Project Management Models & Foundational Concepts

This chapter gives an overview of different project management models—plan-driven, agile, and hybrid—and explains key concepts you need to know for the exam, referencing PMI’s Examination Content Outline (ECO), PMBOK Guide Seventh Edition, and Agile Practice Guide. While PMI’s exam is based on the ECO, questions also come from these guides. The chapter encourages downloading the ECO as a helpful reference and reassures you that you don’t need to read all PMI’s recommended books cover-to-cover since this book summarizes the essential exam information, though having the main guides handy for quick look-ups is beneficial.

Who is the Project Manager

• The Project Manager (PM) is the person responsible for leading the project team to achieve project objectives.
• The PM acts as the bridge between the project team and stakeholders.
• Responsibilities include planning, executing, monitoring, controlling, and closing projects.
• PMs must balance competing demands like scope, time, cost, quality, resources, and risk.

Core Competencies of a Project Manager ❓

• Technical Project Management: Knowledge of tools, techniques, and methodologies.
• Leadership: Inspiring, motivating, and influencing the team.
• Strategic and Business Management: Understanding the organization’s goals and how the project fits into them.

Project Management Framework

• Project: A temporary endeavor to create a unique product, service, or result.
• Program: A group of related projects managed in a coordinated way.
• Portfolio: A collection of projects and programs aligned with strategic business goals.
• Projects operate within a system of processes that include:
  • Initiating
  • Planning
  • Executing
  • Monitoring and Controlling
  • Closing

Leadership vs. Management

• Leadership focuses on vision, motivation, and guiding people.
• Management is about processes, procedures, and ensuring things get done.
• Effective PMs need to balance both—lead the team while managing constraints and processes.

The Triple Constraint (Iron Triangle)

• Projects are traditionally measured by three key constraints:
  • Scope
  • Time
  • Cost
• Quality is often considered the fourth constraint, affected by changes in any of the three.
• PMs must manage these constraints to ensure project success.

Stakeholder Management

• Identify all stakeholders early—anyone affected by or interested in the project.
• Understand stakeholder expectations, influence, and communication needs.
• Engage stakeholders proactively to gain support and minimize resistance.

Project Manager’s Sphere of Influence

• PMs influence people and decisions but rarely have direct authority over all resources.
• Use negotiation, communication, and leadership skills to manage without formal authority.

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