Chapter 1 What Is Project Management? 41
R EVIEW QUESTIONS AND PROBLEMS
1. Describe five functions of management. Are any of these not performed by managers? How do you think each of these functions comes into play in the course of a project?
2. Describe the classical and behavioral viewpoints of management and how they differ from the systems approach. The classical and behavioral viewpoints originated decades ago. Are they still of use today? (For a better idea of how the viewpoints differ, refer to current popular management references or texts.)
3. Explain what distinguishes the contingency approach to management from the other three viewpoints.
4. List the main characteristics of “projects.” How do these features distinguish projects from other, non-project activities?
5. What are the characteristics of “project management?” Contrast these with functional and other types of non-project management.
6. What makes project management more suitable to project environments than traditional management and organization?
7. Where did project management methods and organization originate? What happened during the twentieth century that made project management necessary?
8. What are the four types of project management roles? Describe the responsibilities of managers in each role. Are all four roles ever used in the same organization?
9. What are the five criteria that Cleland and King suggest for determining when to use project management? From these, describe briefly how a manager should know when project management is appropriate for the task.
10. When is project management clearly not appropriate? List some “project-type” activities where you think project management should not be used. Describe organizations or kinds of work where both project and non-project types of management are appropriate.
11. Briefly compare and contrast the following forms of project management: pure project, matrix, program, new venture, product, and ad hoc committee/task force. For each form, give at least one example of an organization where it is used.
12. What are some of the problems of being a project leader in commercial, government, and military projects? Where do organizations in these environments get project leaders from?
13. In the industry, service sector, and government examples in this chapter, what common characteristics of the environment, the project goals, and the project
tasks make project management appropriate (or necessary)? Also, what seem to be the common characteristics of the roles and responsibilities of the project managers in these examples? What are the differences?
14. Now that you know a little about projects and project management, list some government and private organizations where you think project management might be useful. You might want to check to see if, in fact, they are using project management.
