enters the execution phase, the
majority of work is being performed. This is where the project gains
momentum as resources are fully engaged, tasks are actively being
completed, and major deliverables are being produced. During this
phase, progress increases at a faster rate, giving the curve its upward
slope.

 Resource Intensity: A large number of resources are deployed, and

the project typically involves heavy coordination of multiple tasks and
teams. This results in a sharp increase in both effort and progress.

Slow End: Monitoring, Control, and Closure

 Final Adjustments: As the project nears completion, the rate of

progress slows again. This is because tasks like testing, fine-tuning,
 16

quality assurance, and final reviews tend to take longer than expected
and are often more complex.

 Deliverable Handover: During the closeout phase, the project team

is focused on wrapping up remaining tasks, delivering the final product,
and obtaining stakeholder approval. Issues related to project
documentation, final audits, and knowledge transfer can further
slowdown progress.

 Addressing Issues: Minor delays or problems that emerge near the

end of the project can require significant effort to resolve, slowing the
rate of completion. Additionally, attention to detail is critical at this
stage, so things tend to move more cautiously.

This chart typically shows how work effort and project progress are
distributed over the life cycle of the project. Here's how it helps a
manager make decisions:

i) Visualizing Project Progress

The chart provides a visual representation of how the project is advancing

over time. It highlights the pace at which tasks are being completed,
allowing managers to see whether the project is on schedule or behind. By
identifying areas where progress is slow, a manager can decide where
intervention is necessary.

 Slow Start: If progress is too slow at the beginning, the manager

might need to adjust the planning or mobilize resources earlier.

 End-Phase Slowdown: The chart can highlight if the project is

struggling with final tasks, allowing the manager to address
bottlenecks or allocate additional resources to meet deadlines.

ii) Tracking Deviations from the Plan

A project manager can compare the actual progress shown on the chart with
the planned progress (baseline). This helps in identifying deviations early,
so corrective actions can be taken.

 Ahead of Schedule: If the project is moving faster than expected, the

manager can decide whether to reallocate resources to other tasks or
proceed with caution to avoid rushing quality.

 Behind Schedule: If the project is lagging, the chart helps the

manager determine when and how to reallocate resources, extend
 17

work hours, or adjust the project scope to catch up.

iii) Resource Allocation

The rate-of-progress chart helps managers make informed decisions about

resource allocation. By understanding which phases of the project require
the most effort (usually in the middle of the project), a manager can ensure
that the right resources are deployed at the right time.

 Mid-Project Buildup: If the chart shows that the bulk of work is

happening in the middle, the manager can ensure that adequate
staffing and materials are ready for this phase to avoid delays.

 End-Phase Caution: The slower progress at the end may indicate the
need for careful monitoring of quality control and final tasks, requiring
experienced personnel or additional oversight.

iv) Identifying Critical Milestones

The chart allows the manager to focus on critical milestones in the project.
For instance, if major milestones are not met according to the plan, the
manager can adjust subsequent schedules, resources, or priorities to stay on
track.

 Decision Points: If a milestone is delayed, the manager can decide

whether to extend the timeline, compress tasks, or consider scope
reduction to ensure project completion.

v) Managing Risks

The chart serves as a useful tool for risk management. It allows the
manager to foresee potential delays or issues by observing patterns in the
rate of progress. For example, if progress is slower than expected at key
stages, the manager can investigate the causes and implement risk
mitigation strategies.

 Risk Mitigation: Early detection of slow progress allows for the

reallocation of resources or shifts in strategy before the problem
becomes critical.

vi) Informed Decision-Making on Trade-offs

Project managers often need to make trade-offs between time, cost, and
scope (the triple constraints). The chart helps managers assess where they
might need to adjust one of these constraints.
 18

 Time vs. Cost: If progress is slower, the manager can decide whether
to extend the deadline (time) or bring in additional resources (cost) to
stay on track.

 Scope Adjustments: If the rate of progress is too slow and there are
concerns about meeting deadlines, the manager might consider
reducing the scope or delaying non-critical features.

vii) Forecasting Future Progress

The chart helps project managers forecast future progress by examining

the trajectory of the work effort. This allows managers to predict how quickly
the project will be completed if the current trend continues.

 Adjusting Timelines: If progress trends indicate delays, the manager

can update stakeholders with revised timelines or create contingency
plans to avoid missing deadlines.

 Completion Predictions: The manager can estimate the project's

likely completion date and plan accordingly for the final phases.

Conclusion:

The rate-of-project-progress chart (Figure 1.3) serves as a critical decision-

making tool for project managers. By visually representing progress, it
enables managers to track deviations from the plan, allocate resources
effectively, identify risks early, manage trade-offs among time, cost, and
scope, and forecast future project progress. It provides a comprehensive
picture of how well the project is proceeding and where interventions might
be needed.

16. "Projects Proceed Smoothly Until 90 Percent Complete":

The adage, "Projects proceed smoothly until 90 percent complete,

and then remain at 90 percent forever," humorously captures a
common experience in project management: the perception that a project
is almost complete, but the final 10 percent takes significantly more time
and effort than anticipated. This phenomenon is often called the "90%
syndrome" or "last 10% rule" and is rooted in the following factors:

i) Underestimation of Complexity in Final Tasks

 As the project nears completion, the remaining tasks often seem

smaller or easier, leading to underestimation of their complexity.
However, in reality, the final details—such as quality control, fine-
 19

tuning, and testing—tend to be more complex and time-consuming

than initially thought.

 Many projects require attention to detail, coordination of multiple

stakeholders, and integration of various parts. Issues that went
unnoticed earlier may now need resolution, which can slow down
the pace of work.

ii) Increasing Focus on Perfection

 Toward the end of the project, there is usually an emphasis on

ensuring everything is perfect, especially when deliverables are
being reviewed or handed over to clients, stakeholders, or users.

 The pressure to achieve high quality, meet all specifications, and

minimize errors leads to additional rounds of review, revisions, and
rework. This contributes to the feeling that the project is "stuck" at
90% as every little detail is scrutinized.

iii) Unexpected Problems and Issues

 The last 10% of the project often reveals hidden issues or defects
that weren't apparent earlier. These can involve technical glitches,
integration challenges, or compliance with stakeholder
requirements.

 Addressing these problems requires additional time, effort, and

sometimes even resources. These unplanned issues can
significantly delay project closure, causing it to feel as though
progress has slowed down or stopped altogether.

iv) Completion Activities Take Longer Than Expected

 Certain tasks necessary for completing the project, such as

documentation, final testing, user training, approvals, or
audits, are frequently underplanned. These activities are crucial
but may not receive as much attention in the initial planning phase,
leading to last-minute delays.

 These completion tasks are typically less visible or exciting but are
critical for formal closure. As a result, the project seems nearly
finished, but the progress toward actual completion is slow.

v) Managing Stakeholder Expectations

 20

 Toward the end of a project, stakeholder expectations can shift.

Clients or project sponsors may request last-minute changes or
additional features (scope creep), or they may raise concerns about
the final deliverables.

 Accommodating these changes often takes more time and effort,

even though the project feels nearly complete. This can give the
impression that the project is "stuck" just before the finish line.

vi) Final Integration and Testing

 When various components of a project (e.g., software systems,

construction elements, business processes) are brought together,
the final integration and testing can take longer than expected.
Problems may arise that need to be fixed before the project is
considered truly complete.

 Final testing is often more rigorous, and any failure at this stage can
lead to additional rework or delays. The result is that progress
seems to slow down dramatically during this phase.

vii) Completion Fatigue

 Teams often experience "completion fatigue"—a sense of

exhaustion or loss of momentum as they near the end of a long
project. This psychological factor can contribute to a slower pace of
work, making the last 10% feel like it’s taking forever.

 The project team may also shift focus to new tasks or projects,
especially if they believe the current project is "almost done,"
causing a lack of urgency to complete the final stages.

viii) Administrative and Bureaucratic Delays

 The final 10% of a project often involves formal administrative

tasks, such as obtaining approvals, signing off on final deliverables,
conducting performance audits, or completing compliance reviews.
These steps can involve multiple parties, leading to delays and
bottlenecks.

 These bureaucratic hurdles may feel like they drag on for an

extended period, even though the core work is finished, making it
seem as if the project is perpetually 90% complete.

ix) Risk and Change Management

 21

 As the project approaches completion, risk management efforts

intensify because there is less room for error. Teams may become
more risk-averse, double-checking every detail to avoid costly
mistakes at the final stages.

 Similarly, changes requested toward the end of the project require

careful handling, as they can have a disproportionate impact on
timing and budget. This can further slow down perceived progress.

Conclusion:

The adage reflects the reality that while a project might seem almost
done at 90%, the final 10% involves critical, detailed, and often
underestimated tasks that can extend the project timeline significantly.
To mitigate this issue, project managers should plan for potential
challenges in the final stages, ensure adequate time for testing and
quality checks, and manage stakeholder expectations about the
complexity of the final phases.

17. Would You Like to Be a Project Manager?

Yes, I would like to be a Project Manager. The reason is that I enjoy leading teams and
taking ownership of projects, seeing them through from inception to completion. I have
always been driven by the idea of developing my surroundings and making a tangible
impact, whether in my community or within an organization. I also have experience
working on several small projects, which has shown me the value of careful planning,
teamwork, and leadership.

While I come from a mathematics background, which is seen as my biggest challenge, I

believe that this analytical foundation equips me with unique problem-solving skills and
attention to detail. Both are crucial for managing complex projects. Project management
is about more than technical expertise—it’s about leadership, communication,
adaptability, and strategic thinking. These are skills I am continuously developing and am
confident I can apply successfully in managing projects.

Therefore, becoming a project manager aligns with my career goals, my passion for
leadership, and my drive to see meaningful change in the work I undertake.

18. Trade-offs Among the Three Prime Objectives of Project

Management:

In project management, the three prime objectives—time, cost, and

scope/quality—are interconnected, and trade-offs among them are
 22

often necessary to balance priorities and meet the overall project

goals. Here's why these trade-offs occur:
i) Time vs. Cost
 Faster completion increases costs: If a project needs to be
completed more quickly, it often requires additional resources
like more personnel, overtime work, or expedited materials, all of
which increase costs. For instance, accelerating a construction
project might mean hiring more workers or working in shifts,
which raises labor expenses.
 Slower completion lowers costs: On the flip side, extending
the project timeline can reduce costs by allowing more efficient
resource allocation or by reducing the need for overtime.
However, this could delay benefits and impact stakeholders.
ii) Cost vs. Scope/Quality
 Higher scope/quality increases costs: If a project demands
higher quality or broader scope, such as more features or better
materials, it usually requires more money. For example, choosing
premium materials for a product or adding new functionalities
will increase the budget.
 Lowering costs reduces scope/quality: On the other hand, if
the budget is constrained, compromises on scope or quality may
be necessary. This could mean reducing features or using
cheaper materials, which can affect the final outcome.
iii)Time vs. Scope/Quality
 Faster completion limits scope/quality: If the project
timeline is compressed, there may not be enough time to deliver
all the desired features or ensure the highest quality. Teams may
need to cut corners or prioritize certain aspects over others,
which can impact the final product.
 Longer timelines enhance scope/quality: If more time is
available, it becomes possible to invest more effort into
delivering a higher-quality product with a greater number of
features. However, this often leads to higher costs and delays in
realizing project benefits.
vi) Balancing Trade-offs
 Stakeholder expectations: Each project has stakeholders with
different priorities. Some may emphasize cost control, while
others may prioritize a strict deadline or the highest quality. A
project manager must carefully balance these expectations and
negotiate trade-offs.
 23

 Constraints and flexibility: Not all projects have the same

degree of flexibility. For example, in some cases, the project must
be delivered by a fixed deadline (e.g., for an event), while in
other cases, the budget may be the most critical constraint.
Example:
Consider a software development project. If the client suddenly needs
the project delivered earlier than planned, the project manager might
choose to reduce the number of features (scope), increase the team
size (cost), or compromise on testing (quality). The choice depends on
which objective—time, cost, or scope/quality—takes priority.
In conclusion, trade-offs among time, cost, and scope/quality are an
essential part of project management, and the project manager's role
is to make decisions that align the project outcomes with stakeholder
priorities while managing these constraints effectively.

19. Why is the Life-Cycle Curve Often "S" Shaped?

The life-cycle curve of a project is often "S-shaped" because it reflects

the natural progression of project activities, resource allocation, and
work intensity over time. This "S" shape, also known as the S-curve,
represents the cumulative progress of a project and typically has three
key phases: slow initial progress, rapid growth, and then slow
completion. Let's break down the reasons behind this characteristic
shape:
i) Slow Start (Initial Phase)
 At the beginning of a project, activities like planning,
resource gathering, and initial setup take place. These are
crucial steps, but they do not result in significant visible
progress. The project is still in its formative stages, which
leads to:
o Lower resource usage.
o Limited work output as the team is focused on defining
the scope, setting objectives, and preparing.
o Delays while waiting for approvals, permits, or key
decisions.
 This results in a slow upward movement at the base of the
"S" curve.
ii) Rapid Progress (Middle Phase)
 As the project moves into full execution, the majority of
resources are deployed, and the project team starts to work
 24

on core tasks such as design, development, or construction.

During this phase:
o Work intensity is at its peak, with maximum resource
utilization.
o A large portion of the project deliverables are
completed, and milestones are achieved.
o Project momentum increases as teams become more
familiar with the tasks and processes.
 This leads to the steep upward slope in the middle of the
curve, where progress accelerates rapidly. This is when the
most significant portion of the project is completed.
iii) Slowing Down (Final Phase)
 As the project approaches its completion phase, the pace
slows again due to several factors:
o The remaining work often consists of finishing details,
final adjustments, or troubleshooting. These tasks are
time-consuming but don't contribute to rapid, visible
progress.
o Resources may be gradually reduced or reallocated to
other projects.
o Quality checks, testing, approvals, and documentation
take time but do not significantly add to the overall
progress.
 This results in the flattening of the curve toward the top,
representing the slower rate of progress as the project nears
its end.
Summary of Phases:
 Initial Phase: Slow progress due to planning, setup, and resource
gathering.
 Execution Phase: Rapid progress as core tasks are completed and
resource usage is maximized.
 Completion Phase: Slow progress again as final tasks are finished
and deliverables are refined.
Why the "S" Shape?
 Natural ramp-up and ramp-down: The project life cycle involves
a gradual increase in momentum followed by a gradual decrease as
the project transitions from planning, to execution, to close-out.
 Resource allocation: The deployment of resources follows a
similar pattern, starting slowly, increasing sharply during the active
phase, and tapering off toward the end.
 25

 Work intensity and complexity: At the start, the complexity is

lower (basic tasks), grows during the peak activity, and then
declines as the focus shifts to finalizing details.
In conclusion, the S-shaped curve represents how projects typically
progress through phases of slow initial work, rapid execution, and a
slow completion process, driven by the allocation of resources, the
nature of project tasks, and the project’s momentum over time.

20. Using Project Management for a School Assignment:

- Break down the assignment into tasks (research, writing, reviewing),

create a schedule with deadlines, and allocate time/resources (study
materials, consultation) to manage completion effectively.

21. Pronounced Bend in the Curve of Figure 1.2:

The pronounced bend in the curve of Figure 1.2, representing the growth
history of the Project Management Institute (PMI) membership, can be
attributed to several factors:

 Initial Growth Phase: From

the early years (1970s to
1980s), there was relatively
slow growth in PMI membership as
project management as a
profession was still emerging.
During this time, the
awareness of project
management methodologies
and practices was limited,
leading to lower membership
numbers.

 Increased Recognition of Project Management: By the late 1980s

and into the 1990s, there was a growing recognition of the importance
of project management across various industries. As organizations
began to realize the value of structured project management
approaches, more professionals sought to formalize their skills through
PMI membership.
 26

 Expansion of Project Management Practices: The 1990s saw

significant changes in business practices, including the rise of
technology projects, the globalization of markets, and an increasing
number of complex projects. This expansion necessitated skilled
project managers, leading to a surge in PMI membership.

 Formalization of Standards and Certifications: The introduction of

standardized project management frameworks, such as the PMBOK
(Project Management Body of Knowledge) Guide, and professional
certifications like the PMP (Project Management Professional) in the
late 1990s and early 2000s, significantly boosted the credibility and
appeal of PMI membership.

 Digital Transformation and Globalization: In the 2000s, as

organizations increasingly adopted digital technologies and expanded
their operations globally, the demand for project management
expertise grew. This factor likely contributed to the rapid increase in
PMI membership, reflected in the steep curve in the chart.

 Community and Networking: PMI's focus on building a community of

project management professionals and providing networking
opportunities, resources, and events likely contributed to the increase
in membership. As professionals sought community and support, they
joined PMI in greater numbers.

22. Straight Line vs. Inverse-S Life Cycles:

- A straight-line project might be data entry or routine tasks with

consistent progress. An inverse-S project could be one with significant
planning (slow start), quick execution, but complex finalization
requiring adjustments (slow end).

23. Projects as Part of a Longer Chain of Activities:

- Recognizing projects as part of broader strategic initiatives helps

ensure alignment with organizational goals and makes it easier to
assess long-term benefits, not just short-term deliverables.

24. Why Project Managers May Not Understand Project

Purpose:
 27

- PMs may focus too much on execution and the mechanics of delivering
the project, without fully understanding the strategic reasons behind
the project. Poor communication between upper management and the
PM team can contribute to this disconnect.

------------------------------------The End------------------------------------