PRM500 Module 1 Introduction to Projects PDF

Module 1 Introduction to Projects Table of Contents Introduction............................................................................................................ 3 Learning Outcomes...........................................

Module 1 Introduction to Projects Table of Contents Introduction............................................................................................................ 3 Learning Outcomes.................................................................................................... 3 Module Topics.......................................................................................................... 3 Introduction...................................................................................................... 4 Definitions of “Project”........................................................................................ 5 Project Attributes............................................................................................... 7 Projects vs. Operations....................................................................................... 11 Types of Projects.............................................................................................. 13 Identifying a Project.......................................................................................... 16 Required Reading.................................................................................................... 17 Additional Resources................................................................................................ 17 Summary.............................................................................................................. 17 References........................................................................................................... 18 ©Curtin University Page 1 of 19 ©Curtin University Page 2 of 19 Introduction Hello and welcome to the first module of Project Management Overview – Introduction to Projects. In this module you will examine the fundamental characteristics of projects. Organisations undertake two types of work – projects and operations. In order to understand project management, there is a need to firstly appreciate the nature of projects. Projects have distinctive characteristics, which set many challenges for project managers. These distinctive characteristics require the process of project management to differ from that of operations management. This module describes the features of projects and delves into the strategic nature of projects. Subsequent modules will build on the foundational understanding of projects gained by completing this module. It is important that one have a sound understanding of the unique nature of projects prior to continuing on in the curriculum for this unit and attempting the assessments. Learning Outcomes In this module you will learn how to: Identify the core attributes of projects; Describe the differences between projects and operations; and Analyse a case study to identify projects. Module Topics This module is broken into the following topics: Introduction; Definitions of “Project”; Project Attributes; Projects vs. Operations; Types of Projects; and Identifying a Project. Let’s look at each one in detail. ©Curtin University Page 3 of 19 Introduction Discussion Board To start this unit, head to the Discussion Board and post an introduction in the Student Lounge. Introducing ourselves is an important part of our unit as it lets us all to learn more about each other to work together better and also to network and build a learning community which looks after its members and shares resources. Not only is networking valuable for this unit, it can benefit your future career as you build a network of similarly experienced project managers. Here are some suggestions of the things you might like to share with your class colleagues: Photograph of yourself; Introduction: who you are, where you work, background education and experience, city/country where you live; Your Expectations as a Project Management Student: why have you decided to study Project Management? Why do you think Project Management skills will be useful for you personally? Your Expectations from completing this Project Management Overview unit: what skills do you hope to develop? Have you ever studied the subject before? Personal Interests: anything you feel you might like to share about yourself (hobbies, interests, languages spoken, special skills); and Favourite Links: web sites you enjoy and would like to share with other students, favourite quote, favourite food/recipe, etc. You may also wish to include a link to your LinkedIn profile, Twitter account or other relevant personal web site or blog. Please do not hesitate to reply to someone else’s contribution e.g. ask a question, offer a suggestion, etc. Required Reading It is recommended you read the following required reading before you begin the module, the article is available via your Leganto Reading List ©Curtin University Page 4 of 19  accessible from this units Blackboard menu: Turner, Rodney J. 2016. “Chapter 2: Projects and their management.” In Gower Handbook of Project Management. 5th ed. New York; Routledge. iLecture To start this module watch 8.06 minutes of the following recording by Brad Carey, this will introduce you to the unit as well as what is meant by the term Project Management. At the 8.06 minute mark, pause and return to this module, although note you will be referred back to the recording further on in the module. You can access this recording via the iLectures link on Blackboard, aptly named Module 1. Definitions of “Project” As is common within most professions, there are many industry specific definitions, terms, acronyms and jargon that are used by project management professionals. In order to better manage projects, it is important that all parties involved in a project have the same understanding of these definitions, terms, acronyms and jargon. Thus, it is important that we start with the definition of a project. Once we have defined what a project is, we can build the foundations of our understanding of the strategic nature of projects. Self-Test Before reading the following definitions for the term “project” write down your own definition for “project” so that you can compare your baseline understanding to the definition that will be used in this program of study. Your Definition: Next, identify four distinctive features of projects: 1. 2. 3. 4. ©Curtin University Page 5 of 19 The term “project” has been defined by many different researchers, governments, professional bodies and standards. As time has gone on, the definitions for “project” have become increasingly concerned with strategy. Below is a chronological list of definitions and the organisations or authors that those definitions come from: A project is a solution to a problem. (Einsiedel 1984) Unique process, consisting of a set of coordinated and controlled activities with start and end dates, undertaken to achieve an objective conforming to specific requirements, including constraints of time, cost and resources. (British Standards Institution 2000, 10) An endeavour in which human, material and financial resources are organised in a novel way, to undertake a unique scope of work, of given specification, with constraints of cost and time, so as to achieve beneficial change defined by quantitative and qualitative objectives. (Turner 1993, 8) A temporary organisation that is created for the purpose of delivering one or more business products according to an agreed Business Case. (AXELOS 2017, sec. 2.1) A unique set of processes of coordinated and controlled activities with start and end dates, performed to achieve project objectives. (International Organization for Standardization 2012, 3) A temporary endeavour undertaken to create a unique product, service or result. (PMBOK® Guide 2017, 4) For the purposes of this unit we will use the Project Management Institute (PMBOK® Guide) definition for project. ©Curtin University Page 6 of 19 Project Attributes Projects have several different attributes that can be used to identify them. Knowing these attributes is important in that it helps us to separate projects from operations, where operations are an organisation’s ongoing or routine work. Some of the key project attributes are as follows: Process & Specified Deliverable A project can be viewed as a process. A process is: “A systematic series of activities directed towards causing an end result such that one or more inputs will be acted upon to create one or more outputs” (PMBOK® Guide 2017, 18). In order to produce the outputs in a process, it is necessary to do work (Turner 2007). So, the term "project" refers to a process that culminates in the creation of deliverables. A deliverable is any unique and verifiable (PMBOK® Guide 2017, 4): Product –a unique product can be either a component of another item, an enhancement or correction to an item, or a new end item in itself (e.g., the correction of a defect in an end item); Result – a unique result, such as an outcome or document (e.g., a research project that develops knowledge that can be used to determine whether a trend exists or a new process will benefit society); Service – a unique service or capability to perform a service (e.g., a business function that supports production or distribution). (PMBOK® Guide 2017, 4) So, a project consists of activities by which the deliverable is created and the project process ends once the deliverable is completed. The deliverables must conform to specific requirements (ISO 2012) i.e. according to specification. The deliverables define the scope of the project. The deliverable from the process usually has an operational life beyond the project process. Project Life Cycle The project process has a distinctive and unique life cycle that passes through several distinct phases. The activities and resource inputs change as the project progresses through the project phases. Thus, today is different from yesterday. The progressive elaboration of work builds upon previous work in order to create the deliverable. The life cycle is typically characterised by a slow start, through a progressive build-up and peak, followed by decline and final termination. At termination "some projects end by being phased into the normal, on-going operations of the parent organisation" (Meredith & Mantel 2006, 10). The uniqueness of projects means that their specifications are progressively elaborated through their life cycle so that the project scope will be broadly described in the early phases of the project. As the project progresses, specifications will be made more explicit ©Curtin University Page 7 of 19 and detailed as the project team develops a better and more complete understanding of the objectives and deliverables (PMBOK® Guide 2017). Change “A project produces a change” (Turner 2016, 98). A project always introduces brings something new to the world, e.g. a product, a process or new behaviour. So, projects are generated to create change - "projects are the change efforts of society" (Webster 2000, 4). The aim of a project is to bring about change through revolutionary improvements (Turner 2008). The past 30 years or so have witnessed a shift in the environment within which organisations operate - from one of bureaucracy, stability and certainty to one where change is rapid, accelerating and endemic. Consequently "all managers must manage change through projects... We undertake projects because we cannot produce, or achieve the benefit, by doing routine things" (Turner 2008). As Verzuh (2005, 5) notes: the most irrepressible trend favouring project management is the increasing pace of change … riding the tsunami of change becomes critical to success. This emphasis on change increases the importance of project management, because a rapid rate of change brings a greater need for projects … Greater changes = more innovations = more projects. (Verzuh 2005, 5) Projects drive change in organisations and are the result of business objectives. Thus from a business perspective a project is aimed, a project is aimed at moving an organisation from one state to another state in order to achieve a specific objective (PMBOK® Guide 2017). The good news for you is that this is driving the demand across all industries for project managers. Because projects bring change, Project Managers are by default agents of change. Business Benefit – Solve a Problem or Seize an Opportunity The deliverables produced by the project process are used to achieve business benefits. So projects are created to produce deliverables that are then used to achieve predetermined benefits, which may be financial or non-financial. The change brought about by projects is expected to be beneficial (Turner 2005). The change delivered by the project will be of value if the benefit justifies the cost (Turner 2007). Organisations are constantly reacting to stimuli – to solve problems or exploit opportunities - that require a response in the form of a project. So the business benefit results in resolving problems or exploiting opportunities, As stated by Juran (1989, 35) “a project is a problem scheduled for solution”. Strategic Objectives The project process produces deliverables that are used to achieve benefits that are ultimately linked to the organisation’s strategic goals. Many organisations are recognising that translating organisational ©Curtin University Page 8 of 19 strategies into actions requires projects - “Linking all projects to the strategic direction of the organisation is crucial to success” (Gray & Larson 2002). The business value of each project should link to the objectives of the organisation (PMBOK® Guide 2017). “Strategic change in firms is largely delivered through multiple simultaneous projects” (White and Patton 2002). Finite A project is a temporary process having a finite duration. A project has a beginning and the end is reached when the project’s objectives have been achieved; or when the project is terminated because its objectives will not or cannot be met, funding is exhausted or no longer available for allocation to the project, the need for the project no longer exists, the human or physical resources no longer exist, or the project is terminated for legal cause or convenience (PMBOK® Guide 2017). So, a project is not an activity that will go on and on as a normal part of an organisation's operations. The managerial focus for the project is on the timely completion on a predetermined end date. Projects are temporary but their deliverables may exist beyond the end of the project (PMBOK® Guide 2017). For example, a project to build a bridge will end upon the completion of the bridge, but the bridge will continue to exist after its completion. Resources Projects require resources (e.g. human, material, equipment financial) for their completion. Resources are required to perform the inputs in project process. In many projects, humans are the major resource. Resources invariably have limited availability, can be scheduled and sourced either internal or external to the organisation. The scarcity of resources further emphasises the need for projects to be strategic and contribute to an organisation’s overall goals. Projects that don’t deliver benefits that contribute to an organisation’s goals are inherently a waste of resources. Temporary Organisation Projects require the creation of a temporary orgnisation of people, resources, materials, and facilities in order to achieve the project’s goals. The concept that a project is a temporary organisation in now quite popular (Turner 2005). “Whenever people gather together to do something they form an organisation. So a project is an organisation” (Turner 2016, 97). As a temporary organisation, the project is an agency established by a parent organisation to achieve specific objectives (Turner & Muller 2003). So, “projects can be seen as temporary, dynamic organisations created and disseminated within existing organisations” (Shenhar 2001, 239). Turner (2014, sec. 1.1) differentiates between a temporary task in a permanent organisation and a project: “A temporary task can be unique, novel and transient, but it is undertaken by the routine organisation… When I take my car to be serviced, the service is unique, novel and transient, but it is performed by the garage as part of their routine work, so it is a temporary task, not a project. For a project, we create a temporary organisation”. A project can be a single person, a single organisational unit or multiple organisational units (PMBOK® Guide 2017). ©Curtin University Page 9 of 19 Unique A project is a unique, one-off, discrete undertaking. Projects may contain repetitive elements, but a project is never repeated exactly. An example of this would be the construction of an office building: “Office buildings can be constructed with the same or similar materials and by the same or different teams. However, each building project remains unique in key characteristics (e.g., location, design, environment, situation, people involved” (PMBOK® Guide 2017, 4). Projects can differ in terms of deliverables provided, stakeholders, resources, constraints and processes (ISO 2012). The presence of repetitive elements (e.g., testing and retesting of software in software development project) does not eliminate the fundamental uniqueness of the overall effort (PMBOK® Guide 2017). The uniqueness of projects provides little or no opportunity for learning because they do not allow the production of a prototype from which to predict precisely in advance all the work to be done. This uniqueness creates a degree of unfamiliarity and uncertainty not normally encountered in stable conventional operations- based enterprises. In terms of uniqueness, project can be categorised as (Turner 2016, 102): Repeaters – virtually routine processing; Runners – quite similar to previous projects; Strangers – essentially different from previous projects but with some common elements; and Aliens – unlike anything we have done before. (Turner 2016, 102) Complex Projects are inherently complex. Much of the complexity can be attributed to the uniqueness of a project. Whilst a project may involve only an individual, requiring few activities, most projects consist of interdependent tasks i.e. the output of one task is the input to another task. These tasks typical require a team of people with discrete skills, technologies and resources, which are often used on a part-time basis sharing them with other projects or operations. These inputs are frequently supplied by separate sections of one organisation and/or from different organisations, each with its own perspective, motivation, goals and values, whilst being all involved in the achievement of the same end result. The complexity of projects leads to the need for co-ordination and integration, which becomes the work of the project manager. Risk As stated previously, projects are characterised by some degree of uniqueness - 'the uniqueness creates uncertainty: you cannot predict the future, and therefore you cannot be certain that the planned ways of working will deliver the objectives you want" (Turner, 2008). So uniqueness creates unfamiliarity, leading to the existence of risk and uncertainty - “risk and unanticipated change... are endemic to project environments” (DeWeaver & Gillespie 1997). Stakeholders Projects have stakeholders. Stakeholders are: “an individual, group, or organisation that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project” (PMBOK® Guide 2017, 550). A project is governed on behalf of all project stakeholders (Turner 2007). ©Curtin University Page 10 of 19  iLecture Return to the recording and watch from where you left off (8.06 minutes) until 19.28 minutes, this section contains a discussion as to how projects are used to achieve goals. Projects vs. Operations Now that we have examined some of the major attributes that make a project a project, it is important to take a look at how projects differ from operations. The fundamental differences between projects and operations need to be understood in order to better manage each. All work undertaken by organisations falls into one of two categories: operations or projects. Before continuing on try to identify some of the differences between projects and operations by completing the following activity. Activity Identify three differences between projects and operations by filling out the table below. Use the example in number one to guide you. You can check your responses against the information in the following section. OPERATIONS PROJECTS 1. Permanent business 1. Temporary process that process that produces a produces a unique output repetitive output. 2. 2. 3. 3. 4. 4. Projects create a different management environment compared to operations-based work and these differences are highlighted below (Turner 2008; ISO 2012, 6): ©Curtin University Page 11 of 19 Table 1: Differences between Operations and Projects (Adapted from Turner 2008 and ISO 2012, 6) OPERATIONS PROJECTS Permanent business process that produces a Temporary process that produces a unique repetitive output. output Stable teams. Roles & relationships well understood having developed and adjusted over Temporary, flexible, novel teams of people lengthy periods. People do same tasks each time business process is run Precedents set people’s roles and they lose sight Goal orientated rather than role orientated of the operations' objectives. Tasks repetitive or substantially similar. Unique effort Equilibrium: Today is not radically different from Disequilibrium: Today is different from yesterday yesterday Tasks ongoing, creating a lasting stable Temporary & finite, specific time constraints, environment, stable resources transient shared resources Traditional hierarchies, lines of authority, Informal relationships centralised control Manage steady state & evolutionary improvements Bring change by revolutionary improvements (incremental changes) Continuous search for efficiency of existing Aim for effectiveness i.e. achievement of processes, specific objectives Decisions codified and low management New situations and high management involvement. Management involved only by involvement as a matter of course. New or exception modified management systems High certainty in meeting objectives achieved in Uniqueness creates uncertainty and risk. the past. Example: manufacturing products Examples: developing a new product Requires operations management Requires project management The difference between operations and projects is between maintaining the ongoing production of goods or services (operations) and creating something new (projects). However, operations and projects do share some characteristics, for example (PMBOK® Guide 2017): Performed by people; ©Curtin University Page 12 of 19  Limited by constraints, such as resource constraints; Describable as processes and sub-processes; Planned and controlled; and Performed to achieve organisational objectives or strategic plans. (PMBOK® Guide 2017) It is important to know whether you are working in an operation or project. To use project management to run a business process is highly inefficient. Suppose every time you shipped an overnight package, the carrier put together a project team to plan and then monitor that shipment? That’s ridiculous, of course; but why? Because you already know the customer requirements. Because you already have a budget and a schedule for the process – it’s part of the yearly budget planning process. You already have people in place to do the tasks of the process. You don’t need project management. (Martin & Tate 2001) iLecture Again starting where you finished above (19.28 minutes), view a discussion as to why using Project Management to run an operational process is inefficient. This section runs from 19.28 through until 21.10 minutes. If you have since closed the recording, don’t worry you can access it as many times as necessary via the iLectures link on Blackboard. Types of Projects Projects have many different variables that contribute to their uniqueness (i.e., scope, inputs, outputs, resources required, team members, organisations involved, etc.). Because of the varying nature of projects, classifying projects helps organisations to identify what type of project they have. Classifying projects helps organisations to identify the most suitable project management strategies to achieving the goals of the project. This section explores three of the classification techniques that have been developed by researchers and by industry. Hard or Soft It is not uncommon for projects to be categorised as ‘hard’ or soft’, and each type requires appropriate management methods and responses in order to achieve project success. Examples of soft projects are research or organisational change, where the result is not a in itself a tangible asset. An example of a ©Curtin University Page 13 of 19 hard project would be a construction project (the result is a tangible product). Crawford & Pollack (2004) have identified seven dimensions to aid the analysis of hard and soft aspects of projects: Goal clarity – Soft projects typically do not have clearly defined goals at the outset, thus requiring soft methods that acknowledge ambiguity and focus on exploration, negotiation and problem definition. Hard projects are typically highly defined and use hard methods that focus on how to achieve already clearly defined goals. Goal tangibility – Soft projects tend to have intangible goals Success measures – Hard projects are typically associated with quantitative measures for success (e.g. cost, time) whilst the success of soft projects is linked to qualitative measures (e.g. morale) Project permeability – This refers to the degree to which project goals and processes are affected by influences outside project control. Short projects in stable environments and well- developed fields tend to have an impermeable boundary, so hard methods that concentrate on delivering the goal would suffice. In soft projects the determination of the project’s boundary is more problematical, requiring the tailoring of deliverables to the environment and it is beneficial to include a variety of stakeholders to gain insights from multiple perspectives. Number of solution options – This refers to the project approach to exploring and refining goals. Hard methods focus on efficient delivery and the optimisation of a predetermined solution. Where the opportunity exists to question assumptions about goals, then soft methods in terms of exploring alternatives and innovative solutions can be applied. Degree of participation and practitioner role – This refers to the roles of team members in managing a project. Hard methods tend to be non-participative as team members are seen as experts with defined roles and boundaries. A soft approach entails a collaborative approach where many views are sought and people encouraged to cross professional boundaries Stakeholder expectations – A greater degree of interaction between stakeholder is expected in soft projects, than in hard projects where emphasis in on clear logical relationships between project elements and management is based on control. (Crawford & Pollack 2004) Project Types - Goals and Methods Another popular method for categorising projects is highlighted by Turner (2008) and Buttrick (2005), whereby four types of projects are categorised, based on two factors - how well the project goals are defined (i.e. what) and how well defined the methods are for achieving those goals (i.e. how). See Figure 1 for further detail. ©Curtin University Page 14 of 19 Figure 1: Goals & methods matrix (Adapted from Turner & Cochrane 1993, 95) Type 1 Projects ('Painting by Numbers’) In Type 1 projects goals and methods are well defined (e.g. engineering projects). It is possible to move quickly into project planning, so there is an emphasis on activity-based planning. These types of projects are typical of traditional books on project management that have led to the development of traditional project management software (e.g. Artemis). Type 2 Projects (‘Quest’) In Type 2 projects the goals are well defined, but the methods are poorly defined (e.g., product development in electronics and manufacturing industry, weapons systems development). Functionality of the product is well understood, but not how to achieve it. The main aim of the project is to determine how to achieve the goals so it is not possible to plan activities. Part of the project is development or unknown work. Thus, milestone planning is used, where milestones represent components of the product to be delivered. The project team must seek solutions and ensure their findings are reported by a fixed date. Then, "you can then continue to send them out, again and again until you have sufficient visibility on how to achieve your objectives" (Buttrick 2005). Type 3 Projects (‘Movie’) In Type 3 projects the goals poorly defined, but the methods are well defined (e.g. IT projects). The determination of users' needs is difficult, so all project managers have to hold on to is the life cycle. Hence milestone planning is used, where milestones represent completion of life-cycle stages. The project team needs the appropriate expertise, capability and commitment and the aim is to leverage these attributes. ©Curtin University Page 15 of 19 Type 4 Projects ('Fog’) In Type 4 project the goals and methods are poorly defined (e.g. research or organisational change). Planning is milestones-based, but the milestones represent go/no-go decision points, through which the project must pass or be aborted. There needs to be very tight control of costs and time and many options are investigated. These projects "can end up in delivering nothing of benefit unless formally controlled" (Buttrick 2005). Identifying a Project Discussion Board Read the following scenario and determine whether or not you believe the scenario is a project or if it is a part of operational work. Write down your answer and provide at least two arguments to support your classification or project or operations. Share your answer on the Discussion Board. Please respond with a critique or agreement to at least two other student responses. Sue Miller, Senior Executive Officer of ABC Candle Co, has just completed a two-day program on project management and is keen to apply the new knowledge on a recurring problem faced by her company. About 60% of ABC’s annual revenue results from the pre- Christmas sale of the XMAS-PAK, consisting of 12 candles. XMAS-PAK was introduced 8 years ago, and sales have been increasing by 20% per annum. All orders not supplied by 16th December are lost. Sue estimated that XMAS-PAK sales would have been higher last year if it were not for lost orders. It was a frustrating problem because the loss was not due to a shortage of capability. Sales forecast were not very accurate, and the Manufacturing Manager has strict instructions to minimise inventory in finished goods. Sue was sure that project management could somehow help solve this problem without appreciably increasing inventories. Sue assigned both Sarah Smith (Marketing Manager) and Ken Knight (Manufacturing Manager) as project managers for this problem. She reviewed the problem with them and gave them 8 years of historical sales data. The objective was to reduce lost sales to 5% within 3 years. ©Curtin University Page 16 of 19  Is the scenario a project, yes or no? Why is it a project or why not? iLecture After completing the discussion board activity above, watch a brief discussion about this scenario. This can be viewed by watching the last section of the recording (from 21.10 minutes through to the end). Required Reading For this module, you are required to read the following readings which are available via the unit textbook or your Leganto Reading List accessible from this units Blackboard menu: PMI (Project Management Institute). 2017. A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 6th Edition. Newtown Square, Pennsylvania: PMI, Inc. o PART 1: SECTION 1 (PAGES 1-36) o PART 2: SECTION 1 (PAGES 541-560) Turner, Rodney J. 2016. “Chapter 2: Projects and their management.” In Gower Handbook of Project Management. 5th ed. New York; Routledge. Additional Resources If you would like to read more about this topic, you may also find the following resources useful. They are available via your Leganto Reading List accessible from this units Blackboard menu: Turner, J.R., and R.A. Cochrane. 1993. “Goals-and-methods matrix: coping with projects with ill-defined goals and/or methods of achieving them.” International Journal of Project Management 11(2): 93-102. Summary This week’s module focused on a number of key topics in regards to project attributes. Some key takeaways are: A project is defined as: A temporary endeavor undertaken to create a unique product, service or result (PMBOK® Guide 2017); A project is a process and has a lifecycle that is intended to culminate in the creation of a deliverable; o Deliverables can be a product, a result or a service. ©Curtin University Page 17 of 19  Projects bring about change; and Project benefits should be in alignment with the organisational strategy. References AXELOS. 2017. Managing Successful Projects with PRINCE2®. London: TSO (The Stationary Office). British Standards Institution. 2000. Project Management - Part 2: Vocabulary. BSI. (BS6079-2). Buttrick, Robert. 2005. The Project Workout. London: Prentice Hall Financial Times. Crawford, Lynn and Julien Pollack. 2004. “Hard and soft projects: a framework for analysis.” International Journal of Project Management 22(8): 645-653 DeWeaver, Mary Feeherry and Lori Gillespie. 1997. Real-World Project Management: New Approaches for Adapting to Change and Uncertainty. New York: Quality Resources. Einsiedel, Albert A. 1984. Improving Project Management. Boston: International Human Resources Development Corp. Gray, Clifford F., and Erik W. Larson. 2002. Project Management: The Managerial Process. 2nd ed. McGraw Hill Higher Education. ISO (International Organization for Standardization). 2012. Guidance on Project Management. ISO. (ISO 21500). Juran, Joseph M. 1989. Juran on Leadership for Quality. New York: Free Press. Martin, P., and K. Tate. 2001. “Not Everything is a Project.” PM Network 15(5): 25. Meredith, J. R. and S. J. Mantel. 2006. Project Management: A Managerial Approach. 6th ed. New York: J. Wiley. PMI (Project Management Institute). 2017. A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 6th Edition. Newtown Square, Pennsylvania: PMI, Inc. Shenhar, Aaron J. 2001. “Continent management in temporary organizations: the comparative analysis of projects.” Journal of High Technology Management Research 12(2): 239-271. Turner, John Rodney and John H. Payne. 1997. “The problem of projects of differing size and skill mix” Project Management 3(97): 14-17. Turner, John Rodney and Ralf Müller. 2003. “On the nature of the project as a temporary organization.” International Journal of Project Management 21(7): 1-8. Turner, John Rodney. 1993. The Handbook of Project-based Management: Improving the processes for Achieving Strategic Objectives. London: McGraw-Hill. Turner, John Rodney. 2007. “Projects and their management.” In Gower Handbook of Project Management. 4th ed. Edited by John Rodney Turner. Aldershot, England: Gower. Turner, John Rodney. 2008. The Handbook of Project-based Management: Improving the processes for Achieving Strategic Objectives. 3rd ed. London: McGraw-Hill. Turner, John Rodney. 2016. The Handbook of Project-based Management. 4th ed. London: Routledge. Turner, John Rodney. 2014. The Handbook of Project-based Management: Leading Strategic Change in Orgaizations. 4th ed. New York: McGraw Hill. Verzuh, Eric. 2005. The Fast Forward MBA in Project Management. New York: J. Wiley & Sons. Webster, Francis M. Jr. 1993. PM101: According to the Olde Curmudgeon: An Introduction to the basic Concepts of Modern Project Management. Newtown Square, Pennsylvania: PMI (Project Management Institute). ©Curtin University Page 18 of 19 Willis, B. E. 1995. “APM Project-Management Body of Knowledge: the European View.” International Journal of Project Management 13(2): 95-98. White, Donald E. and John R. Patton. 2002. Managing-by-projects: closing the gap requires more. Paper presented at PMI® Research Conference 2002: Frontiers of Project Management Research and Applications, Seattle, Washington. Newtown Square, PA: Project Management Institute. ©Curtin University Page 19 of 19