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Descritpion Template Quizzes & Assignment Solutions for Google Project Management on Coursera. Also included a few resources on side that I found helpful.

BDFD-LearningGround/Coursera_Google-Project-Management-Professional-Certificate

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Descritpion Template Quizzes & Assignment Solutions for Entire $(Course Name) on Coursera. Also included a few resources on side that I found helpful.

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Google Project Management(Coursera)

About this course/certificate.

About This workshop and the materials in this repo are for anyone who is interested in working with Project Management to produce high quality, working style! Check out follow course link if you think it is interested.

Course Link: Google Project Management:Professional Certificate

Course Learn Path

The courses enlisted as follows:

• C1-Foundations of Project Management
• C2-Project Initiation: Starting a Successful Project
• C3-Project Planning: Putting It All Together
• C4-Project Execution: Running the Project
• C5-Agile Project Management
• C6-Capstone: Applying Project Management in the Real World

Course Description: 6 Course

The content is highly interactive and exclusively developed by Google employees with decades of experience in program and project management.

Applied Learning Project

Skills: - Creating risk management plans;

• Understanding process improvement techniques;
• Managing escalations, team dynamics, and stakeholders;
• Creating budgets and navigating procurement;
• Utilizing project management software, tools, and templates;
• Practicing Agile project management, with an emphasis on Scrum.

Useful Resources

• Course Link

Course Certificate

Total Hours: ~140 Hrs

Thanks For Watch This Repositories!

Keep awesome & stay cool, feel free to fork and report if you find any issue :).

Code of conduct

Contributors 2.

How I passed the Google Project Management Certificate in a Week

This blog is reader-supported. When you purchase something through an affiliate link on this site, I may earn some coffee money. Thanks! Learn more .

Read our review guidelines .

Are you looking for tips on how to pass the Google Project Management Certificate ? I completed the 6 courses in a week (what a week that was!).

I don’t remember the last time I was so stressed as I was working full-time at the same time, but I did it, and you can too.

In this article, I’ll share my top tips for working out the answers to the graded quizzes, how to plan your time and how to get the certificate for the lowest possible cost (not free, but very cheap).

My experience with the Google Project Management Professional Certificate

I completed the course requirements in a week. I signed up for the Foundations course and completed that on Day 1, and then on Day 7 I had all the peer reviews back for the Capstone and got confirmation that I had passed the certificate.

The week was incredibly busy and I didn’t do much else aside from work through the course materials and complete assignments (outside of the hours I was actually doing my day job).

A solid, professional, well-recognized project management course from a great training provider. Perfect for beginners and people interested in learning more about project management as a career.

How I did it so quickly

I have 20+ years experience in project management, so I am definitely not a beginner. The Foundations module, for example, was really easy for me, and I whizzed through that. The more experience you have working in a project environment, the easier it will be for you.

The less experience you have, the more time you’ll have to spend as all the concepts will be new to you. I spent most time on the Agile module (because I’m not an Agile PM) and the Capstone (because you HAVE to do all the work on that one). The courses on Project Execution and Project Initiation were straightforward for me as that’s my day job.

I worked on all the courses at the same time, pretty much, after I completed the Foundations.

If you have some experience…

If you have project management experience, don’t watch the videos. Scan the transcript instead. Skip any topics you know well and go straight for the quiz. If you pass the quiz, assume you have enough knowledge to miss that topic and save yourself time.

How I did it so cheaply

Coursera works on a subscription model for the Google Project Management certificate, so you have to sign up to take the courses. However, you can audit these courses for free.

First, I signed up to audit the courses. Then I had a good look around the course materials for free. You can watch the videos, review the readings and download the templates without paying anything.

That gave me a good indication that I wouldn’t have to spend the recommended 6 months on the course, and that I could indeed do it quickly (and therefore cheaply).

You only have to sign up as a student and start paying when you commit to earning the certificate for real, as you have to be subscribed to be able to submit graded assignments and quizzes, and peer-reviewed assignments.

Pro tips to save money

Sign up to audit the course first, and then convert to a paid student when you are sure you have the time to commit to doing the assessed work. If you are offered a free trial, you can also take that and do as much of the course as possible in the free trial period.

Tips for passing the Google Project Management Certificate

So what did I learn from the experience? And what tips do I have for you if you want to earn the certificate as cheaply and quickly as possible? Read on…

1. Make a tracker

There are 6 courses to do in the Google certificate. The easiest is the Foundation, which has no peer-reviewed assignments. The hardest is (unsurprisingly) the Capstone. Each course has multiple modules.

Because of the speed I was going through the materials, I needed a tracker. I just wrote out a list of the courses and modules and made a note of what still needed to be done on them. It kept me focused on what was missing, what assignments I needed to submit (or resubmit) and made it easy to go straight to what needed doing when I had a spare moment.

2. Submit on or before the deadline

Each assignment and graded quiz comes with a deadline.

The deadlines are auto-calculated by the looks of it, from the Coursera platform. I first thought they were there simply to help you pace yourself and make sure you didn’t give up on the material.

However, there is some small print I read that said if you submit a peer-reviewed assignment after the deadline you might need more than one peer to review it. If you submit on the deadline, you only need one reviewer.

Don’t wait for extra reviews: submit on time so you aren’t reliant on other people.

3. Note your correct answers on quizzes

You might fail a quiz (I certainly did) but that doesn’t mean you got all the questions wrong. Some quizzes keep the same set of questions when you do them again, so note down the answers you did get right.

Also note down which answers were wrong. The tests are all multiple choice so you don’t want to select the wrong answer again.

When you take the quiz again, use your notes to make sure you don’t accidentally get an answer wrong again, and put in the correct answers.

4. Use the search

Timed quizzes can be stressful, but you get 50ish minutes per quiz which is a lot of time to answer 10 questions.

If you can’t work out an answer, use the search feature. Copy/paste one of the answer responses or a key word from the question into the search bar. Use a new window or tab, not the one your test is open in.

Then review the search results. You’ll often find that the answer to the question is in the course material (I mean, why wouldn’t it be??). Then you can confidently choose the right answer.

5. Watch the videos on 1.5x speed

Watch the videos on fast speed. As long as you can still understand the tutors, you’ll be fine. This will help you get through the material more quickly.

6. Do the courses in any order

Do you have to take the Google Project Management certificate courses in order? No, absolutely not. I would suggest you leave the Capstone until the end, but any of the others you can do in any order.

I did them all pretty much in parallel, leaving the Capstone until last.

7. Don’t review the job seeking content unless you are job seeking

I know this is going to sound obvious, but if you aren’t currently looking for a job, skip all the sections on job hunting, interview prep and resumes/CVs.

You can also skip the Googlers telling stories about their career paths. They are interesting, but they aren’t crucial to being able to apply the knowledge. If you have loads of time, by all means watch them, but if you are speeding through the content, you can skip them comfortably.

Tips for the Google Project Management peer-reviewed assignments

Most of the courses have peer-graded assignments. For example, you have to complete a project charter, a risk document, a presentation to executives, write sample emails etc.

The example project is Plant Pals (the Capstone project is Sauce & Spoon), and actually it’s quite fun to work through creating project documents. The case study is realistic and well-put together, you will definitely find it useful if you have not worked on a project end-to-end before.

Here are some tips for acing your peer-reviewed assignments.

1. Make sure your file is publicly accessible

You have to review other people’s work as well as submit your own, and overall, the quality of the files submitted was poor. There were quite a few that I couldn’t even access because the Google Docs permission was not set to ‘Sharing’.

Make sure people can access your file!

2. Load the right file

You are given student documents to review, and there were several I was given where I had to flag that they had loaded the wrong file. One was even a promo leaflet for some guy’s training courses. Some people loaded the blank template.

Don’t waste your time (or other people’s) by loading the wrong documents. Come up with a naming convention for all the files you will create and then upload the correct version.

I made this mistake once myself. There are two exercises where you have to write emails and I uploaded the wrong email file for an assignment. Believe me, when people score your assignment as 0/10 and you fail, it really stings!

3. Read the submission criteria

Each peer-reviewed assignment where you have submit a file has two tabs. One tab is your instructions, the next is the upload screen where you share your file so it can be reviewed.

On the upload screen you will see submission criteria. This is basically a list of what the reviewer will be looking for.

Read this before you spend time creating your file so you know exactly how you will be graded and what you need to include in the project documentation.

4. Remember to review other people’s assignments

You won’t be marked as ‘complete’ unless you have reviewed other people’s assignments as well as submitted your own and had that reviewed.

It doesn’t take long to look over someone else’s document, especially as you have just written one on exactly the same template. You will be given a marking scheme so you know exactly how to assign marks.

Put some time aside as soon as you have submitted your assignment and just get through them. You’ll know when you have done enough as it will invite you to review more, but you are not obligated to.

5. Keep them short

It’s tempting to write loads and loads in the project charter or other documents, but you really don’t have to. Stick with a few bullet points that cover the key content.

In real life you might want to add more context and more words, but generally short is good. There are only certain things that will be graded anyway, so any text you put in additional boxes is not going to score you extra.

That’s not to say you shouldn’t do a good job, especially if you are hoping to get the practice of putting together project documentation – useful if you want to become a project manager . But if you want to get through the course fast, do the minimum required and don’t gold plate your assignments.

Tips for the Google Project Management Capstone Project

The Capstone course (Applying Project Management in the Real World) is the Sauce & Spoon case study, which is a fun project about rolling out a new system for a group of restaurants. It feels timely and relevant, with a cast of characters you’ll come to feel like you know.

You are the project manager, and the goal is to shepherd the project through from idea to delivery – which of course you manage to do just fine.

Here are some examples of the Google Project Management Capstone assignments:

• Create a project charter
• Draft emails
• Identify project tasks and put them in order with milestones
• Identify and create time estimates for a project plan
• Identify quality criteria and establish how these will be measured
• Create a presentation to share project results
• Draft an executive summary

The Capstone also includes a section on preparing for an interview , which you don’t have to do.

Here are some tips to stay on top of the Capstone.

1. Pace yourself

It was a lot more work than I was expecting. There are 8 peer reviewed assignments which equals 8 documents to create, submit, and then review someone else’s submission.

Given that I am an experienced project manager who had breezed through the other content, I figured I would also find it easy.

It wasn’t hard (for me), but you can’t skip sections . It is time-consuming so make sure you have time put aside.

2. Do the ungraded assignments

I thought I would save myself time and skip the assignments that are ungraded, focusing instead on the peer-graded projects instead.

I quickly found that you can’t do that. You open a peer-reviewed assignment brief and it says, “Take the project charter you created earlier…” and if you haven’t created one earlier you have to go back and do it from scratch.

You need to work through all the activities, even the ungraded ones. There is important case study information and ground work that you cannot skip.

3. Don’t stress about people being available to review

I was really worried that no one would be online or available to review my assignments. What if no one else was studying at that time? What if I was the only one in the whole world completing the Capstone and I’d have to wait for someone new to enroll so they could mark my work?

All those worries were completely unfounded. There are plenty of people going through the same experience. I was reviewing papers uploaded just that day, and people were reviewing mine within hours.

The longest I had to wait was about 18 hours. I went to bed worried no one would see my paper and in the morning it had been graded.

4. Look for the Capstone answers

All the answers are in the case study. You don’t have to make anything up (although you can embellish if you want). Just read the materials carefully and write down what you learn.

You don’t even have to infer or deduce. I think every answer and expectation is there in black and white on the screen. For example, success criteria and KPIs, they are written in the case study materials.

I’ve never had a project meeting in real life where a sponsor has said, “We’re looking to improve turnaround time by 5% and reduce customer waiting time by 30 minutes.” But the Sauce & Spoon stakeholders are very switched on and articulate! In real life, expect to have to gently coax senior managers to come up with numbers they can be held accountable to!

5. Do the work

I wonder how many people start the 6 certificate courses and then get to the Capstone and think, “Whoa, that’s a lot of work.” And then drop out.

Don’t let that be you. You can do it. There is no time limit on taking the course, and if you show up and do the work, you will pass.

The Capstone is a lot more work than any of the other courses. I think there are only 5 peer-reviewed assignments in the whole of the rest of the course, and while that gets you used to the process and the expectation, the Capstone takes it to a whole new level.

That’s the point, after all. They want you to feel confident and to ‘see’ a project from start to finish.

Before you go…

You can definitely pass the Google Project Management Certificate, I have no doubt. There are no tutor-assessed assignments. You can take the graded quizzes as many times as you like (within the system constraints) and if you plod through the work, you can do it!

You earn a Credly badge at the end of it, which makes it all worthwhile.

I did have a stressful week, so I wouldn’t recommend doing what I did and cramming the course, but I do think the course was good and worthwhile. Read my full review of the Google Project Management Certificate .

If you have read this because you are considering signing up, I’d recommend it. If you’ve got to the end of the article because you’re halfway through the course and need the motivation to keep going… keep going!! You’ve got this!

Pin for later reading

Project manager, author, mentor

Elizabeth Harrin is a Fellow of the Association for Project Management in the UK. She holds degrees from the University of York and Roehampton University, and several project management certifications including APM PMQ. She first took her PRINCE2 Practitioner exam in 2004 and has worked extensively in project delivery for over 20 years. Elizabeth is also the founder of the Project Management Rebels community, a mentoring group for professionals. She's written several books for project managers including Managing Multiple Projects .

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20 project manager interview questions and answers

Landing a project management interview is a big accomplishment. But you’ll only get a chance at the job if you prepare for the interview properly. In this article, we cover some of the most common project manager interview questions and answers so you can ace this interview and get hired.

Take a deep breath—we’re here to help. If you have an interview for a project manager position coming up, this post is for you.

What does a project manager do?

Before we dive into common project manager interview questions, let’s take a look at what a project manager actually does. 

The title project manager has changed significantly over the years. Initially, project manager roles were highly specialized technical positions, and project managers themselves were certified in complicated, complex project management tools. Luckily, modern project management tools have made project management accessible to a broader variety of roles—and now, more often than not, a project manager is less focused on the technical element and more focused on aligning stakeholders, driving clarity, and hitting project goals. 

The definition of project management varies between companies, departments, and positions. For example, at Asana, we believe that if you’re managing projects, you’re a project manager, regardless of your job title. 

To get a sense of what your interviewer expects from you as a project manager, study the job description closely to understand the main responsibility of the position you applied for. Is it people management, cost management, risk management, program management , or something entirely different?

If you know what exactly this project manager job will entail, you can use this information to better prepare for the interview. This will also help you figure out which of the questions and answers below are going to be the most helpful for your interview prep.

1. Tell me about yourself.

While it’s technically not a question, more often than not, this is going to be the first thing an interviewer wants you to talk about. Think of your answer as your elevator pitch—this is your chance to briefly summarize who you are, why you’re here, and what makes you the best candidate.

What the question means: For the interviewer, it’s a great way to ease into a conversation, give the candidate a chance to settle in, and give a first impression. The interviewer wants to find out who you are as a person and why you’ve applied. 

How to answer: Briefly explain your last project or current position. Then name a few project planning skills you’ve learned in your previous job and how they’ve prepared you for this position. Stay positive, be truthful, and let your passion shine through. 

What not to say: Don’t just restate your resume. The interviewer has that right in front of them. Tell them something they don’t know and can’t find out from your resume alone. Also, keep it professional and read the room—not every interviewer cares about your new puppy (unfortunately).

2. Do you have experience working from home and managing a remote team?

Since working from home has become the norm for many companies, it’s possible that you’ll have to manage a fully remote team either now or in the future. Project manager positions are often team leads or project leads, so your interviewer may want to learn more about your experience in this area.

What the question means: Virtual managers face more challenges than managers who share the same office space as their teammates. The interviewer wants to find out if you have previous experience managing virtual teams .  

How to answer: If you have experience managing a remote team, that’s great! Talk about some of the challenges you’ve faced not being in person and how you overcame them. If you don’t have a ton of relevant experience, talk about how you can use project management tools and team bonding exercises to connect, communicate, and collaborate with remote teams.

What not to say: Don’t downplay the challenge of keeping virtual team members motivated and engaged. Your interviewer needs to know that you take team morale seriously and understand what it takes to connect with your team in a remote world.

3. How do you keep your team motivated?

If your project team doesn’t feel motivated, they’ll struggle to complete their high impact work. This can cause project delays and lack of quality in your deliverables. As a project manager, one of your responsibilities is knowing how to keep your team motivated and moving towards the project objective .

What the question means: The interviewer wants to find out what your tactics are for keeping a team engaged and motivated. 

How to answer: You can start by describing the work environment you hope to build for your team. Besides a place where teammates feel valued, seen, and understood, it’s also important to set transparent goals and expectations for your team. Explain how setting realistic project milestones doesn’t just keep the project on track but also fosters effective teamwork.

What not to say: Don’t talk about monetary rewards like raises or promotions. Teams that complete their work for extrinsic motivation only aren’t going to feel as fulfilled as teams that feel intrinsic motivation to perform well.

4. What is your leadership style of choice?

There are several different leadership styles out there and while some may be more popular than others, there is no right or wrong leadership style. In fact, your team members may benefit from different leadership styles depending on their unique personalities, the projects they’re currently working on, and the challenges they’re facing. 

What the question means: While the terms leadership and management are often used interchangeably, not every manager is a leader and not every leader is a manager. If the interviewer asks this question, they’re probably looking for someone who can be both—so it’s important that you know what your leadership style is. 

How to answer: Be sure that you know what different leadership styles entail. Know the risks and benefits of your leadership style so you can confidently answer follow-up questions about your specific leadership skills, like:

As a democratic leader , how do you ensure that your team still trusts you when you make a decision without their input?

How do you approach conflict resolution as an affiliative leader?

As a transformational leader, how do you combat pressure your team may feel because of your constant involvement?

What is your communication style as a transactional leader ?

As a laissez-faire or delegative leader, how do you keep your team on track?

What not to say: Don’t wiggle your way out of the question by simply saying your leadership style depends on the situation. If that’s true and your leadership style is in fact situational , talk more about how you adapt your style and give examples of when you’d apply a supporting, coaching, delegating, or directing style.

5. How do you communicate bad news with your team?

Part of your job description as a project manager will be to deliver news to your team—good and bad. Whether you’re managing people or projects, at some point, you’ll likely have to relay bad news to your team.

The way you handle sticky situations, like communicating that you’re not hitting a project’s goals or are losing funding for an exciting initiative, will be a reflection of how qualified you are to be a manager.

What the question means: The interviewer likely wants to find out if you have both the integrity and communication skills to deliver bad news to your team without causing misunderstandings or issues.

How to answer: Acknowledge that the challenge of communicating bad news is that you have to balance representing and understanding both the emotional response of your team and the decision of higher-level executives. Explain that the best way to effectively communicate bad news is to prepare yourself. 

Once you’ve prepared and practiced how you’ll deliver your message, you’ll do your best to use direct language when communicating the news to avoid misunderstandings. It’s also important that you set aside time for questions from your team and establish next steps so they feel prepared for what’s to come.

What not to say: Don’t try to answer this question with a positive spin. Bad news is bad news and there’s no reason to sell it as something it’s not. Instead, be realistic and ensure that you show the interviewer that you understand the potential risks and severity of a scenario like this.

6. How do you prioritize tasks?

As a project manager, your workday can change in an instant. New tasks, change requests, or a confused stakeholder who needs clarification right away can throw off your entire schedule. It’s important that you know how to prioritize work if you want to excel in this position.

What the question means: The interviewer is looking for a very direct and detailed answer on how you prioritize tasks. 

How to answer: Explain your go-to time management method . Perhaps you use the Eisenhower Matrix to find out which tasks need to be done right away or can be scheduled for later, delegated to someone else, or deleted altogether. 

Maybe you prefer to eat the frog and get your biggest and most complex task done first thing in the morning. Whatever your preferred method of task prioritization is, quickly explain what it is and give a specific example of how you’d apply it—or better yet, how you’ve applied it in the past.

What not to say: Don’t just say you go with the flow. A skilled manager will use tools and techniques to prioritize tasks by importance and urgency, so make sure to share your go-to approach with your interviewer.

7. How do you define an ideal project?

The answer to this is not “one that goes according to plan.” This question intends to find out more about what type of projects you prefer to work on.

What the question means: The interviewer wants to know what type of projects you feel most comfortable and confident working on. This is not going to be a guarantee that you’ll get the kind of project you describe but it’s going to give the interviewer a better sense of your skill set.

How to answer: The best way to answer this question is to be honest. Tell the interviewer what kinds of projects excite you the most. Perhaps you prefer projects that are super collaborative and innovative. Maybe you do your best work when a project is streamlined and there aren’t too many moving parts at the same time. Or you may do really well managing multiple small projects that run simultaneously. Whatever it is that you feel the most passionate about—tell the interviewer. And, if you can, give an example of a specific project you’ve done in the past that was really rewarding for you.

What not to say: Don’t lie and say you can handle any type of project. Even if that’s true, really dig into the type that excites you the most so your answer is more genuine.

8. How do you handle changes to a project?

Projects rarely go according to plan, which is why your position is so important. As the project manager, you’ll be in charge of adjusting the schedule, communicating changes, and adopting them accordingly. 

What the question means: The interviewer wants to know what kind of problem-solving strategies you’re familiar with. Depending on the level of your position, they may also want to know how familiar you are with change management processes .

How to answer: Showcase your ability to adapt to unexpected or uncomfortable situations when answering this question. Convince the interviewer that you’re quick on your feet and have successfully handled project changes before.

What not to say: Don’t be vague. If you’re struggling to explain how you handle changes to a project, give a real-life example instead. This will also show the interviewer that you’ve successfully managed a situation like this before.

9. What project management methods have you used in the past?

There are many different project management methodologies and chances are you’ve used or experienced more than one before. Whether you’re familiar with Agile work environments, the waterfall model, or running teams on Scrum —this is the time to showcase your knowledge.

What the question means: The interviewer wants to find out whether the project management methods you use fit the organization's style.

How to answer: Talk about the project management methodology you’re most familiar with and give an example of how you’ve used it. For example, you could talk about your experience with Scrum teams or talk about projects that you managed using Kanban boards . Explain why you used the given methodology and how it worked for your team and project.

What not to say: Don’t just toss around buzzwords. Make sure that you know what Agile means if you’re going to talk about applying this methodology. Interviewers notice whether or not you understand a methodology so it’s best to be prepared for follow-up questions.

10. What project management tools do you have experience with?

There is an array of project management software available and chances are, you’ve used your fair share of them. There really is no right or wrong answer to this question but you can get a few extra points if you personalize your answer.

What the question means: The interviewer wants to gain a sense of how many and what types of project management tools you’re familiar with.

How to answer: Truthfully answer what project management tools and software you’ve used in the past. If possible, find out what tools the company you’re interviewing for uses. You may find information on their website, on a review site, or get this kind of insight from an employee via LinkedIn. With this information on hand, you can tailor your answer to the tool the company uses and let the interviewer know that you’ve used it or something similar in the past.

What not to say: Don’t judge any project management tools. You may have a favorite (Asana, right?) or even a tool that gives you a headache just thinking about it, but now is not the time to pass judgment. Simply list the tools you have experience with and explain your skill level, if applicable.

11. Do you have experience with cost or budget management?

While not every project management position requires cost management knowledge, it’s a very common interview question for human resources, accounting, or finance management positions. So let’s take a look at the best way to answer it. 

What the question means: The interviewer is curious whether you’ve had to manage costs before and is likely looking for an example.

How to answer: If you don’t have experience managing budgets, be honest about it and let the interviewer know how you’re planning to build this skill. If you have budget or cost management experience, talk about the budget you’ve managed, what you were in charge of, and how you allocated additional resources when necessary.

What not to say: Don’t make up budgets you’ve never managed or talk about how you manage your personal budget if you don’t have professional experience. Being fiscally responsible is not the same as knowing how to manage a project budget. So be honest about your experience and skill level.

12. What motivates you to give your best to a project?

This is an excellent opportunity to talk about a project that went really well and explain why it was one of your best projects to date. Chances are, you were passionate, inspired your team, and led the project to success because you felt so motivated. 

What the question means: Motivation looks different to everyone. The interviewer wants to find out what keeps you motivated to get a better understanding of your personality.

How to answer: Think about what motivates you when you’re working. Is it a great team that loves to collaborate? Do you love showing up for work to solve problems? Do you get excited about learning new things and widening your skillset? Whatever satisfies and excites you to do your best in a project, share it with your interviewer and give an example if you can.

What not to say: Don’t say “money.” It’s obvious that money is a factor in why you’re motivated to show up for work every day but the interviewer is asking this question to find out what other factors drive you.

13. Tell me about a challenge you’ve faced and how you handled it.

As a project manager, you’ll encounter plenty of challenging projects. Share a challenge that turned into a successful project or a great learning experience with your interviewer to prove that you can handle roadblocks or setbacks.

What the question means: The interviewer wants to learn more about your problem-solving skills and how you approach challenges. They’re looking for a specific example.

How to answer: The best way to answer this question is to apply the STAR method. This method allows you to break down a situation into four categories: 

Situation : Start with the situation you were in. For example, explain that your project team suddenly got smaller because two people were out sick for an extended period of time.

Task : Explain how you wanted to resolve the situation. For example, your goal was to ensure that you could still deliver the project on time.

Action : Describe the actions you took to reach your goal. For example, you first tried to get help from another team. When that didn’t work out, you had to outsource some of the simpler tasks to a freelancer to give your team the bandwidth for their work.

Result : Finish with the outcome of the situation. For example, hiring a freelancer allowed your team to focus on the important tasks and complete the project without delays. Plus, you ended up hiring that freelancer for your next project because they did such an amazing job supporting your team.

What not to say: Don’t talk about a personal challenge. The interviewer wants to know how you handle challenges like lack of resources, negative feedback, or project delays. Whether you have prior experience as a project manager or not, we’ve all faced difficult times at work before, so talk about a situation where you showed how well you can handle a challenge.

14. Why are you looking to leave your current job?

Obviously, there’s a reason you’re doing this job interview. And the interviewer is curious what you’re hoping to find here that you’re lacking at your current job.

What the question means: The interviewer wants to find out one of two things (or both): How do you speak of your former/current employer and what motivated you to apply for this position?

How to answer: Instead of looking back at your old or current employer, talk about what excites you most about this new opportunity. Are you excited about the possibility of relocating? Are you looking forward to gaining new skills or taking on more responsibilities? Perhaps you’re looking to improve your work-life balance and feel like this new company is the perfect place to do so. Let your excitement for the new role shine through—that will set you apart from other candidates.

What not to say: Don’t bash your former employer. No matter how dreadful your current or past job is or was, it’s important to look forward and stay positive in your interview.

15. Name three tactics you’ve used to develop and maintain great customer relationships.

Depending on your field, you may have to deal with customers or clients on a regular basis. If you’re skilled at creating and maintaining solid relationships, you’re going to be a great asset to your company.

What the question means: Happy clients or customers are important—the interviewer wants to know if you have more than one card up your sleeve when it comes to fostering meaningful professional relationships.

How to answer: Think about your past customer relationships and what they valued. Did they appreciate your quick and positive communication? Did you make them feel like they were your only client or customer? Did you consistently exceed their expectations? Were you able to understand their goals and speak their language? All of these are tactics proven to build and maintain strong business relationships. 

What not to say: Don’t brag about how great you are with clients or customers. Humility is one of the many tactics that help maintain positive professional relationships so make sure you’re staying humble in your interview to prove you’re capable of this.  

16. How do you inspire underperforming team members?

A successful project manager must be able to motivate their team, and this question probes both your communication and management styles.

What the question means: The interviewer is seeking insight into your leadership skills, specifically how you identify, address, and turn around instances of underperformance within your team. They're interested in your ability to inspire and motivate, rather than just manage.

How to answer: Begin by emphasizing the importance of understanding each team member's strengths, weaknesses, and personal motivators. Share a past experience where you identified the root cause of an underperforming team member, such as a lack of clarity, insufficient training, or personal challenges. Explain the steps you took to address the issue, which might include setting clearer goals, providing additional support or resources, or adjusting project roles to better align with team members' strengths.

Highlight the positive outcome of your actions, such as improved performance, increased team morale, or the successful completion of a project. It's crucial to convey empathy, adaptability, and a commitment to developing your team's potential.

What not to say: Avoid suggesting that underperformance is solely the team member's fault or implying that punitive measures are your go-to strategy.

17. How do you handle changes to a project’s scope, especially in the middle of a project?

This question explores a project manager's adaptability, strategic planning skills, and decision-making process—all of which are critical for managing the inevitable changes that occur during the project life cycle.

What the question means: The interviewer is looking to understand your process for managing scope creep and your ability to maintain project objectives, timelines, and budgets in the face of change. They're interested in your stakeholder management skills, decision-making process, and how you communicate changes.

How to answer: Start by acknowledging that changes to a project's scope are common and can sometimes lead to better project outcomes. Describe your initial step of evaluating the impact of the requested change on the project's timeline, budget, and resources. Emphasize the importance of good communication with stakeholders to understand the reasons behind the change and to set realistic expectations.

Share a past experience where you successfully managed a scope change by conducting a thorough impact analysis, obtaining necessary approvals, and adjusting project plans accordingly. Highlight how you kept the team informed and motivated, managed stakeholder expectations, and ensured the project remained on track. Stress the importance of flexibility, but also of having robust change management processes in place to assess and integrate changes efficiently.

What not to say: Avoid suggesting that you resist all changes to project scope or that you accommodate changes without assessing their impact and obtaining the necessary approvals.

18. Can you describe your experience with Agile project management?

This question targets a project manager's familiarity and proficiency with Agile methodologies, which are vital for managing projects in dynamic and fast-paced environments.

What the question means: The interviewer is gauging your understanding of Agile principles, practices, and frameworks (such as Scrum, Kanban, etc.) and how you've applied them in real-world projects. They're interested in your ability to adapt, collaborate, and deliver value quickly and efficiently.

How to answer: Briefly explain your understanding of Agile project management and its importance in fostering collaboration, flexibility, and customer satisfaction. Then, share past experiences in which you successfully managed projects by applying Agile practices. Discuss how you facilitated sprint planning, guided daily stand-ups, and conducted reviews to ensure continuous improvement and stakeholder engagement. Highlight any challenges you faced, such as resistance to change or team alignment issues, and explain how you overcame them.

It's also beneficial to mention any certifications or training you've completed in Agile project management. This demonstrates your commitment to professional development and your proactive approach to managing projects.

What not to say: Avoid giving the impression that you are unfamiliar with Agile methodologies or that you prefer not to use them, especially if the organization you're interviewing with follows Agile practices.

19. Can you briefly tell us about the last project you worked on?

This question offers a window into your recent project management experiences, showcasing your project planning skills, challenges you've overcome, and ability to deliver results.

What the question means: The interviewer is seeking a snapshot of your project management style, including how you handle project schedules, dependencies, and metrics to ensure success. They're interested in your ability to lead, adapt, and apply lessons learned to future projects.

How to answer: Begin with a brief overview of the project, including its objectives, scope, and team dynamics. Highlight your specific responsibilities, such as planning, execution, stakeholder management, and any particular methodologies or tools you used (e.g., Agile, Waterfall, Gantt charts, etc.). Discuss a key challenge you faced and how you addressed it, demonstrating your problem-solving skills and resilience.

Conclude with the project's outcome, emphasizing any successes or achievements, and reflect on a valuable lesson learned or how the experience has prepared you for future projects. This approach shows your competence, leadership, and ability to reflect on and grow from your experiences.

What not to say: Avoid giving a vague or overly general response that doesn't provide insight into your capabilities or the specifics of the project. Also, steer clear of placing blame on others for any difficulties encountered during the project.

20. What is your experience with stakeholder management, and how do you balance conflicting priorities and demands?

A successful project manager must be able to communicate with stakeholders while balancing conflicting priorities. This project management interview question gauges your capacity to resolve conflicts and prioritize effectively.

What the question means: The interviewer is seeking insight into your ability to engage with various stakeholders, each with their own interests and expectations, and how you navigate the complexities of competing demands and priorities that are a reality in most projects. They want to know if you can maintain a strategic perspective while ensuring stakeholder satisfaction and project alignment with business goals.

How to answer: Begin by summarizing your approach to stakeholder management, emphasizing good communication, transparency, and relationship building. Provide specific examples of how you've identified and engaged stakeholders in past projects. Then, transition into discussing your methods for prioritizing demands, such as using a decision-making framework, leveraging project management tools, or applying negotiation and conflict resolution skills.

Highlight a past experience where you successfully balanced conflicting priorities, detailing the outcome and what you learned from the experience. It's essential to convey that your approach is systematic, adaptable, and tailored to the unique needs of each project. 

What not to say: Avoid suggesting that you prioritize tasks solely based on intuition or without a clear, consistent methodology.

Tips for acing project management interview questions

Knowing what to say is important, but a job interview is about much more than just saying the right things. You’ll want to leave a great impression and make sure that your personality stands out from the rest of the candidate pool (especially in person or via Zoom). Here are our favorite tips to leave hiring managers and recruiters with a great impression.

Understand PM terminology. You should familiarize yourself with common project management terms . That way, when they come up during the interview, you don’t have to ask what they mean first and potentially risk your chances of getting the job.

Practice clarity and confidence. Besides rehearsing answers to common interview questions, work on delivering your answers with confidence and clarity. This includes practicing your body language to make sure it conveys confidence.

Ask for clarification when needed . If a question is unclear or you're unsure of what's being asked, don't hesitate to ask for clarification. It's better to get more information than to answer incorrectly due to a misunderstanding. This also demonstrates your communication skills and attention to detail.

Prepare with real-world examples . Equip yourself with past experiences that demonstrate your project management skills and accomplishments. Tailor these stories to the job description and the skills it requires, showing how your background makes you the perfect fit for the role.

Go get that project manager job!

Now that you know what to say (and what not to say) during your job interview, we’re sure you’re going to nail it. 

And if you land the job, make sure you utilize tools that make your life easier, like Asana’s project management software that’s designed to minimize app switching. That way, you and your new team can keep everything from messages to timelines in one place and focus on what’s really important.

Related resources

What are story points? Six easy steps to estimate work in Agile

What is a flowchart? Symbols and types explained

How to choose project management software for your team

7 steps to complete a social media audit (with template)

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CPE520 Project Management - Assignment 1 (My Answer)

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The Northeast Massachusetts Community of Practice for Transition Age Youth and Young Adults (MACOPTAYYA) was initiated through the involvement of a champion, a regional director of the state Departmentof Mental Health (DMH). With support from the Transitions Research and Training Center (RTC), the CoP built a partnership of committed stakeholders from various points of the system of service for Transition Age Youth and Young Adults, thus building bridges across the adult and children mental health agencies.

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Medya Günlüğü

Hasan Sevilir Aşan

ANZAK DENİZALTISININ HAZİN SONU Avustralya ve İngiliz askerlerini taşıyan denizaltı, Sultanhisar torpido botu tarafından mürettebatı ile birlikte teslim alındığı sırada, Kaptan Stoker’ın, intihar amacıyla basınçlı su vanalarını açması üzerine Marmara’nın derinliklerine gömülmüştü. * Çanakkale Deniz Savaşlarında İtilaf Devletleri donanmasından Marmara Denizine ulaşabilen ilk gemi Avustralya Kraliyet Donanmasına ait AE2 Anzak denizaltısıydı. Misyonu, Gelibolu cephesindeki Mustafa Kemal’e lojistik destek sağlayan Osmanlı Türk donanmasını taciz atışları ile bölgeden uzaklaştırıp, ikmal yollarını kesmek idi. * Anzaklar, 1.Dünya Savaşında Büyük Britanya ordularına bağlanan Avustralya ve Yeni Zelanda askeri birliklerinin ortak adıdır. İngilizlerin, İstanbul’u işgal edip, Rusya ile sıcak sularda buluşma hayaliyle oluşturduğu, dünyanın en büyük çok uluslu donanmasının parçasıdır. Çok uzaklardan, hiç tanımadıkları bir milletin topraklarını işgal etmek için Gelibolu kıyılarına gönderilmişler ancak birçoğu ülkelerine geri dönememişti. * İstanbul’a Çanakkale Boğazını aşarak denizyolundan ulaşamayan yedi düvel, işgali karadan gerçekleştirmek hedefiyle taktik değiştirmişti. 25 Nisan 1915 şafağında, Gelibolu’daki, sonradan ANZAK adı verilen koydan karaya çıkmış ancak Mustafa Kemal komutasındaki savunma ve direniş hattında ‘’Çanakkale Geçilmez’’ ruhuna yenik düşerek binlerce kayıp vermişti. DENİZALTI Çanakkale Deniz Savaşlarında İtilaf Devletleri donanmasından Marmara Denizine ulaşabilen ilk gemi Avustralya Kraliyet Donanmasına ait AE2 denizaltısıdır. ANZAK’ların kara çıkarmasına başladığı sırada, su altından Marmara’ya geçmiş, Mustafa Kemal’e lojistik destek sağlayan Osmanlı Türk donanmasını taciz atışları ile bölgeden uzaklaştırarak ikmal yollarını kesmeye çalışmıştır. Marmara’daki misyonu ancak birkaç gün süren AE2, su altında daha fazla tutunamayarak yüzeye çıkmak zorunda kaldığında Sultanhisar torpido botuna teslim olmuştur. Avustralya ve İngiliz askerlerden oluşan denizaltı mürettebatının tamamının Sultanhisar Kaptanı Ali Rıza Bey tarafından teslim alındığı sırada, Kaptan Stoker’ın, intihar amaçlı, basınçlı su vanalarını açması üzerine Marmara’nın derinliklerine gömülmüştür. Sultanhisar operasyonu, Türk denizcilik tarihine torpido botuyla gerçekleşen ilk ‘’denizaltı savunma harbi harekatı’’ olarak geçmiştir. * AE2, Türk tarafına her hangi bir ölümcül saldırıda bulunamamış, kendi mürettebatından da can kaybı yaşamamıştır. Batık izi, 83 yıl sonra 2007 yılında Kara Biga açıklarında görüntülenmiş, Marmara’nın 72 metre derinliğinde, bozulmamış olduğu tespit edilmiştir. ESİR KAMPI Avustralya ANZAK otoriteleri, Gelibolu Kampanyasının az bilinen AE2 Denizaltısı ve mürettebatının hatırasını yaşatmak için Sydney, Albany, İstanbul ve Çanakkale deniz müzelerinde barış köşeleri oluşturmuştur. Ayrıca, batık denizaltının, yüze çıkarılıp sergilenmesi veya su altında muhafaza edilerek denizaltı müzesi yapılması gibi farklı yaklaşımlar fikir aşamasında halen tartışılmaktadır.* Avustralya AE2 denizaltısının teslim alınan, savaş esiri statüsündeki 32 askeri mürettebatı önce İstanbul ve Afyonkarahisar savaş esirleri kamplarında tutulmuş, daha sonra Almanlar tarafından inşa edilmekte olan Bağdat Demiryolunun Toroslar ayağındaki Belemedik tünellerinde çalıştırılmak üzere Adana’ya götürülmüştür. Dünya Savaşının sona erdiği 1918 yılında tamamı serbest bırakılan mürettebattan, üç İngiliz ve bir Avustralyalı askerin çalışma kamplarında kaza veya hastalıktan yaşamını yitirdiği bilinmektedir. Bunlardan Avustralyalı savaş esiri Michael Williams, 1916 yılında 22 yaşındayken Belemedik kampında tifo salgınında ölmüş olup, nereye defnedildiği bulunamamıştır. BELEMEDİK Avustralya makamları Williams için doğduğu yer olan Dunkeld kasabasına bir anıt dikmiş, yaşamını yitirdiği Belemedik’e de bir hatırlatma plaketi konulması için diplomatik girişimler başlatmıştır. Viktoria Gelibolu Dostları Derneği ve Adanalı işadamlarının desteğinde 2017’de Melbourne’de hazırlanan (1X1 metrelik) rölyefin Belemedik Kasabasındaki Alman anıtının yakınına dikilmesi için hazırlık yapılsa da, Adana Valiliğinden izin çıkmadığı için yedi yıldır beklemede kalmıştır. Genelkurmay Başkanlığımızın onayı ile bir benzeri Çanakkale Deniz Müzesinde sergilenmekte olan rölyefe Valiliğin güvenlik mülahazasıyla izin vermediği söylenmektedir. Rölyef halen Adana Gazeteciler Cemiyetinde sergilenmektedir. * Malumlarıdır Gelibolu Yarımadası Tarihi Alanı, yıllardır özellikle de 25 Nisan Anzak günü törenleri vesilesiyle Avustralya ve Yeni Zelanda’dan ziyaretçi akınına uğramaktadır. AE2 Denizaltısı için Belemedik ’de öngörülen barış rölyefi de acımasız savaşlardan barış öyküleri yaratan halklar arasındaki dostluğa yeni anlamlar yükleyebileceği gibi Anzak torunları ve araştırmacıları için atalarının ruhlarına saygı duyulacak yeni bir kutsal mekan teşkil edebilecektir. Güvenlik mülahazalarıyla izin verilmeyen rölyef anıtın daha fazla sürüncemede bırakılması, diplomatik hassasiyetlere duyarsızlığın yanı sıra Belemedik, Pozantı ve Adana için farklı bir cazibe yaratma fırsatını önleyeceği muhakkaktır. 1915 yılında Marmara’nın derin sularına gömülmüş olan Anzak Denizaltısının akıbeti ve hatıralarına saygı için barış anıtı dikilmek istenilen mürettebatının hazin hikayesi halen sonlanmış değil.

Environmental Earth Sciences

Faramarz Doulati Ardejani

Journal of Pharmaceutical Analysis

MÉTODOS Y TÉCNICAS CUALITATIVAS Y CUANTITATIVAS APLICABLES A LA INVESTIGACIÓN EN CIENCIAS SOCIALES

María Delia Téllez-Castilla

La entrevista en profundidad es una de las tres grandes técnicas de investigación cualitativa —además de la observación y el análisis de contenido— implica siempre un proceso de comunicación, donde se ejercita el arte de formular preguntas y escuchar respuestas. Es la herramienta metodológica favorita del investigador cualitativo pues permite que un individuo transmita oralmente su definición personal de la situación (Ruiz Olabuénaga, 2009: 165). La entrevista puede servirnos para afinar preguntas. La intención es captar el significado de las cosas y no necesariamente describirlas, es una técnica interpretativa. Por entrevista definimos, habitualmente, una conversación verbal entre dos o más seres humanos (entrevistador y entrevistado), cuya finalidad es lo que en verdad le otorga el carácter.

Christopher French

Conspiracist beliefs are widespread and potentially hazardous. A growing body of research suggests that cognitive biases may play a role in endorsement of conspiracy theories. The current research examines the novel hypothesis that individuals who are biased towards inferring intentional explanations for ambiguous actions are more likely to endorse conspiracy theories, which portray events as the exclusive product of intentional agency. Study 1 replicated a previously observed relationship between conspiracist ideation and individual differences in anthropomorphisation. Studies 2 and 3 report a relationship between conspiracism and inferences of intentionality for imagined ambiguous events. Additionally, Study 3 again found conspiracist ideation to be predicted by individual differences in anthropomorphism. Contrary to expectations, however, the relationship was not mediated by the intentionality bias. The findings are discussed in terms of a domain-general intentionality bias makin...

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2. Project Management Overview

Adrienne Watt; Project Management Open Resources; and TAP-a-PM

Click play on the following audio player to listen along as you read this section.

The starting point in discussing how projects should be properly managed is to first understand what a project is and, just as importantly     , what it is not.

People have been undertaking projects since the earliest days of organized human activity. The hunting parties of our prehistoric ancestors were projects, for example; they were temporary undertakings directed at the goal of obtaining meat for the community. Large complex projects have also been with us for a long time. The pyramids and the Great Wall of China were in their day of roughly the same dimensions as the Apollo project to send men to the moon. We use the term “project” frequently in our daily conversations. A husband, for example may tell his wife, “My main project for this weekend is to straighten out the garage.” Going hunting, building pyramids, and fixing faucets all share certain features that make them projects.

Project Attributes

A project has distinctive attributes that distinguish it from ongoing work or business operations. Projects are temporary in nature. They are not an everyday business process and have definitive start dates and end dates. This characteristic is important because a large part of the project effort is dedicated to ensuring that the project is completed at the appointed time. To do this, schedules are created showing when tasks should begin and end. Projects can last minutes, hours, days, weeks, months, or years.

Projects exist to bring about a product or service that hasn’t existed before. In this sense, a project is unique. Unique means that this is new; this has never been done before. Maybe it’s been done in a very similar fashion before but never exactly in this way. For example, Ford Motor Company is in the business of designing and assembling cars. Each model that Ford designs and produces can be considered a project. The models differ from each other in their features and are marketed to people with various needs. An SUV serves a different purpose and clientele than a luxury car. The design and marketing of these two models are unique projects. However, the actual assembly of the cars is considered an operation (i.e., a repetitive process that is followed for most makes and models).

In contrast with projects, operations are ongoing and repetitive. They involve work that is continuous without an ending date and with the same processes repeated to produce the same results. The purpose of operations is to keep the organization functioning while the purpose of a project is to meet its goals and conclude. Therefore, operations are ongoing while projects are unique and temporary.

A project is completed when its goals and objectives are accomplished. It is these goals that drive the project, and all the planning and implementation efforts undertaken to achieve them. Sometimes projects end when it is determined that the goals and objectives cannot be accomplished or when the product or service of the project is no longer needed and the project is cancelled.

Definition of a Project

There are many written definitions of a project. All of them contain the key elements described above. For those looking for a formal definition of a project, the Project Management Institute (PMI) defines a project as a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end. 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, or when the need for the project no longer exists.

Project Characteristics

When considering whether or not you have a project on your hands, there are some things to keep in mind. First, is it a project or an ongoing operation? Second, if it is a project, who are the stakeholders? And third, what characteristics distinguish this endeavor as a project?

Projects have several characteristics:

• Projects are unique.
• Projects are temporary in nature and have a definite beginning and ending date.
• Projects are completed when the project goals are achieved or it’s determined the project is no longer viable.

A successful project is one that meets or exceeds the expectations of the stakeholders.

Consider the following scenario: The vice-president (VP) of marketing approaches you with a fabulous idea. (Obviously it must be “fabulous” because he thought of it.) He wants to set up kiosks in local grocery stores as mini-offices. These offices will offer customers the ability to sign up for car and home insurance services as well as make their bill payments. He believes that the exposure in grocery stores will increase awareness of the company’s offerings. He told you that senior management has already cleared the project, and he’ll dedicate as many resources to this as he can. He wants the new kiosks in place in 12 selected stores in a major city by the end of the year. Finally, he has assigned you to head up this project.

Your first question should be, “Is it a project?” This may seem elementary, but confusing projects with ongoing operations happens often. Projects are temporary in nature, have definite start and end dates, result in the creation of a unique product or service, and are completed when their goals and objectives have been met and signed off by the stakeholders.

Using these criteria, let’s examine the assignment from the VP of marketing to determine if it is a project:

• Is it unique? Yes, because the kiosks don’t exist in the local grocery stores. This is a new way of offering the company’s services to its customer base. While the service the company is offering isn’t new, the way it is presenting its services is.
• Does the product have a limited timeframe? Yes, the start date of this project is today, and the end date is the end of next year. It is a temporary endeavor.
• Is there a way to determine when the project is completed? Yes, the kiosks will be installed and the services will be offered from them. Once all the kiosks are installed and operating, the project will come to a close.
• Is there a way to determine stakeholder satisfaction? Yes, the expectations of the stakeholders will be documented in the form of requirements during the planning processes. These requirements will be compared to the finished product to determine if it meets the expectations of the stakeholder.

If the answer is yes to all these questions, then we have a project.

The Process of Project Management

You’ve determined that you have a project. What now? The notes you scribbled down on the back of the napkin at lunch are a start, but not exactly good project management practice. Too often, organizations follow Nike’s advice when it comes to managing projects when they “just do it.” An assignment is made, and the project team members jump directly into the development of the product or service requested. In the end, the delivered product doesn’t meet the expectations of the customer. Unfortunately, many projects follow this poorly constructed path, and that is a primary contributor to a large percentage of projects not meeting their original objectives, as defined by performance, schedule, and budget.

In the United States, more than $250 billion is spent each year on information technology (IT) application development in approximately 175,000 projects. The Standish Group (a Boston-based leader in project and value performance research) released the summary version of their 2009 CHAOS Report that tracks project failure rates across a broad range of companies and industries (Figure 2.1).

Jim Johnson, chairman of the Standish Group, has stated that “this year’s results show a marked decrease in project success rates, with 32% of all projects succeeding which are delivered on time, on budget, with required features and functions, 44% were challenged-which are late, over budget, and/or with less than the required features and functions and 24% failed which are cancelled prior to completion or delivered and never used.”

When are companies going to stop wasting billions of dollars on failed projects? The vast majority of this waste is completely avoidable: simply get the right business needs (requirements) understood early in the process and ensure that project management techniques are applied and followed, and the project activities are monitored.

Applying good project management discipline is the way to help reduce the risks. Having good project management skills does not completely eliminate problems, risks, or surprises. The value of good project management is that you have standard processes in place to deal with all contingencies.

Project management is the application of knowledge, skills, tools, and techniques applied to project activities in order to meet the project requirements. Project management is a process that includes planning, putting the project plan into action, and measuring progress and performance.

Managing a project includes identifying your project’s requirements and writing down what everyone needs from the project. What are the objectives for your project? When everyone understands the goal, it’s much easier to keep them all on the right path. Make sure you set goals that everyone agrees on to avoid team conflicts later on. Understanding and addressing the needs of everyone affected by the project means the end result of your project is far more likely to satisfy your stakeholders. Last but not least, as project manager, you will also be balancing the many competing project constraints.

On any project, you will have a number of project constraints that are competing for your attention. They are cost, scope, quality, risk, resources, and time.

• Cost is the budget approved for the project including all necessary expenses needed to deliver the project. Within organizations, project managers have to balance between not running out of money and not underspending because many projects receive funds or grants that have contract clauses with a “use it or lose it” approach to project funds. Poorly executed budget plans can result in a last-minute rush to spend the allocated funds. For virtually all projects, cost is ultimately a limiting constraint; few projects can go over budget without eventually requiring a corrective action.
• Scope is what the project is trying to achieve. It entails all the work involved in delivering the project outcomes and the processes used to produce them. It is the reason and the purpose of the project.
• Quality is a combination of the standards and criteria to which the project’s products must be delivered for them to perform effectively. The product must perform to provide the functionality expected, solve the identified problem, and deliver the benefit and value expected. It must also meet other performance requirements, or service levels, such as availability, reliability, and maintainability, and have acceptable finish and polish. Quality on a project is controlled through quality assurance (QA), which is the process of evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.
• Risk is defined by potential external events that will have a negative impact on your project if they occur. Risk refers to the combination of the probability the event will occur and the impact on the project if the event occurs. If the combination of the probability of the occurrence and the impact on the project is too high, you should identify the potential event as a risk and put a proactive plan in place to manage the risk.
• Resources are required to carry out the project tasks. They can be people, equipment, facilities, funding, or anything else capable of definition (usually other than labour) required for the completion of a project activity.
• Time is defined as the time to complete the project. Time is often the most frequent project oversight in developing projects. This is reflected in missed deadlines and incomplete deliverables. Proper control of the schedule requires the careful identification of tasks to be performed and accurate estimations of their durations, the sequence in which they are going to be done, and how people and other resources are to be allocated. Any schedule should take into account vacations and holidays.

You may have heard of the term “triple constraint,” which traditionally consisted of only time, cost, and scope. These are the primary competing project constraints that you have to be most aware of. The triple constraint is illustrated in the form of a triangle to visualize the project work and see the relationship between the scope/quality, schedule/time, and cost/resource (Figure 2.2). In this triangle, each side represents one of the constraints (or related constraints) wherein any changes to any one side cause a change in the other sides. The best projects have a perfectly balanced triangle. Maintaining this balance is difficult because projects are prone to change. For example, if scope increases, cost and time may increase disproportionately. Alternatively, if the amount of money you have for your project decreases, you may be able to do as much, but your time may increase.

Your project may have additional constraints that you must face, and as the project manager, you have to balance the needs of these constraints against the needs of the stakeholders and your project goals. For instance, if your sponsor wants to add functionality to the original scope, you will very likely need more money to finish the project, or if they cut the budget, you will have to reduce the quality of your scope, and if you don’t get the appropriate resources to work on your project tasks, you will have to extend your schedule because the resources you have take much longer to finish the work.

You get the idea; the constraints are all dependent on each other. Think of all of these constraints as the classic carnival game of Whac-a-mole (Figure 2.3). Each time you try to push one mole back in the hole, another one pops out. The best advice is to rely on your project team to keep these moles in place.

Here is an example of a project that cut quality because the project costs were fixed. The P-36 oil platform (Figure 2.4) was the largest footing production platform in the world capable of processing 180,000 barrels of oil per day and 5.2 million cubic metres of gas per day. Located in the Roncador Field, Campos Basin, Brazil, the P-36 was operated by Petrobras.

In March 2001, the P-36 was producing around 84,000 barrels of oil and 1.3 million cubic metres of gas per day when it became destabilized by two explosions and subsequently sank in 3,900 feet of water with 1,650 short tons of crude oil remaining on board, killing 11 people. The sinking is attributed to a complete failure in quality assurance, and pressure for increased production led to corners being cut on safety procedures. It is listed as one of the most expensive accidents with a price tag of $515,000,000.

The following quotes are from a Petrobras executive, citing the benefits of cutting quality assurance and inspection costs on the project.

“Petrobras has established new global benchmarks for the generation of exceptional share­holder wealth through an aggressive and innovative program of cost cutting on its P36 production facility.” “Conventional constraints have been successfully challenged and replaced with new paradigms appropriate to the globalized corporate market place.” “Elimination of these unnecessary straitjackets has empowered the project’s suppliers and contractors to propose highly economical solutions, with the win-win bonus of enhanced profitability margins for themselves.” “The P36 platform shows the shape of things to come in the unregulated global market economy of the 21st century.”

The dynamic trade-offs between the project constraint values have been humorously and accurately described in Figure 2.5.

Project Management Expertise

In order for you, as the project manager, to manage the competing project constraints and the project as a whole, there are some areas of expertise you should bring to the project team (Figure 2.11). They are knowledge of the application area and the standards and regulations in your industry, understanding of the project environment, general management knowledge and skills, and interpersonal skills. It should be noted that industry expertise is not in a certain field but the expertise to run the project. So while knowledge of the type of industry is important, you will have a project team supporting you in this endeavor. For example, if you are managing a project that is building an oil platform, you would not be expected to have a detailed understanding of the engineering since your team will have mechanical and civil engineers who will provide the appropriate expertise; however, it would definitely help if you understood this type of work.

Let’s take a look at each of these areas in more detail.

Application knowledge

By standards, we mean guidelines or preferred approaches that are not necessarily mandatory. In contrast, when referring to regulations we mean mandatory rules that must be followed, such as government-imposed requirements through laws. It should go without saying that as a professional, you’re required to follow all applicable laws and rules that apply to your industry, organization, or project. Every industry has standards and regulations. Knowing which ones affect your project before you begin work will not only help the project to unfold smoothly, but will also allow for effective risk analysis.

Some projects require specific skills in certain application areas. Application areas are made up of categories of projects that have common elements. They can be defined by industry group (pharmaceutical, financial, etc.), department (accounting, marketing, legal, etc.), technology (software development, engineering, etc), or management specialties (procurement, research and development, etc.). These application areas are usually concerned with disciplines, regulations, and the specific needs of the project, the customer, or the industry. For example, most government agencies have specific procurement rules that apply to their projects that wouldn’t be applicable in the construction industry. The pharmaceutical industry is interested in regulations set forth by government regulators, whereas the automotive industry has little or no concern for either of these types of regulations. You need to stay up-to-date regarding your industry so that you can apply your knowledge effectively. Today’s fast-paced advances can leave you behind fairly quickly if you don’t stay abreast of current trends.

Having some level of experience in the application area you’re working in will give you an advantage when it comes to project management. While you can call in experts who have the application area knowledge, it doesn’t hurt for you to understand the specific aspects of the application areas of your project.

Understanding the Project Environment

There are many factors that need to be understood within your project environment (Figure 2.7). At one level, you need to think in terms of the cultural and social environments (i.e., people, demographics, and education). The international and political environment is where you need to understand about different countries’ cultural influences. Then we move to the physical environment; here we think about time zones. Think about different countries and how differently your project will be executed whether it is just in your country or if it involves an international project team that is distributed throughout the world in five different countries.

Of all the factors, the physical ones are the easiest to understand, and it is the cultural and international factors that are often misunderstood or ignored. How we deal with clients, customers, or project members from other countries can be critical to the success of the project. For example, the culture of the United States values accomplishments and individualism. Americans tend to be informal and call each other by first names, even if having just met. Europeans tend to be more formal, using surnames instead of first names in a business setting, even if they know each other well. In addition, their communication style is more formal than in the United States, and while they tend to value individualism, they also value history, hierarchy, and loyalty. The Japanese, on the other hand, tend to communicate indirectly and consider themselves part of a group, not as individuals. The Japanese value hard work and success, as most of us do.

How a product is received can be very dependent on the international cultural differences. For example, in the 1990s, when many large American and European telecommunications companies were cultivating new markets in Asia, their customer’s cultural differences often produced unexpected situations. Western companies planned their telephone systems to work the same way in Asia as they did in Europe and the United States. But the protocol of conversation was different. Call-waiting, a popular feature in the West, is considered impolite in some parts of Asia. This cultural blunder could have been avoided had the team captured the project environment requirements and involved the customer.

It is often the simplest things that can cause trouble since, unsurprisingly, in different countries, people do things differently. One of the most notorious examples of this is also one of the most simple: date formats. What day and month is 2/8/2009? Of course it depends where you come from; in North America it is February 8th while in Europe (and much of the rest of the world) it is 2nd August. Clearly, when schedules and deadlines are being defined it is important that everyone is clear on the format used.

The diversity of practices and cultures and its impact on products in general and on software in particular goes well beyond the date issue. You may be managing a project to create a new website for a company that sells products worldwide. There are language and presentation style issues to take into consideration; converting the site into different languages isn’t enough. It is obvious that you need to ensure the translation is correct; however, the presentation layer will have its own set of requirements for different cultures. The left side of a website may be the first focus of attention for a Canadian; the right side would be the initial focus for anyone from the Middle East, as both Arabic and Hebrew are written from right to left. Colors also have different meanings in different cultures. White, which is a sign of purity in North America (e.g., a bride’s wedding dress), and thus would be a favoured background colour in North America, signifies death in Japan (e.g., a burial shroud). Table 2.1 summarizes different meanings of common colours.

Project managers in multicultural projects must appreciate the culture dimensions and try to learn relevant customs, courtesies, and business protocols before taking responsibility for managing an international project. A project manager must take into consideration these various cultural influences and how they may affect the project’s completion, schedule, scope, and cost.

Management Knowledge and Skills

As the project manager, you have to rely on your project management knowledge and your general manage­ment skills. Here, we are thinking of items like your ability to plan the project, execute it properly, and of course control it and bring it to a successful conclusion, along with your ability to guide the project team to achieve project objectives and balance project constraints.

There is more to project management than just getting the work done. Inherent in the process of project management are the general management skills that allow the project manager to complete the project with some level of efficiency and control. In some respects, managing a project is similar to running a business: there are risk and rewards, finance and accounting activities, human resource issues, time management, stress management, and a purpose for the project to exist. General management skills are needed in every project.

Interpersonal Skills

Last but not least you also have to bring the ability into the project to manage personal relationships and deal with personnel issues as they arise. Here were talking about your interpersonal skills as shown in Figure 2.8.

Communication

Project managers spend 90% of their time communicating. Therefore they must be good communicators, promoting clear, unambiguous exchange of information. As a project manager, it is your job to keep a number of people well informed. It is essential that your project staff know what is expected of them: what they have to do, when they have to do it, and what budget and time constraints and quality specifications they are working toward. If project staff members do not know what their tasks are, or how to accomplish them, then the entire project will grind to a halt. If you do not know what the project staff is (or often is not) doing, then you will be unable to monitor project progress. Finally, if you are uncertain of what the customer expects of you, then the project will not even get off the ground. Project communication can thus be summed up as knowing “who needs what information and when” and making sure they have it.

All projects require sound communication plans, but not all projects will have the same types of commu­nication or the same methods for distributing the information. For example, will information be distributed via mail or email, is there a shared website, or are face-to-face meetings required? The communication management plan documents how the communication needs of the stakeholders will be met, including the types of information that will be communicated, who will communicate them, and who will receive them; the methods used to communicate; the timing and frequency of communication; the method for updating the plan as the project progresses, including the escalation process; and a glossary of common terms.

Project management is about getting things done. Every organization is different in its policies, modes of operations, and underlying culture. There are political alliances, differing motivations, conflicting interests, and power struggles. A project manager must understand all of the unspoken influences at work within an organization.

Leadership is the ability to motivate and inspire individuals to work toward expected results. Leaders inspire vision and rally people around common goals. A good project manager can motivate and inspire the project team to see the vision and value of the project. The project manager as a leader can inspire the project team to find a solution to overcome perceived obstacles to get the work done.

Motivation helps people work more efficiently and produce better results. Motivation is a constant process that the project manager must guide to help the team move toward completion with passion and a profound reason to complete the work. Motivating the team is accomplished by using a variety of team-building techniques and exercises. Team building is simply getting a diverse group of people to work together in the most efficient and effective manner possible. This may involve management events as well as individual actions designed to improve team performance.

Recognition and rewards are an important part of team motivations. They are formal ways of recognizing and promoting desirable behaviour and are most effective when carried out by the management team and the project manager. Consider individual preferences and cultural differences when using rewards and recognition. Some people don’t like to be recognized in front of a group; others thrive on it.

Negotiation

Project managers must negotiate for the good of the project. In any project, the project manager, the project sponsor, and the project team will have to negotiate with stakeholders, vendors, and customers to reach a level of agreement acceptable to all parties involved in the negotiation process.

Problem Solving

Problem solving is the ability to understand the heart of a problem, look for a viable solution, and then make a decision to implement that solution. The starting point for problem solving is problem definition. Problem definition is the ability to understand the cause and effect of the problem; this centres on root-cause analysis. If a project manager treats only the symptoms of a problem rather than its cause, the symptoms will perpetuate and continue through the project life. Even worse, treating a symptom may result in a greater problem. For example, increasing the ampere rating of a fuse in your car because the old one keeps blowing does not solve the problem of an electrical short that could result in a fire. Root-cause analysis looks beyond the immediate symptoms to the cause of the symptoms, which then affords opportunities for solutions. Once the root of a problem has been identified, a decision must be made to effectively address the problem.

Solutions can be presented from vendors, the project team, the project manager, or various stakeholders. A viable solution focuses on more than just the problem; it looks at the cause and effect of the solution itself. In addition, a timely decision is needed or the window of opportunity may pass and then a new decision will be needed to address the problem. As in most cases, the worst thing you can do is nothing.

All of these interpersonal skills will be used in all areas of project management. Start practicing now because it’s guaranteed that you’ll need these skills on your next project.

Image Descriptions

Figure 2.5 image description: The sign says, “We can do good, quick, and cheap work. You can have any two but not all three. 1. Good, quick work won’t be cheap. 2. Good, cheap work won’t be quick. 3. Quick, cheap work won’t be good.” [Return to Figure 2.5]

Text Attributions

This chapter was adapted and remixed by Adrienne Watt from the following sources:

• Text under “Project Attributes,” “Project Characteristics,” “Process of Project Management,” and “Project Management Expertise,” were adapted from “What is a Project?,” “Project Characteristics,” “What is Project Management,” and “Project Management Areas of Expertise” in Project Management for Skills for All Careers by Project Management Open Resources and TAP-a-PM. Licensed under a CC BY 3.0 licence .
• Table 2.1 was adapted by Merrie Barron and Andrew R. Barron from P. Russo and S. Boor, How Fluent is Your Interface? Designing for International Users , Proceedings of the INTERACT ’93 and CHI ’93, Association for Computing Machinery, Inc. (1993). The table is from “ Project Management Areas of Expertise ” in Project Management. Licensed under a CC BY 4.0 licence .

Media Attributions

• Chaosreport2009 © Merrie Barron & Andrew R. Barron is licensed under a CC BY (Attribution) license
• Triple constraint triangle © John M. Kennedy T is licensed under a CC BY-SA (Attribution ShareAlike) license
• Whac a mole © sakura is licensed under a CC BY (Attribution) license
• Petrobras sinking © Richard Collinson is licensed under a CC BY-NC-ND (Attribution NonCommercial NoDerivatives) license
• Good-quick-cheap © Barron & Barron Project Management for Scientists and Engineers. is licensed under a CC BY (Attribution) license
• Areas of expertise © Barron & Barron Project Management for Scientists and Engineers is licensed under a CC BY (Attribution) license
• Project environment © Barron & Barron Project Management for Scientists and Engineers, is licensed under a CC BY (Attribution) license
• Interpersonal skills © Barron & Barron Project Management for Scientists and Engineers is licensed under a CC BY (Attribution) license

2. Project Management Overview Copyright © 2014 by Adrienne Watt; Project Management Open Resources; and TAP-a-PM is licensed under a Creative Commons Attribution 4.0 International License , except where otherwise noted.

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12 vital project management principles

Browse topics.

Successful project management is a critical activity at every company. Every major business activity is made up of one or more projects.

To deliver maximum business value and user satisfaction, project management requires much more than a spreadsheet, a RACI chart , or occasional meetings. All phases of every project must be supported by a clear, consistent, and transparent decision-making process and effective, efficient collaboration across multiple roles and teams. 

The best project management efforts are built upon a core set of governing principles. This guide describes 12 critical principles of project management that provide a structured yet flexible framework and foundation for collaboration. These principles promote effective planning and execution of projects and ensure consistent project management success. 

What are the 12 essential principles of project management?

A successful project management plan provides all the information needed to carry out a project from inception through completion and evaluation.

Regardless of your methodology, your approach must successfully address project requirements, stakeholder expectations, and business needs and goals. Adhering to the following 12 essential project management concepts can help assure your project’s success.

Establish the project structure

A project is larger in scope than a typical task or activity. Structure your project in a manageable, understandable way that is easy for the project management team and stakeholders to evaluate.

Define project goals and objectives

Defining the goals and objectives of your project is essential to establishing its structure and gaining support from project management team members and stakeholders. Articulate the goals and specific objectives of the project clearly, and ensure these align with the company's overall objectives.

Identify a project sponsor

Sponsor support is crucial to the success of a project. A project sponsor can provide enthusiastic assistance and helpful guidance for the project. Sponsors also can garner additional support and resources from multiple stakeholders and teams as necessary.

Form roles and responsibilities

Roles and responsibilities will vary depending on business requirements, stakeholder expectations, available people and resources, and other factors. Define these roles clearly to ensure effective collaboration and avoid duplication of efforts and unaddressed project needs.

Ensure team accountability

Foster a culture of accountability within your team. Implement ways to track and measure individual and collective responsibility.

Manage project scope and changes

Adaptability is key throughout a project’s life cycle. Goals, needs, expectations, available people, and resources are subject to change at any time throughout a project’s life cycle. Every project management plan must include a robust strategy and clearly defined processes for managing project scope and dealing with changes.

Create a risk management plan

Risks can quickly threaten the project, if not the business itself. Project management plans must include comprehensive steps for identifying, assessing, and mitigating project risks. Regularly review and update the risk management plan as the project progresses.

Monitor progress

The project management team should monitor progress at every stage of every project. Establish key performance indicators (KPIs) to help measure progress toward established goals. Your project management plan must also include a system for regularly tracking, assessing, and reporting project progress.

Focus on effective value delivery

The goal of every project is to deliver value to stakeholders and to the business as a whole. Give the highest priority to tasks that contribute to the project's success. Include methods and tools that enable your team to continuously assess and adjust priorities based on stakeholder needs and project objectives.

Establish a performance management baseline

Effective performance management is key to project management success. Establish a performance management baseline to evaluate and track team and project performance. Use performance metrics to identify areas for improvement and recognize achievements.

Finalize the project

To close out your project successfully, complete all the necessary tasks defined in your project plan . Ensure that all deliverables meet quality standards. Obtain necessary stakeholder and management approvals.

Examine successes

Reflect on the project’s successes, and highlight the key factors that contribute to positive outcomes. It’s equally important to document lessons learned to inform future projects and sustain continuous improvement .

Turn project management principles into project success with Confluence

Effective collaboration is essential for unified adherence to project management principles. Collaboration, communication, and documentation are critical elements of every project management effort, from ideation to execution and assessment.

Confluence brings everyone together in a connected workspace to move projects forward. Teams can create, edit, share, and collaborate on project plans seamlessly, keeping everyone on the same page. Confluence can improve project management team performance and lead to more efficient project execution. It can also deliver greater value to team members, stakeholders, and the business. Try Confluence

Project management principles: Frequently asked questions

What is agile project management.

The Agile project management methodology combines the sprints of Scrum with the continuous information sharing and feedback of Kanban. It focuses project management teams on continuous improvement and delivering value to stakeholders. It's flexibility and cross-functional team support make Agile highly effective for managing projects subject to change.

What are common challenges in project management?

All project management efforts face similar challenges, such as:

• Scope creep. As a project proceeds, needs, requirements, stakeholder desires, and external influences can also change. These changes can cause deviations from the original plan. They can also lead to budget overruns, delays, and disappointed stakeholders. A detailed plan with a well-defined project timeline and regular communication with stakeholders can help minimize or eliminate scope creep. 
• Unrealistic deadlines. Overly ambitious deadlines can lead to missed milestones. Project managers must balance what stakeholders want and what is achievable with the available resources. 
• Insufficient resources. Every project must deal with limited availability of money, time, and talent. Realistic, conservative budgets and accurate cost estimates can help, but teams should expect to face resource constraints beyond their plans and forecasts.
• Poor communication. Ineffective communication can lead to misunderstandings, unclear and unmet expectations, additional work, and missed deadlines. Consistent communication can help you avoid scope creep and manage stakeholder expectations.
• Change and risk management. Project management plans must include well-documented risk identification and mitigation processes and adaptation to sudden changes. This can help minimize project disruptions and delays.
• Monitoring, evaluating, and documenting progress. Consistent monitoring and evaluation can keep projects on track and identify challenges before they become problems. Documentation of monitoring efforts and evaluations can help keep team members and stakeholders informed and engaged.

What are the different project management methodologies?

Here are some of the methodologies most widely used for project management.

• Kanban: Kanban focuses on the visualization of tasks and progress. It relies on a shared physical or digital whiteboard typically divided into columns, each labeled with a stage of the workflow —To Do, In Progress, and Completed, for example. Kanban’s visual approach means everyone can see and follow the work as a project progresses. This keeps everyone informed and aligned with each other and the project objectives. Kanban can also help teams be more adaptable and flexible in the face of changing needs or priorities.
• Waterfall: Waterfall project management is more linear and sequential than other methods. Waterfall projects typically have well-defined requirements for planning, design, development, testing, and deployment. Waterfall projects demand strict adherence to plans and close alignment with declared requirements and objectives.
• Scrum:  The Scrum methodology includes a highly structured framework. It defines specific team member roles and the length of each work cycle or sprint. Teams hold daily meetings to review progress and map upcoming sprints. This methodology is well-suited for complex projects and active stakeholder involvement.

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NPTEL Project Management Week 7 Assignment Answers

NPTEL Project Management Week 7 Assignment Answers:- In this post, we have provided the answers to the NPTEL Project Management Week 7

NPTEL Project Management Week 7 Assignment Answers 2022

Question number 01 to 06 is based on the following data for a given project:

You are the project manager of a project to build toilets across a district under Swatch Bharat Abhiyan. You are to build two toilets a month for 12 months. Each toilet is planned to cost S100. Your project is scheduled to last for 12 months. It is the beginning of month 10. You have built 20 toilets and your CPI is 0.9091.

Q1. How is the project performing?

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Introduction to Project Management

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What you'll learn

Explain project management, its benefits, and the role it plays in projects

Describe who project managers work with, different project management methodologies, and recent trends in project management

Summarize the typical responsibilities of a project manager and the skill sets needed to fulfill those responsibilities

Compare and contrast different industries, paths, and possible career progressions available to project management professionals

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There are 5 modules in this course

Project management is a booming field with many opportunities for those with the appropriate skills. This course is designed for anyone interested in starting a career in this field and provides a comprehensive introduction to project management.

Today’s industries are increasingly becoming oriented around projects. As a result, more organizations need project management professionals and Agile Scrum Masters to help plan, manage, and execute these projects. By controlling various factors such as time and resources, project management enables organizations to increase the success rate of their projects, mitigate project risks, and reduce overall costs. In this course, you will learn what project management is, its benefits, and challenges encountered by project managers. You will also learn how recent trends, such as remote work, Agile, and artificial intelligence, have re-shaped modern project management. This course also addresses opportunities for different careers within project management. It will discuss jobs across different industries and experience levels, as well as the various technical and soft skills required for project management work. Throughout this course, you will learn through lectures, interviews with experienced project management professionals, readings, activities, and quizzes designed to teach you the fundamentals of project management. You will gain a range of technical and practical knowledge and get insights and guidance from experts in the field.

What is Project Management?

This module is designed to introduce you to project management, and how project managers support projects. In this course, you’ll learn what project management is, the benefits that organizations recognize using project management, and the constraints that project managers need to consider. You’ll learn about how project managers control three key project factors, and you’ll explore the relationships between programs, projects, and portfolios.

What's included

7 videos 3 readings 2 quizzes 1 discussion prompt 1 plugin

7 videos • Total 37 minutes

• Course Welcome • 3 minutes • Preview module
• What is Project Management? • 5 minutes
• Expert Viewpoints: What do Project Managers do? • 6 minutes
• Program, Project, Portfolio - What's the Difference? • 5 minutes
• The Role Project Management Plays in Projects • 5 minutes
• Expert Viewpoints: What's a project? • 5 minutes
• Expert Viewpoints: Misconceptions about Project Management • 4 minutes

3 readings • Total 11 minutes

• How to make the most out of this course • 3 minutes
• Introduction to PMP-CAPM Certification • 5 minutes
• Module 1 Summary: What is project management? • 3 minutes

2 quizzes • Total 38 minutes

• Practice Quiz: Project Management Primer • 8 minutes
• Graded Quiz: What is project management? • 30 minutes

1 discussion prompt • Total 5 minutes

• Discussion Topic: Introduce Yourself • 5 minutes

1 plugin • Total 10 minutes

• Activity: Program, Project or Portfolio? • 10 minutes

Working as a Project Manager

The field of project management is constantly evolving and adapting to changes in technology, business needs, and global events. This module is designed to help you learn about the role of a project manager in the workplace and how current trends impact the field of project management. In this module, you’ll explore who project managers work with, how project managers work across an organization, and different project management methodologies they use. You’ll also discover how project management has evolved, and how project managers work using modern project management techniques and tools.

6 videos 2 readings 3 quizzes 1 discussion prompt 1 plugin

6 videos • Total 38 minutes

• Who Project Managers Work With • 5 minutes • Preview module
• Project Management Methodologies • 7 minutes
• Expert Viewpoints: Project Management Methodologies • 5 minutes
• Traditional vs Modern Project Management • 6 minutes
• Recent Trends in Project Management • 6 minutes
• Expert Viewpoints: Trends in Project Management • 7 minutes

2 readings • Total 17 minutes

• Working Across Teams, Functions, and Different Organization Structures • 15 minutes
• Module 2 Summary: Working as a Project Manager • 2 minutes

3 quizzes • Total 38 minutes

• Practice Quiz: Project Management in the Workplace • 4 minutes
• Practice Quiz: Current Trends in Project Management • 4 minutes
• Graded Quiz: Working as a Project Manager • 30 minutes
• Discussion Topic: Virtual Work • 5 minutes
• Activity: Project Management Modernization • 10 minutes

What Does Being a Project Manager Require?

This module introduces you to the skills and responsibilities of a project manager. Through a combination of readings, videos, and hands-on activities, you will learn about the soft skills, interpersonal skills, and technical skills that are required for successful project management. You will also explore the day-to-day responsibilities of a project manager and the various tasks they perform to ensure that projects are completed successfully.

8 videos 2 readings 3 quizzes 1 discussion prompt 1 plugin

8 videos • Total 46 minutes

• Expert Viewpoints: Traits of a Project Manager • 6 minutes • Preview module
• Soft Skills for Project Management • 6 minutes
• Technical Skills for Project Management • 6 minutes
• Expert Viewpoints: Necessary Project Management Skills • 4 minutes
• Interpersonal Skills and Leadership in Project Management • 5 minutes
• Project Manager Responsibilities • 5 minutes
• A Day in the Life of a Project Manager • 5 minutes
• Expert Viewpoints: A Day in the Life of a Project Manager • 5 minutes

2 readings • Total 10 minutes

• Transferable Project Management Skills • 7 minutes
• Module 3 Summary: What does being a project manager require? • 3 minutes

3 quizzes • Total 40 minutes

• Practice Quiz: Project Management Skills • 6 minutes
• Practice Quiz: Day to Day Responsibilities • 4 minutes
• Graded Quiz: What does being a project manager require? • 30 minutes
• Discussion Topic: Project Manager Requirements • 5 minutes
• Activity: Typical Tasks and Their Frequencies • 10 minutes

Careers in Project Management

Given that projects are the primary way that work is accomplished, project managers have been in ever increasing demand. This module is designed to familiarize you with careers in project management. In this course, you’ll learn about different opportunities for project managers, and the project management job market. You’ll learn about the many different industries that hire project managers, and dive deeper into the field of IT project management. You’ll also explore the path towards becoming a project manager, and how project managers advance throughout their careers.

8 videos 1 reading 3 quizzes 1 discussion prompt

8 videos • Total 47 minutes

• Careers in Project Management Overview • 4 minutes • Preview module
• Project Management Across Industries • 5 minutes
• Information Technology Project Management • 6 minutes
• Expert Viewpoints: Industry-Specific Skills • 4 minutes
• Path to Becoming a Project Manager • 7 minutes
• Career Progression in Project Management • 6 minutes
• Expert Viewpoints: Describe your career path • 6 minutes
• Expert Viewpoints: Job hunting and career progression tips • 6 minutes

1 reading • Total 3 minutes

• Module 4 Summary: Careers in Project Management • 3 minutes
• Practice Quiz: Opportunities in Project Management • 6 minutes
• Practice Quiz: Career Paths in Project Management • 4 minutes
• Graded Quiz: Module 4 • 30 minutes
• Discussion Topic: Career Paths in Project Management • 5 minutes

Final Quiz and Final Project

This is the final module of the course which contains a practice assessment, a graded final assessment, and an optional final project. Both of the assessments and the project address topics from all other modules in the course. Each assessment contains a total of 10 multiple-choice questions comprised of questions from each module. For the optional 30-point, peer-reviewed, final project, you will compare two job postings, a project coordinator to a project manager role, in light of what you learned in the course. You must also review one of your peers’ projects based on the rubric provided.

3 readings 2 quizzes 1 peer review

• Key Takeaways From This Course • 4 minutes
• Key Project Management Resources • 5 minutes
• Congratulations & Next Steps • 2 minutes

2 quizzes • Total 60 minutes

• Practice Quiz: Course • 30 minutes
• Graded Quiz: Course • 30 minutes

1 peer review • Total 60 minutes

• Final Project: Project Management Job Postings • 60 minutes

IBM is the global leader in business transformation through an open hybrid cloud platform and AI, serving clients in more than 170 countries around the world. Today 47 of the Fortune 50 Companies rely on the IBM Cloud to run their business, and IBM Watson enterprise AI is hard at work in more than 30,000 engagements. IBM is also one of the world’s most vital corporate research organizations, with 28 consecutive years of patent leadership. Above all, guided by principles for trust and transparency and support for a more inclusive society, IBM is committed to being a responsible technology innovator and a force for good in the world. For more information about IBM visit: www.ibm.com

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Reviewed on Oct 13, 2023

Great course and great information. The portals were very friendly and the agenda was laid out nicely.

Reviewed on Oct 24, 2023

I think it was very informative and provided a ton of insight from people who are currently in the field.

Reviewed on Aug 28, 2023

A very thoughtful course for beginner to understand project manager's role and job scope. A plus side is includes on fields professional giving their insights for each sub topics

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Top 20 Project Management Case Studies [With Examples]

Project management case study analyses showcase and compare real-life project management processes and systems scenarios. These studies shed light on the common challenges that project managers encounter on a daily basis. This helps project managers develop effective strategies, overcome obstacles, and achieve successful results. 

By leveraging project management case studies , organisations can optimise their operations by providing insights into the most effective approaches. With effective implementation of these case studies, strategies, and methodologies, ensuring successful project completion is achievable.

Criteria for Selection of Top 20 Case Studies

The top 20 case studies are selected based on significance, impact, challenges, project management strategies, and overall success. They provide diverse insights and lessons for project managers and organisations.

1. The Sydney Opera House Project

The Sydney Opera House Project is an iconic example of project management case studies as it faced multiple challenges during its construction phase. Despite facing leadership changes, budget overruns, and design failures, the project persevered and was completed in 1973, a decade later than planned. The Opera House stands as a symbol of perseverance and successful project management in the face of humankind.

2. The Airbus A380 Project

The Airbus A380 Project is a project management case study showcasing the challenges encountered during developing and producing the world’s largest commercial aircraft. The project experienced massive delays and impacted costs of more than $6 billion, with several issues arising from the manufacturing and delivery process, outsourcing, and project coordination. 

However, the Airbus A380 was successfully launched through carefully planned project management strategies, delivering a world-class aircraft that met customer expectations.

3. The Panama Canal Expansion Project 

The Panama Canal Expansion Project serves as a compelling case study, illustrating the management’s encounters in expanding the capacity of the Panama Canal. The project included multiple stakeholders, technological innovations, environmental concerns, and safety challenges. 

4. The Boston Central Artery/Tunnel Project

The Boston Central Artery/Tunnel Project serves as a project management case study of a large-scale underground tunnel construction project. It successfully addressed traffic congestion and was completed in 2007. The project was completed in 2007, with numerous hurdles delaying progress like complexity, technology failure, ballooning budgets, media scrutiny, etc.

5. The London 2012 Olympics Project

The London 2012 Olympics Project stands as a successful project management case study, showcasing the management of a large-scale international sporting event. This project involved the construction of a new sports infrastructure, event logistics and security concerns. The project was successfully accomplished, delivering a world-class event that captivated the audience.

6. The Hoover Dam Bypass Project

The Hoover Dam Bypass Project was a construction project in the United States of America that intended to alleviate traffic from the Hoover Dam by building a new bridge. Completed in 2010, the bridge spans across the Colorado River, connecting Arizona and Nevada and offers a safer and more efficient route for motorists.

7. The Golden Gate Bridge Seismic Retrofit Project

The Golden Gate Bridge Seismic Retrofit Project is a case study example constructed in San Francisco, California. Its objective was to enhance the bridge’s resilience against earthquakes and aftershocks. Completed in 2012, the project included the installation of shock absorbers and other seismic upgrades to ensure the bridge’s safety and functionality in the event of a major earthquake.

8. The Hong Kong-Zhuhai-Macau Bridge Project

The Hong Kong-Zhuhai-Macau Bridge Project is a massive case study that intends to connect Hong Kong, Zhuhai and Macau with a bridge-tunnel system of 55 kilometres. Completed in 2018, the project required massive funds, investments and innovative engineering solutions, providing a new transport link and boosting regional connectivity.

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9. The Panama Papers Investigation Project

The Panama Papers Investigation Project is a global case study of journalistic investigations into offshore tax havens. It involved leaked documents from Mossack Fonseca, a Panamanian law firm. Coordinated by the International Consortium of Investigative Journalists, the project resulted in major political and financial repercussions worldwide, garnering widespread media attention.

10. The Apple iPhone Development Project

The Apple iPhone Development Project started in 2004, aiming to create a groundbreaking mobile device. In 2007, the iPhone transformed the industry with its innovative touchscreen interface, sleek design, and advanced features. This project involved significant research, development, marketing, and supply chain management investments.

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11. The Ford Pinto Design and Launch Project

The Ford Pinto Design and Launch Project was a developmental project intended to create an affordable, fuel-efficient subcompact car. Launched in 1971, because of its fuel tank design, it became infamous for safety issues. The project was rigged for ethical and safety concerns, lawsuits, and recalls.

12. The Deepwater Horizon Oil Spill Response Project

The Deepwater Horizon Oil Spill Response Project was a response to the largest oil spill in US history, caused by an offshore drilling rig explosion in 2010. This crisis response project utilised a waterfall project management approach, where the project team followed a pattern of planning, executing, monitoring, and closing phases. 

13. The NASA Challenger Space Shuttle Disaster Project

  The NASA Challenger Disaster Project was a tragic space exploration mission in 1986, resulting in the loss of all seven crew members. Extensive investigations revealed design and safety flaws as the cause. This disaster prompted NASA to address decision-making processes and improve safety cultures.

14. The Three Gorges Dam Project

  The Three Gorges Dam Project was a large-scale infrastructure project developed in China that aimed to build the world’s largest hydroelectric dam on the Yangtze River. Completed in 2012, it encountered environmental, social, and engineering challenges. The dam currently offers power generation, flood control, and improved navigation, but it has also resulted in ecological and cultural consequences.

15. The Big Dig Project in Boston

The Big Dig Project was a transportation infrastructure project in Boston, Massachusetts, intended to replace an old elevated highway with a newer tunnel system. Completed in 2007, it serves as one of the most complex and costly construction endeavours in US history. Despite facing many delays, cost overruns and engineering challenges, the project successfully improved traffic flow and urban aesthetics but also resulted in accidents, lawsuits, and financial burdens.

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16. The Uber Disruptive Business Model Project

  The Uber Disruptive Business Model Project was a startup that introduced a new ride business model that disrupted the taxi-cab industry by connecting riders with drivers via a mobile app. Launched in 2010, this project required innovative technology, marketing and regulatory strategies and faced legal actions and ethical challenges related to labour, safety, and competition. Uber has since then dominated the market with its ride-sharing business plan.

17. The Netflix Original Content Development Project

The Netflix Original Content Development Project was an initiative created to launch its original content for its platform. This launch by the online streaming giant in 2012 was a huge success for the company. The project required huge investments in content creation, distribution and marketing and resulted in award-winning shows and films that redefined the entire entertainment industry’s business model.

18. The Tesla Electric Car Project

The Tesla Electric Car Project was a revolutionary project that aimed to compete for its electric vehicles with gasoline-powered vehicles. The project required a strong project management plan that incorporated innovation, sustainability, and stakeholder engagement, resulting in the successful launch of the Tesla Roadster in 2008 and subsequent models. Tesla has one-handedly revolutionised the entire automobile industry on its own. 

19. The Johnson & Johnson Tylenol Crisis Management Project:

The Johnson & Johnson Tylenol Crisis Management Project was a case study in crisis management in 1982. The project required quick and effective decision-making skills, stakeholder communication, and ethical leadership in response to the tampering of Tylenol capsules that led to deaths. 

20. The Airbnb Online Marketplace Platform Project  

The Airbnb Online Marketplace Platform Project was a startup that created an online platform which connected travellers with hosts offering short-term rental accommodations in flights. The project required innovative technology, user experience design and stakeholder management. Airbnb’s success has led to the disruption of the hospitality industry and inspired many other project case study examples of sharing economy platforms.

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Future developments in project management.

Future developments in project management include all the insights on the increased use of artificial intelligence, agile methodologies, hybrid project management approaches, and emphasis on sustainability and social responsibility, along with many more developing ideas that will address the evolving market innovations. 

Key Takeaways from the Case Studies

The project management case study examples illustrate real-life examples and the importance of project management in achieving project success. The cases show the use of innovative technologies, tools, techniques, stakeholder engagement, crisis management, and agile methodologies. 

Project Management also highlights the role of ethical leadership and social responsibility in project management. To learn more and more about case studies, upGrad, India’s leading education platform, has offered an Advanced General Management Program from IMT Ghaziabad that will equip you with in-demand management skills to keep up with the changing trends!

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Frequently Asked Questions (FAQs)

Project Management is extensive planning, executing, monitoring and closing of a project before its deadline. Project management ensures accuracy and efficiency across all organs of a project, right from its inception to its completion.

Project Management case studies are real-life examples of projects to put an insight into all the tools, techniques and methodologies it provides.

The role of a project manager is to ensure that all day-to-day responsibilities are being met by the resources deployed in a certain project. They have the authority to manage as well as lead the functioning members as well.

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