case study on management of project

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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Top 15 Project Management Case Studies with Examples 2024

Home Blog Project Management Top 15 Project Management Case Studies with Examples 2024

Having worked for more than 9 years in the dynamic field of project management, I would strongly refer to real-world case studies as invaluable resources for both budding and experienced professionals. These case studies provide critical insights into the challenges and triumphs encountered in various industries, illustrating the application of project management principles in practical scenarios.   I have curated the project management case studies as a part of this article in such a way that it delves into a selection of compelling case studies, ranging from the healthcare sector to infrastructure and technology. Each case study is a testament to the strategic planning, adaptability, and innovative problem-solving skills necessary in today's fast-paced business environment. These narratives not only highlight past successes but also offer guidance for future projects, making them essential tools for anyone eager to excel in project management.

What is Case Study?

A case study refers to an in-depth examination of a specific case within the real-world context. It is a piece of content that sheds light on the challenges faced, solutions adopted, and the overall outcomes of a project. To understand project management case studies, it is important to first define what a project is . A project is a temporary endeavor with a defined beginning and end, aimed at achieving a specific goal or objective. Case studies are generally used by businesses during the proposal phase. However, they are also displayed on the websites of companies to provide prospects with a glance at the capabilities of the brands. It can even serve as an effective tool for lead generation. In simple words, case studies are stories that tell the target audience about the measures and strategies that the organization adopted to become successful.

What is Project Management Case Study?

A project management case study is a piece of content that highlights a project successfully managed by the organization. It showcases the challenges that the organization faced, the solutions adopted, and the final results. Keep reading in order to explore examples of successful project management case studies.

Top 15 Project Management Case Studies and Examples 

Are you looking for some project management case study examples? If yes, here are some of the best examples you can explore. Let’s dive in! Before diving in, here is the list of top 15 project management case studies: 

• Mavenlink Helps Improve Utilization Rates by 15% for BTM Global
• Boncom Reduces Billing Rate Errors by 100%
• whyaye! Reaches 80% Billable Utilization
• Metova Increases Billable Utilization by 10%
• Appetize Doubles Length of Forecasting Outlook
• RSM Improves Client Satisfaction and Global Business Processes
• CORE Business Technologies Increases Billable Utilization by 35%
• Health Catalyst Improves Business Processes and Increases Consistency in Project Delivery
• Optimus SBR Improves Forecasting Horizon by 50%
• PlainJoe Studios Increases Projects Closing Within Budget by 50%
• RPI Consultants Decreases Admin Time by 20%
• CBI's PMO Increases Billable Utilization By 30%
• Butterfly Increases Billable Time by 20%
• TeleTracking Increases Billable Utilization by 37%
• Taylors Improves Utilization Rates by 15%

1. Mavenlink Helps Improve Utilization Rates by 15% for BTM Global

The case study is all about how Mavenlink helped BTM Global Consulting to save hours of work and enhance utilization with resource management technology. BTM Global Consulting offers system development and integration services to diverse clients. The challenges that the company faced were that tools like Netsuite OpenAir and Excel spreadsheets were not able to meet the customization needs as the company grew. It impacted their overall productivity.

BTM Global saw the following benefits: 

• 15% increase in utilization for project managers
• 10% increase in companywide utilization
• 4-hour resource allocation work reduced to 10 minutes
• 100% Company-wide time tracking adoption

In order to overcome the challenge, the solution they adopted was to switch to Mavenlink. The result was that it increased the utilization of the company by 10% and enhanced project manager utilization by 15%. It also reduced resource allocation work from 4 hours to just 10 minutes.

2. Boncom Reduces Billing Rate Errors by 100% With Mavenlink

Boncom is an advertising agency that collaborates with different purpose driven brands to create goods worldwide. The challenge was that the company relied on several-point solutions for delivering client-facing projects. However, the solutions failed to offer the required operational functionality. An ideal solution for Boncom was to adopt Mavenlink. The result was that the billing rate error got reduced by 100%. Accurate forecasting became possible for Boncom, and the company could generate reports in much less time.

3. whyaye! Reaches 80% Billable Utilization with Mavenlink

Here are the top benefits whyaye got: 

• 6% increase in utilization
• Tripled company size
• Doubled in number of new clients every quarter
• Support through constant business scaling

whyaye is a digital transformation consultancy delivering IT transformation solutions to businesses operating in diverse sectors. The challenge was that whyaye used to manage resources and projects using tools such as emails, PowerPoint, and Microsoft Excel. However, with the growth of the company, they were not able to access project data or gain insights for effective management of the projects . The ultimate solution to this challenge was to make a switch to Mavenlink. The result was an increase in the utilization by 6%, doubling of new clients, tripling of the company size, and seamless support through business growth.

4. Metova Increases Billable Utilization by 10% With Mavenlink

If you are looking for a project planning case study, Metova can be the right example. Metova is a technology firm, a Gold Partner of Microsoft, and an advanced consulting partner of AWS. The challenge was that the company handled several projects at a time. However, its heavy dependence on tools like Google Sheets limited the growth capabilities of the organization. So, the company looked for a solution and switched to Mavenlink. The result was that it was able to increase its billable utilization by 10%, increase its portfolio visibility, and standardize its project management process.

5. Appetize Doubles Length of Forecasting Outlook with Mavenlink

Here the the benefits Appetize got with Mavenlink: 

• Forecasting horizon increases to 12 weeks
• Management of 40+ major projects per quarter
• Support for rapid companywide scaling
• Salesforce integration supports project implementation

Appetize is one of the leading cloud-based points of sale (POS), enterprise management, and digital ordering platform that is trusted by a number of businesses. The challenge of the company was that its legacy project tracking systems were not able to meet the growing needs of the company. They experienced growth and manual data analysis challenges. The solution they found was to switch to Mavenlink. The result was an increase in the forecast horizon to 12 weeks, support for effective companywide scaling, easy management of over 40 major projects, and Salesforce integration for project implementation.

6. RSM Improves Client Satisfaction and Global Business Processes with Mavenlink

RSM is a tax, audit, and consulting company that provides a wide array of professional services to clients in Canada and the United States. The challenge of the company was that its legacy system lacked the necessary features required to support their work- and time-intensive projects and delivered insights relating to the project trends. An ideal solution to this challenge was to switch to Mavenlink. The result was better to risk mitigation in tax compliance, improved client-team communication, templatized project creation, and better use of the KPIs and project status.

7. CORE Business Technologies Increases Billable Utilization by 35% with Mavenlink

Here are the top benefits CORE Business Technologies got with Mavenlink: 

• Simultaneous in-progress projects doubled
• 100% company-wide time entry compliance
• 35% Increase in Billable Utilization
• 50% Increase in Team Productivity

Another top project management case study is the Core Business Technologies. CORE Business Technologies is a reputed single-source vendor self-service, in-person, and back-office processing to the clients. It offers SaaS-based payment solutions to clients. The challenge faced by the company was that its tools like spreadsheets, Zoho, and Microsoft Project led to a hectic work schedule owing to a huge number of disconnected systems. The solution to the challenge was to switch to Mavenlink. The result was the enhancement of team productivity by 50%, time entry compliance by 100%, and enhancement of the billable utilization rate by 35%.

8. Client Success: Health Catalyst Improves Business Processes and Increases Consistency in Project Delivery with Mavenlink

Here are the top benefits Health Catalyst saw with Mavenlink:   

• Consistency in Successful Project Delivery 
• Improved Interdepartmental Communication 
• Deeper Resource Data Insights 
• Stronger Resource Forecasting

Health Catalyst is a company that delivers data and analytics services and technology to different healthcare organizations. The firm provides assistance to technicians and clinicians in the healthcare sector. The challenge of the company was that the tools like Intacct and spreadsheets that is used for project management were not able to provide the required data insights and clarity for better project management. It also limited effective resource management. The solution was to embrace Mavenlink. The result was better resource forecasting, enhanced interdepartmental communication, consistency in project delivery, and better resource data insights .

9. Client Success: Optimus SBR Improves Forecasting Horizon by 50% with Mavenlink

Optimus SBR is a leading professional service provider in North America. It offers the best results to companies operating in diverse sectors, including healthcare, energy, transportation, financial services, and more. The challenge was that legacy software tools that the firm used gave rise to project management issues. The company was not able to get a real-time revenue forecast or gain insights into its future financial performance. The solution that the company adopted was to switch to Mavenlink. The result was better data-driven hiring decisions, efficient delivery of remote work, and enhancement of the forecasting horizon by 50%.

10. Client Success: PlainJoe Studios Increases Projects Closing Within Budget by 50% With Mavenlink

Here are the benefits how Mavenlink helped PlainJoe: 

• Improved data insights for project success
• Enablement of fast shift to remote work
• Improved budgeting
• Increased rates in billing

PlainJoe Studios is an experimental design studio that focuses on digitally immersive and strategic storytelling. The company has a team of strategists, architects, and problem solvers to create value for the clients. The challenge of the company was that the manual processing of the company affected its ability to grow and manage the diverse project effectively. They lacked clarity about their project needs and profitability. The solution to deal with the challenge was to switch to Mavenlink. The result was an enhancement in the billing rates by 15%, better project closing within budget by 50%, better data insights for the success of different projects, and a faster shift to remote work.

11. Client Success: RPI Consultants Decreases Admin Time by 20% With Mavenlink

If you are looking for an example of one of the best software project management case studies, then RPI Consultants can be the ideal one. RPI Consultants offer expert project leadership and software consulting services for enterprise-level implementation of solutions and products. The challenge was that the task management solutions adopted by the company gave rise to a number of complications. It resulted in poor interdepartmental transparency and time-consuming data entry. The ultimate solution that the company embraced was to switch to Mavenlink. The result was a rise in the utilization rate by 5%, lowing of admin time by 20%, better forecasting and resource management, and a single source for gaining insights into the project data.

12. Client Success: CBI's PMO Increases Billable Utilization By 30% With Mavenlink

CBI is a company that is focused on protecting the reputations, data, and brands of its clients. The challenge that the company faced was that the solutions used were unable to meet the growing needs of the organization. The systems were outdated, data sharing was not possible, and time tracking was inconsistent. The solution to the challenge was to switch to Mavenlink. The result was better interdepartmental alignment, enhancement of time tracking to support business growth, an increase in the billable utilization rate by 30%, and detailed insights for a greater success of the projects.

13. Client Success: Butterfly Increases Billable Time by 20% with Mavenlink

Butterfly is a leading digital agency that provides digital strategy, website design and development services, and ongoing support to businesses across Australia. The challenge was that the different legacy systems used by the agency limited its capability of effective project management and reporting. The systems were time consuming and cumbersome. In order to deal with the challenge, the solution was to make a switch to Mavenlink. The result was the enhancement of billable time by 20%, fast reporting insights, enhancement of productive utilization by 16%, and better Jira integration.

14. Client Success: TeleTracking Increases Billable Utilization by 37% With Mavenlink

TeleTracking Technologies is a leading provider of patient flow automation solutions to various hospitals in the healthcare sector. The challenge of the company was that it used different systems such as Microsoft Excel, Sharepoint, MS Project, Jira, and Netsuite. The use of a variety of solutions created a number of challenges for the company. It had poor forecasting capability, an insufficient time tracking process, and unclear resource utilization. The solution was to switch to Mavenlink. The result was the enhancement of time tracking compliance by 100%, rise in hours to date by 18%, and enhancement of billable utilization by 37%.

15. Client Success: Taylors Improves Utilization Rates by 15% with Mavenlink

This is a perfect example of a construction project management case study. Taylor Development Strategists is a leading civil engineering and urban planning organization in Australia. The challenge that the company faced was that the systems that it used were not able to support the growth of the business. There were a lot of inefficiencies and limitations. The solution to the challenge was to switch to Mavenlink. The result was better global collaboration, an increase in the utilization rate by 15%, consistency of timesheet entry, and in-depth insights relating to utilization and project targets.

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Start Creating Your Project Management Case Study

Not that you have a detailed idea about project management case studies, it is time to prepare your own. When doing the project management case study exercise, make sure to focus on covering all the important elements. Clearly stating the challenges and the solutions adopted by the company is important. If you want to get better at project management, getting a PMP Certification can be beneficial.

Case Study Best Practices and Tips 

• Involve your clients in the preparation of the case study. 
• Make use of graphs and data. 
• Mix images, texts, graphs, and whitespace effectively.

Project Management Case Studies Examples

Hospital el pilar improves patient care with implementing disciplined agile.

If you are looking for an example of one of the best hospital related project management case studies, then Hospital El Pilar can be the ideal one. Hospital El Pilar is a private hospital in Guatemala City, Guatemala, that provides comprehensive care to patients in various medical specialties. The challenge was that the hospital’s application development team faced several obstacles in managing and delivering projects, such as unclear priorities, a lack of visibility, little interaction with users, and competing demands. The solution that the team adopted was to use Disciplined Agile® (DA™), a flexible and pragmatic approach to project management that optimizes the way of working (WoW). The result was improved project outcomes, increased user satisfaction, greater transparency, and more trust from stakeholders and customers.

British Columbia’s Ministry of Technology and Infrastructure (MoTI) gets its principal corridor for transportation up in 35 days

Reconnecting Roads After Massive Flooding (2022) is a case study of how the British Columbia Ministry of Transportation and Infrastructure (MoTI) used a project management approach based on the PMBOK® Guide to restore critical routes after a catastrophic weather event. It is one of the examples of successful project management case studies you can look into. The challenge was that an atmospheric river caused severe flooding, landslides, and bridge collapses, cutting off the lower mainland from the rest of Canada2. The solution was to prioritize the reopening of Highway 5, the principal corridor for transportation of goods and people, by creating scopes, work breakdown structures, and schedules for each site3. The result was that Highway 5 was reopened to commercial traffic in 35 days, despite additional weather challenges and risks4. The construction project management case study we discussed demonstrated the benefits of flexibility, collaboration, and communication in emergency response.

Project Management Case Study Template 

To create a well-crafted and highly informative case study template in the realms of project management, you should start by providing a brief overview of the client's company, focusing on its industry, scale, and specific challenges. Follow with a detailed section on the challenge, emphasizing the unique aspects of the project and obstacles faced. Next, you might want to describe the solution implemented, detailing the strategies, methodologies, and tools used. Then, you would need to present the results, quantifying improvements and highlighting objectives achieved. Finally, please conclude the case study with a summary, encapsulating key takeaways and emphasizing the project's success and its implications for future endeavors. By following this structure, you can present a comprehensive yet concise analysis that is ideal for showcasing project management expertise and insights. You can also refer to the template for crafting a better case study on project management – Template for writing case studies.

By now, you must have gained a comprehensive knowledge of preparing a project management case study. This article elaborately explains the significance of real life project management case studies as vital tools for demonstrating a company's expertise in handling complex projects. These case studies, showcasing real-world scenarios, serve as compelling evidence of a firm's capability to navigate challenges and implement effective solutions, thereby boosting confidence in potential clients and partners. They are not only a reflection of past successes but also a lighthouse guiding future project endeavors in the discipline of project management within the fields of construction, pharmacy, technology and finance, highlighting the importance of strategic planning, innovation, and adaptability in project management. If you are aspiring to excel in this field, understanding these case studies is invaluable. However, you would also need to learn from project management failures case studies which would provide a roadmap to mastering the art of project management in today's dynamic business landscape.

Frequently Asked Questions (FAQs)

In order to write a project management case study, keep everything brief but mention everything in detail. Make sure to write it with clarity and include graphs and images. 

A project study must include information about the client, how your company helped the client in resolving a problem, and the results.

The best-case studies on project management have been listed above. It includes BTM Global, Butterfly, Boncom, and more.

Kevin D.Davis

Kevin D. Davis is a seasoned and results-driven Program/Project Management Professional with a Master's Certificate in Advanced Project Management. With expertise in leading multi-million dollar projects, strategic planning, and sales operations, Kevin excels in maximizing solutions and building business cases. He possesses a deep understanding of methodologies such as PMBOK, Lean Six Sigma, and TQM to achieve business/technology alignment. With over 100 instructional training sessions and extensive experience as a PMP Exam Prep Instructor at KnowledgeHut, Kevin has a proven track record in project management training and consulting. His expertise has helped in driving successful project outcomes and fostering organizational growth.

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Project Management Examples: Success Stories Case Studies, and Examples

By Kate Eby | January 3, 2023

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The best real-world project management starts with meticulous planning and ends with achieving goals. Take charge of your next project with the techniques and tools that experts use to avoid failure and deliver stellar results.

In this article, learn about eight real-world project management examples , project success criteria , five famous project management failures , and how modern project management software supports success .

Successful Real-World Project Management Examples

Successful real-world project management examples have one thing in common: they support company strategy. Examples show how detailed research, planning, and organization of resources helped real-world project managers achieve a particular aim that moves the organization forward.

Successful project management examples reveal that, in order to reach the final goal, you must have and maintain a big-picture view. Other success factors include involving stakeholders, reviewing multiple frameworks and solutions, and keeping the lines of communication open.

Henry Mayo Newhall Hospital Case Study: Increased Outpatient Surgical Center Performance

Henry Mayo Newhall Hospital is a 357-bed not-for-profit community hospital and trauma center in Santa Clarita, California. Jay Arcilla, Director of the Performance Excellence Office, is charged with studying and adapting the functions and processes to increase the achievement of desired outcomes, better meet patients' needs, and assure quality. 

• Challenge: In every hospital, starting the day's first scheduled in-patient or out-patient surgery on time has a knock-on effect on subsequent surgery timelines. Meeting schedules can always be challenging. The pandemic created even more hurdles, from having the right supplies and equipment on hand to keeping up with documentation and ensuring the right personnel are available to cover every patient's needs. Arcilla focused on raising surgery on-time start times to 70 percent. 

• Work Sessions: A team work session helps frontline staff analyze the root cause and create a consensus-driven, interdisciplinary team.

•  Communication: Disseminating information and encouraging discussion for all stakeholder groups.
•  Accountability: The operating room executive leadership created and enforced an Outpatient Surgery Center First Case On-Time Start (OPSC FCOTS) Escalation Plan, holding all staff accountable for showing up to first cases on time.
• Takeaway: In complex, multi-layered project situations, there is often no single silver bullet. Instead, results manifest over time. In this case, within seven months, monthly performance went past the 70 percent target to 89 percent for April 2022.

Behr Process Corporation Case Study: Paving the Way for Road Show Marketing Achievement 

Behr is one of the largest purveyors of architectural paint and exterior wood care products in the United States and Canada. Lisa Kudukis, Director of Professional Products and Services for the Behr Process Corporation , oversees promotions, including a major road show.

• Challenge: Kudukis created the BehrPro Experience Tour to connect with U.S. contractors. The annual event employs five tour teams covering 75 markets and 500 Home Depot locations in 34 states. Initially, each manager used different tools and organizational tactics to run their activities. Supervising people and processes and collaborating to maximize efforts was challenging. The Behr marketing team needed a way to operate more efficiently and stay on task. 
• Solution: After an exhaustive review, Kudukis chose Smartsheet as the group's project management tool. Everyone on the team now uses a single, custom template. A master dashboard relays information about key initiatives and features a drill-down menu so anyone with access can check on small details.  
• Takeaway: For the team, it is a huge time and money saver since anyone can view the project status and provide assistance if necessary. It also helps the team identify new business development opportunities or obstacles to inform future promotions and projects.

Successful Software Project Examples

Software projects involve generating an overall plan, scheduling, allocating resources, executing, tracking, and delivering quality software and apps. These examples show that successful software projects deliver the product with the pre-agreed level of quality within the given time and cost. 

Software companies create, change or maintain valuable products. Software project management is one of the most complex and fastest-growing endeavors in business today.

Hyland Software: More Responsive Updates and Website Requests

Jacob Huston-Lowery manages web operations at Hyland Software , a content services platform and developer of Onbase, an enterprise content management (ECM) and process management software suite. Hyland cuts dozens of hours from the website request process while capturing data to drive ongoing improvement for its clients. Clients include insurance, manufacturing, higher education, and finance businesses that provide web-based services to their customers.

• Challenge: Providing efficiency and seamless services is paramount to maintaining Hyland's standards. Service requests from internal staff who noticed system issues, along with those on behalf of customers, created log jams and confusion. When Huston-Lowery came on board, there were five different contact forms, and some requesters were bypassing the process and sending emails. 
• Solution: Huston-Lowery turned to Smartsheet to find an easy-to-use solution for the critical challenges his team faced. Using project messaging and alerts within the app helped eliminate email delays. When users complete an online form with an alert for urgent projects, Smartsheet routes website requests to a sheet Huston-Lowery manages. As requests come in, all projects are prioritized, scheduled, and assigned to team members or third-party website management agencies.
• Takeaway: By replacing email trails with built-in alerts and update capabilities, the Smartsheet solution saves communication time and eliminates duplication. The ability to handle requests strategically helps the team implement a support program that runs 24 hours a day, 5 days a week – a process that was impossible before instituting the new project management process.

Examples of Successful IT Projects

Information technology (IT) projects ensure that software, devices, and systems work together to help people get things done. 

Managing IT projects and creating efficient IT project plans involve all aspects of planning, design, implementation, project management, and training.

Convergint: A Single System of Record Improves Processes and Customer Service

Jenn Hilber is the Business Architect, Operations for Convergint , the largest privately held security integrator in the United States. Convergint has more than 175 locations worldwide, providing a range of services, including installation and management of card readers and cameras, alarm systems, fire systems, building controls, and more.

•  Challenge: The company prides itself in creating an outstanding customer experience, but managing all the details seamlessly was difficult. Convergint relied on manual practices and printed playbooks, with no single unified process for most of its activities.
•  Solution: Convergint turned to Smartsheet to capture all of its data, best practices, and resources in a single place. As a result, teams can make strategic decisions and act on customer priorities with confidence knowing that they have the most current and accurate information at their fingertips.
• Takeaway: Convergint teams now enjoy better cross-team and global communication, a clearer insight into customers' needs and status, and greater accountability for internal processes. Customers also experience quicker turnaround time for requests.

Exoft: Shifting to Mixed Methodologies Rescue an IT Project Management Client Relationship

Bohuslava Zhyvko is Head of Marketing for Exoft , a software development services company located in Lviv, Ukraine. Exoft builds robust web and mobile solutions with a focus on increasing clients' efficiency and solving technology challenges. 

• Challenge: Zhyvko began a new assignment with an IT client previously managed by another project manager. Zhyvko learned the IT client didn't want to hear about Agile methodology or process at Exoft; he simply wanted to complete his project ASAP. 
• Solution: Zhyvko immediately requested a kick-off conference call. During the call, she discussed the goal and purpose of the project and clarified the main issues that were creating stress points. After the call, Zhyvko gathered the team and included Exoft's CTO. The weaknesses of the client's planning and reporting systems became apparent, and Zhyvko offered the solution: Agile, after all. The team used a mix of Scrum and Kanban to replace Waterfall , which wasn't the right approach for the nature and goals of the project. They divided the project's scope into milestones and sprints, then switched the look of the workboard in Jira. Zhyvko supplied the client with a process improvement proposal and SOW with all the features he wanted. Zhyvko explained how the project's formal change request procedure worked and shared the documentation, so the client could clearly understand the development process, which they accepted and signed.
• Takeaway: After three months, when two milestones were closed, the client was pleased with the deliveries and the Scrum working process. The project concluded after milestone 11 with a client who was pleased with the outcome. His startup is growing extremely fast, and the company and Zhyvko have an excellent relationship. Solid planning, reporting, and communication can turn around even the most complex project management challenge.

Examples of Successful Completed Business Projects

Efficiently reaching project objectives is a key element of project management success. Efficiency relates to how the project’s limited resources are managed to meet its goals while building good relationships with internal and external stakeholders.

Whirlpool: Regional Alignment for Smoother Operations

Thiago Zapparoli is a Senior Planning Engineer at Whirlpool Corporation . The global home appliance company relies on regional project managers to manage its extensive portfolio.

• Challenge: When you're responsible for managing a project portfolio of a global home appliance company — including approximately 400 individual projects across five worldwide regions — you need a comprehensive system to keep everything on track. That's why Zapparoli looked for a way to get project managers, leadership, and other stakeholders on the same page with the laundry and dryer portfolio he manages.
• Solution: Zapparoli knew he needed an effective and unique system for all project managers to aggregate the 400 projects that covered multiple regions around the globe. At a minimum, the project management system needed to identify responsibilities for each project and task; key performance indicators; and open, completed, and delayed tasks. Smartsheet offered an all-up view of an entire region, providing real-time visibility into the overall project status and numerous tasks. First deployed in Brazil, the holistic tracker transformed how the 10 project managers and cross-functional leaders in that region approach their daily work and stay in sync.
• Takeaway: After implementations in Brazil and the United States, Zapparoli’s Smartsheet trackers are used in all three remaining regions and assisted deployment in four other Whirlpool internal organizations. Project managers are engaged because they have control over projects. Cross-functional leaders are satisfied with the visibility, and senior leadership can now see how they can help.

Simplus: Improved Sales Process

Katherine Albiston is a Content Manager for Simplus , an Infosys company that provides a strategic, industry-focused digital transformation for customers in the Salesforce ecosystem. She shares how Simplus’ customer Ziehm Imaging needed to improve its sales process to garner maximum efficiency and profits, as well as the company’s solution for them.

• Challenge: Simplus customer Ziehm Imaging, Inc. was using a legacy configure, price, quote (CPQ) system process for defining new products or modifying bundles. As a result, it took up to a week to go to market. A Microsoft Excel-based process further complicated managing market-specific annual pricing updates, which required a manual price override to apply pricing for each segment. The manual work increased errors, eroded margins, and led to customer communications about pricing adjustments – not good for relationships. 
• Solution: Simplus simplified Ziehm's bundle configuration process and centralized compatibility management rules. It now uses a lookup-based rules setup for products that enforces business policies in real time as sales reps interact with the CPQ system. 
• Takeaway: Streamlining and installing coherent systems decreased Ziehm's quote creation time by 93 percent, troubleshooting time by 87 percent, and the time to add products by approximately 87 percent. The lesson is clear: A holistic approach to process improvement can reap impressive benefits.

designdough: A More Refined Recruitment Process

Molly Govus is the Marketing Manager of designdough , a full-service U.K. design firm. The company tightened its use of project and time management tools to run projects and realized it needed to do the same for managing internal projects.

• Challenge: designdough audited its recruitment process and discovered four key issues: Permanent and temporary staffing ebb and flow was always in flux depending on client project demands. There were no clear start-to-finish timescales, and they lacked transparency with staff regarding project timescales. Staff capacity related to assigned tasks was unclear. Finally, the firm lacked designated client communication points.  
• Solution: They started by planning and documenting every resource and task using a project management tool that provided visibility for all team members. They wanted to clarify the audit's issues and organize information and project processes around recruiting by implementing clearly delineated stages (Administration, Interview, Offer, Induction, and Confirmation). Now, they set start dates for each step and complete tasks before moving to the next stage. Additionally, they add relevant tags, such as meeting , to tasks so they can easily identify who is assigned the task assignment and dates attached to every job. 
• Takeaway: Thanks to a straightforward process and an efficient project management tool, the team met its recruitment project goals. They now encounter fewer bottlenecks and have an easier recruitment process that has improved staff and client satisfaction and relationships.

What Is the Measure of Project Success?

The measure of project success is meeting the initial criteria established by the internal or external client and the project team. Teams use these specs, milestones, and deliverables to evaluate a project after it closes. 

“Project managers are experts at helping people define problems,” notes J. Scott, CEO of 120VC and author of The Irreverent Guide to Project Management . “Data drives and measures success to control the outcome and move the project forward as aggressively as possible, leaving no time or money on the table.”

In its 2020 report, “Ahead of the Curve: Forging a Future Focused Culture,” the Project Management Institute (PMI) found that organizations that operated from mature ROI capabilities geared toward meeting strategic goals, working within predetermined budgets, delivered segments and the entire project on time with limited scope creep . High-maturity companies had 50 percent fewer project failures than low-maturity organizations.      

A success measurement framework includes:

• Buy-In: Worthy projects and outstanding ideas can fail if critical stakeholders aren't behind the effort. With buy-in, resources will be available, and you can move the project forward.
• Strategic Approach: One of the best ways to guarantee buy-in is to make a business case that shows how the project fits into overall company goals and will positively impact the organization’s future. According to an article on the six questions to ask before starting a big project in the Harvard Business Review, a good distribution of resources is 60 percent in support of the core business, 30 percent in the adjacent business area, and 10 percent unrelated to your core business.
• Meticulous Planning: Completing projects on budget and on schedule relies on thorough advanced planning. Professional planning includes defining the scope and objectives of the project and operating from an understanding of the resource and budget limitations that affect your project. 
• Continuous Monitoring: Once the project begins, it's essential to monitor all activities, resources, and expenditures almost constantly. You will likely find that you’ll need to make adjustments to some elements in every project. You will want to monitor the execution of tasks against milestones, keep an eye on quality, track whether you are on schedule, and verify money is spent according to plan. 
• Make Relationships a Priority: Stay in touch with clients, vendors, and internal team members to stay informed about project status and build relationships. Once the project concludes, check in with stakeholders to see what worked and what didn't so that you can apply winning strategies and tactics to subsequent projects.

Setting Success Metrics

For the best results, the only way to measure project failure or success is by collecting and tracking data from the first day until the project closes. "You can't manage what you don't measure" is Peter Drucker’s time-honored adage for setting project success metrics. 

Management consultant Drucker's gold standard in project management metrics is his specific, measurable, achievable, realistic, and time-bound goals framework, known as SMART . To start setting those strategic types of project metrics, the Performance Management Institute (PMI) suggests asking three questions to inform the metrics you will use to measure the success of your project .

 The key questions to help set metrics are the following:

• Why is the project needed? Understand the purpose or goal of the project or work.
• What are the success factors? Determine what critical success factors are mandatory for you to succeed and achieve the goal.
• What are the metrics? Identify how you will measure the fulfillment for each critical success factor for the project or program, and collect and share data.

Common Project Management Success Metrics

Metrics for on-target project management track productivity, assess resource utilization, monitor the scope of work changes, and measure quality. Assuring a low number of defects throughout the project and providing a quality deliverable at its end should be a metric for any project. 

Examples of crucial project metrics include the following:

• Resource Utilization: This metric assesses how individual team members or the project team spend their time against the total number of hours allocated for the project. Periodically checking time spent on the project can help assess how human energy is being used. For organizations that bill hours, this is an important metric to monitor and review at the end of a project.
• Schedule Variance: This metric helps project managers determine if projects are running according to the planned budget or ahead of it. A negative schedule variance means the project is behind schedule.
• Cost Performance: This metric measures efficiency. Divide the work performed or earned value by how much money it took to accomplish tasks. Accurate budget estimates rely on forecasting cost performance. 
• Cost Variance: This metric pinpoints how you are operating within a planned budget. The purpose is to see if you are running below or within budget. If cost variance is negative, the project is over budget. If it’s under budget, that means you are achieving budget and project success.
• Gross Margin: A strategically planned project aims to contribute to the company by increasing profits. The gross margin is the difference between the total income and total project spend. It’s best to establish the gross target margin before a project begins and measure it on an ongoing basis. Achieving or exceeding a gross margin is the primary mark of project management excellence.

With project metrics in place and the right tools to track that data, it is easier to crunch the numbers on previous projects to see what went right and what task ended up causing a significant delay.

What Skills and Tools Support Project Management Success?

You need various tools and skills to guide projects to the desired goal. Soft skills are people skills or emotional intelligence. Hard skills are specific to project managers and can be learned through formal training or on the job. 

The exact project management techniques and tools you need depend on your industry, company, and team preferences. The vital foundation for success is to create your project plan and lean into best practices that focus on organization, communication, and team leadership. "There are many methodologies project managers employ," says 120VC’s J. Scott. "Waterfall, Agile, Lean, and more – but the most important skill to have is leadership and a people-centric framework since it is people that get [expletive] done.”

Project management skills and tools to help you meet project management challenges – and win –  include the following:

• Soft Skills: Soft skills are interpersonal skills such as communication, flexibility, leadership, teamwork, and time management.
• Project Management Tools: Tools is another word for software. Purpose-built project management software supports teams in the planning, tracking, and managing of projects to meet stated goals on time and within budget. These also serve as a repository for data that will inform the post-project analysis.
• Project Management Methodologies and Frameworks: The Project Management Body of Knowledge (PMBOK) Guide describes all the PM methodologies and techniques available to manage projects. Project managers choose frameworks such as Critical Chain Project Management, Lean, Scrum, and Waterfall for their projects.

Reasons Projects Fail and How Modern Project Software Supports Success

Projects fail for many reasons. Those include inadequate preparation, poor documentation and tracking, and poor communication. Modern project software can help solve those problems and support success. 

"Project management, particularly at the enterprise scale, is about getting to desired outcomes as efficiently as possible under any conditions," says 120VC's Scott. "You must be agile (with a lowercase a) to get things done to reach those outcomes." Modern software is the way forward.

“IT projects have an exceptionally high failure rate of 44 percent,” says Scott. “These projects fail due to a lack of alignment between business and project objectives. As software project failure statistics show, the lack of alignment of projects with the business objectives is why nearly half of the strategic initiatives fail.”

5 Famous Project Management Failures and How They Could Have Been Solved

Project management failures are part of most projects. The key is to learn from past failures and track projects closely to get back on track when things go awry. 

1. Citibank Interest Payment Failure Citibank intended to make a $7.8 million interest payment to creditors of its client Revlon. Instead, the company paid $900 million because of errors due to aging software. Citibank's employees set up a transaction as if they were paying off the entire loan to calculate the interest correctly, then check numerous boxes to deliver the majority of the sum to an internal Citibank account. Three different people signed off on this transaction, most of which wasn't due to creditors until 2023, but the Citibank employees didn’t check all the proper boxes. Creditors kept more than $500 million of the payment. A judge ruled that they didn't have to return the money because he said it was not believable that one of the largest and most sophisticated financial institutions on earth could make such a mistake. 

• Takeaway: The big lesson is to modernize your software and user interfaces, so employees can perform their duties in a streamlined, logical fashion. Remember: You might suffer less when you make mistakes if people aren't angry enough to take advantage of those errors.

2. J.C. Penney Rebrand Failure Ron Johnson, who has a successful branding track record, took over as J.C. Penney's CEO in 2011. Johnson's "cheap chic" rebranding for Target was enormously successful, as was his previous work with Apple to generate its outstanding and consistent brand experience. Defying expectations, Johnson's rebrand for Penney's was a dismal failure. His goal was to revitalize the chain by making "hip" changes. He wanted to shake things up at the company by doing away with sales and coupons, nixing some of the legacy merchandise, and modernizing the store’s physical layout. It failed miserably. Revenues dropped from an already low level, and after 17 months, Johnson was out.

• Takeaway: No matter how cool or innovative a new brand concept seems, robust market research is mandatory. J.C. Penney's poor financial state forced Johnson to act too quickly. As such, he failed to align the likes and dislikes of J.C. Penney's loyal existing customer base with new tactics. That's not to say the change involved in rebranding has to be totally at the mercy of your customers' extant preferences. When a brand has long-standing customer favorite factors such as discounts and coupons, it may be best to roll out changes slowly rather than all at once to acclimate existing customers to a new direction.

3. McDonald's Arch Deluxe Burger The fast food giant put an unprecedented $150 million into advertising for the Arch Deluxe Burger, only to discover its customers weren't interested in the sophisticated, ”gourmet” menu option. Mistakes include marketing to a new, disinterested Gen X demographic while neglecting the brand's core audience, overpricing the burger to cover the additional costs it took to create, and franchisee disinterest. 

• Takeaway: The message is to never ignore your buying base and pick the right metrics when you start and run a project. If McDonald's had a more accurate picture of what its customers wanted and conducted more testing with existing customers, the company could have saved its money, resources, and reputation. 

4. Dyson Electric Car James Dyson spent a small fortune – more than $600 million – on a seven-seat electric car with a 600-mile range. Then Dyson scrapped it before the prototype ever hit the road. Electric vehicles are costly, and the battery, battery management, electronics, and cooling system are much more expensive than an internal combustion engine. Tesla — hailed as a success by many — has burned through $19 billion of investor cash and is still not profitable. It turned out that each Dyson would have had to fetch roughly $183 million to break even. 

• Takeaway: The British government wants to ban sales of all fossil-fuel cars by 2035, so Dyson shifted its focus. The company continues to work on solid-state battery manufacturing. Solid-state batteries are the key to making electric vehicles functional and desirable. Highly efficient, as well as smaller and lighter than ion batteries, solid-state batteries generate less heat and are easier to recycle. Dyson says he could return to electric vehicle production when commercial and financial circumstances change.

5. Coca-Cola and New Coke The company tested New Coke with 200,000 consumers. Most people who tried it preferred New Coke over the traditional product. Based on that information, Coca-Cola launched New Coke in 1985. But the new product did not sell, and product loyalty and people’s old-fashioned habits got in the way. The cost to the company was $30 million in unsellable backstock and $4 million lost to development. New Coke remains one of the most famous failures in marketing history.

• Takeaway: While Coca-Cola researched the market, it missed the mark when assessing the power of brand loyalty. Understanding customers is imperative in product development. Ensure your information is comprehensive and those insights are realistic and accurate.

How Modern Project Management Software Cures Common Project Woes

Modern project management software provides real-time visibility into work conducted across projects, programs, and processes. Store, track, manage, and automatically report on all work, so you can save time and help your team focus on the work that matters most.

Take Charge of Your Next Project with Real-Time Work Management in Smartsheet

From simple task management and project planning to complex resource and portfolio management, Smartsheet helps you improve collaboration and increase work velocity -- empowering you to get more done. 

The Smartsheet platform makes it easy to plan, capture, manage, and report on work from anywhere, helping your team be more effective and get more done. Report on key metrics and get real-time visibility into work as it happens with roll-up reports, dashboards, and automated workflows built to keep your team connected and informed.

When teams have clarity into the work getting done, there’s no telling how much more they can accomplish in the same amount of time. Try Smartsheet for free, today.

Discover a better way to streamline workflows and eliminate silos for good.

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Case Studies

Learn about the people behind the projects, the projects they deliver and the organisations raising the bar of project professionalism. We recognise what people can achieve through project management, and have been celebrating excellence in the profession for over 20 years.

Top 10 Project Management Case Studies with Examples!

Real cases are the concrete material for those who want to go into professions. The ten real-world project management case studies with examples look into successful project management strategies and emphasize the need for proper planning, communication, and problem solutions. They show us different sectors of the economy, from technology, construction, health, and many others. The case studies will help you develop a deeper knowledge of how project management tools are implemented in different situations. It doesn’t matter whether you are a project manager or aim to get certified as a PMP ; the case studies will be instrumental in that. Through this analysis, high project management significance is demonstrated and the strategies as well as means of achieving project success become clearer.

Brief Overview of Project Management

Process management involves scheduling, execution, and completion of tasks in a planned and interconnected way to achieve desired goals in a timely. Practical application: utilizing knowledge, resources, and processes to achieve project objectives efficiently. Moreover, project management aims to deliver customized outcomes within specified constraints like scope, time, cost, quality, and risk.

Lastly, the matter fact that effective project management needs good leadership skills, excellent communication, risk management, and the ability to change according to the circumstances becomes vital. Therefore, various project management methodologies , such as Agile, Scrum, and Waterfall, provide frameworks for guiding through their project life cycles.

Top 10 Project Management Case Studies and Examples

The following are the summaries of ten project management case studies and examples that highlight various aspects of successful project execution and lessons learned:

Case Study 1: The Sydney Opera House

The renowned Sydney Opera House is one of the world’s iconic symbols for architecture. This particular place is situated in Sydney, Australia. The project took off in the middle of the 1950s to produce a world-class entertainment facility towering the city skyline. The competition for the structure design was won by the Danish architect, Jørn Utzon with him becoming the lead of the building team, and the construction commenced immediately the following year.

Also, the design of the Opera House returns its shell-like constructions that are quite problematic both esthetic and engineering. It intended to produce a space that would be home to a diverse range of performing arts activities and become a symbol of Sydney, achieving this goal through a combination of its function and transformative design.

Subsequently, the Sydney Opera House case study is regarded as an important source of experience for project managers and they continue to underline the necessity of developing a holistic approach that involves leading practicians, highly efficient teamwork, and powerful project governance to be able to manage this kind of project successfully.

Case Study 2: NASA’s Mars Rover Mission

NASA farms the Mars Rover mission to discover and gain insight into the surface of the planet. Within these tracked roving vehicles are two-wheeled Sojourner, Spirit, Opportunity, and Curiosity alongside the most recent one Perseverance. All rovers had these instruments on board for Martian surface analysis, looking for traces of space biology, and studying the core history of the planets.

In addition, the program involves all-encompassing planning, impeccable calculations, and sophisticated technology to deliver impeccable results. For the discovery of the Moon’s geological dynamics, each rover was a testament to space exploration as well as robotics in scientific investigations.

Astronauts aboard Mars Rover involve the use of effective project management , risk identification, and adaptability, which are the keys to space exploration. This is another example of how such missions provide a learning and also development opportunity for future space exploration endeavors.

Case Study 3: The London Olympics 2012

Its aim was an uncomplicated worship of the Summer Olympic and Paralympic Games which accepted athletes and spectators from the whole world as the participants. These world-changing constructions revolutionized and greatly influenced the everyday life of Londoners, shaping their way of life significantly.

Nevertheless, the London Olympics set a legacy beyond the lasting success of the event. Furthermore, authorities converted and repurposed the infrastructure surrounding Olympic Park for public use, stimulating urban regeneration efforts. The project management best practices for event planning are centered around environmental conservation measures, economic impact, and community intervention.

Case Study 4: Apple’s iPhone Development

Apple inc.; making the iPhone is the epitome of complex product development. There was no such thing as the iPhone in 2007, just a phone that was much more than that magical device that incorporated a phone, iPod, and internet communication appliance into a single thing. 

Designing a quality product involves integrating high-tech hardware, software, intuitive user interfaces, and various technologies seamlessly.

Apple’s iPhone exemplifies agile innovation, quality-speed balance, and lasting market impact, driving unparalleled business success.

Case Study 5: The Panama Canal Expansion

The 2016 announcement of the Panama Canal Extension addressed the need for accommodating larger vessels amid global seaborne trade growth. The first canal built, finished in 1914, could not have been a passageway for the size and capacity of these days’ ships. Additionally, the extension project targeted these inadequacies and intended to uplift the channel’s performance in terms of time-saving and upgrading the global shipping sector.

To conclude, the Panama Canal is an excellent example of how much infrastructure developments are needed as the world is rapidly changing. The project that stands behind the success of global collaboration and project risk management became the vehicle of a plan that influenced the way of doing international trade, and the Panamanian economy.

Case Study 6: The London Crossrail Project

The Crossrail London project, also called the Elizabeth Line, improves transportation connections in London through extensive rail network construction. The main goal is to design a straight east-west railway, spanning key city districts and neighboring territories.

Moreover, the London Crossrail line confronting the delays and overflows of funds, at last, created a disruptive shift in London public transport. In that respect, the positive results and public benefits show the role of major projects that focus on green transit infrastructure in creating urban connectivity and driving ecological and social development.

Case Study 7: The Big Dig – Boston Central Artery/Tunnel Project

The Big Dig, of the Boston, Massachusetts, Central Artery/Tunnel Project was this outstanding public works effort. The project aimed to enhance urban transportation by replacing the Central Artery with tunnels, bridges, and interchanges to expedite traffic.

The project required innovative engineering to tackle tunnel construction, soil conditions, and water management challenges. Moreover, effective public and political expectations management was critical, necessitating extensive public engagement, transparent communication, and collaboration across government entities.

Despite facing delays and cost overruns, completing the Big Dig in 2007 marked a transformative moment for Boston. The project achieved its goals of improving traffic, revitalizing urban areas, and driving economic growth through new developments. Therefore, the success of the Big Dig serves as a case study in adaptive project management, overcoming technical complexities, and achieving positive urban and economic outcomes in large-scale infrastructure projects.

Case Study 8: The Hoover Dam

Planners began the Hoover Dam project in 1936, aiming to meet water and electricity needs in the southwestern USA. Additionally, technologically innovative, the dam featured an arch-gravity design and introduced advanced concrete construction methods. Engineers overcame desert conditions using continuous pouring and refrigeration to counter high temperatures during construction.

Moreover, the Hoover Dam’s enduring impact includes water supply management by creating Lake Mead, one of the largest U.S. reservoirs. The power plant at Hoover Dam generates electricity for the regional grid, serving as a reliable and ongoing energy source. The dam has gained significance beyond its strict utilitarian role. The dam symbolizes America’s resilience and cleverness, drawing millions of visitors to appreciate its cultural, historical, and engineering significance.

Case Study 9: The Airbus A380 Project

The Airbus A380 holds this exceptional record and thereby symbolizes a development breakthrough in the aviation industry in 2007 respectively. The designers created the twin-deck, wide-body aircraft for maximum capacity and comfort, making it ideal for long-distance travel.

Also, it serves the global collaboration in aerospace engineering evidenced by the contributions of different countries as the project was taken as a whole.  Moreover, the Airbus A380 project portrays the complexities of global collaboration, overcoming technical difficulties, and embedding oneself in the competition of the aerospace industry as well. The A380’s impact on aviation underscores lessons in adaptation and environmental consciousness for shaping tomorrow’s airline transportation.

Case Study 10: The Hubble Space Telescope Repair Mission

The HST Mission repaired the telescope’s optical issues, unleashing its full astronomical potential and overcoming initial obstacles. Starting in 1990, Hubble had a manufacturing problem in one of the primary mirrors, which caused blurred images. As a consequence of that day, NASA carried out the first mission of servicing (STS-61) in 1993. Astronauts conducted a complex EVA to install WFPC-2 optics on Space Shuttle Endeavour, addressing Hubble’s optical issues.

However, this repair mission showcased the collaborative efforts of NASA and astronauts, emphasizing meticulous training, communication, and problem-solving skills. The success of the mission marked a turning point for Hubble, transforming it into a premier astronomical observatory. Subsequent servicing missions further upgraded instruments, extending Hubble’s lifespan and contributing to groundbreaking scientific discoveries. 

These top 10 project management scenarios showcase real-world industry challenges in action. Thus, from the dissertation of the given cases, you can be more capable of leading your projects appropriately. Would you like to elevate your expertise? Join our project management course package now, which covers everything from detailed instructions to hands-on experience.

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Project Management

The teaching cases in this section address the challenges related to implementation and scale faced by project managers in a variety of settings.

Shoring Up Child Protection in Massachusetts: Commissioner Spears & the Push to Go Fast

Publication Date: July 13, 2023

 In January 2015, when incoming Massachusetts Governor Charlie Baker chose Linda Spears as his new Commissioner of the Department of Children and Families, he was looking for a reformer. Following the grizzly death of a child under DCF...

Architect, Pilot, Scale, Improve: A Framework and Toolkit for Policy Implementation

Publication Date: May 12, 2021

Successful implementation is essential for achieving policymakers’ goals and must be considered during both design and delivery. The mission of this monograph is to provide you with a framework and set of tools to achieve success. The...

Different Approaches to Building a Unified Government Website in Argentina, Peru, and Mexico

Publication Date: August 21, 2020

Government digitization has proven to benefit both citizens and public agencies. On the one hand, citizens are able to find a consistent interface and reliable information on a single site and are able to access streamlined digital government...

Mothers of Rotterdam: Scaling a Social Services Program in the Netherlands

Publication Date: June 7, 2018

Board Chair Nanne Boonstra was about to learn the details of a scaling strategy proposal for Mothers of Rotterdam, a fledgling social service program that helped the city’s disadvantaged pregnant women.Boonstra’s employer, a venture...

Lesotho Hospital and Filter Clinics: A Public-Private Partnership Sequel

Publication Date: October 17, 2016

This sequel accompanies case number 1999.0. This case looks at a public-private partnership (PPP) between the Health Ministry for the government of Lesotho and a private consortium headed up by Netcare, a South African company, to build and...

Lesotho Hospital and Filter Clinics: A Public-Private Partnership

Publication Date: October 03, 2013

This case looks at a public-private partnership (PPP) between the Health Ministry for the government of Lesotho and a private consortium headed up by Netcare, a South African company, to build and operate a new referral hospital and four feeder...

TransMilenio: The Battle Over Avenida Séptima

Publication Date: May 10, 2011

In August of 2007, the mayor of Bogotá, Luis Eduardo Garzón, had to decide whether to proceed with plans to build a Bus Rapid Transit (BRT) line in Avenida Séptima, one of the most important transportation corridors in the...

California High-Speed Rail

Publication Date: November 18, 2010

In January 2010, the California High Speed Rail Authority (CHSRA) was waiting to hear whether the Obama Administration would approve its application for $4.7 billion in federal stimulus funding to begin the construction of a $50-billion,...

Harambee Youth Employment Accelerator: A Model for Reducing Unemployment in South Africa

Publication Date: April 20, 2023

 In the fourth quarter of 2021, South Africa's unemployment rate rose to 35%, the highest since 2008. Though some of the job losses could be attributed to the Covid-19 pandemic, the country had already been experiencing high unemployment...

Health Care & the Isolated Poor in the Lower Rio Grande Valley: The Quest to Make a Lasting Change (Sequel)

Publication Date: December 14, 2006

The spring of 2005 marked a tricky juncture for the leaders of a program designed to improve health care access for thousands of residents living in impoverished, isolated settlements just north of the Mexican border in the Lower Rio Grande...

Health Care & the Isolated Poor in the Lower Rio Grande Valley: The Quest to Make a Lasting Change

Top 10 Project Management Case Studies with Examples 2024

1. nasa's mars exploration rover: innovative project management in space exploration., 2. apple's iphone development: delivering revolutionary products with precision., 3. tesla's gigafactory construction: exemplary project execution in renewable energy., 4. netflix's content expansion: agile management in the entertainment industry., 5. amazon's prime air drone delivery: pioneering logistics project management., 6. google's waymo self-driving cars: cutting-edge technology meets project efficiency., 7. mcdonald's digital transformation: adaptive project management in fast food., 8. ikea's sustainable store design: eco-friendly project implementation in retail., 9. unicef's vaccine distribution: humanitarian project management at scale., 10. spacex's starlink satellite network: revolutionizing global connectivity with project prowess., discover more stories.

Top 40 Most Popular Case Studies of 2021

Two cases about Hertz claimed top spots in 2021's Top 40 Most Popular Case Studies

Two cases on the uses of debt and equity at Hertz claimed top spots in the CRDT’s (Case Research and Development Team) 2021 top 40 review of cases.

Hertz (A) took the top spot. The case details the financial structure of the rental car company through the end of 2019. Hertz (B), which ranked third in CRDT’s list, describes the company’s struggles during the early part of the COVID pandemic and its eventual need to enter Chapter 11 bankruptcy. 

The success of the Hertz cases was unprecedented for the top 40 list. Usually, cases take a number of years to gain popularity, but the Hertz cases claimed top spots in their first year of release. Hertz (A) also became the first ‘cooked’ case to top the annual review, as all of the other winners had been web-based ‘raw’ cases.

Besides introducing students to the complicated financing required to maintain an enormous fleet of cars, the Hertz cases also expanded the diversity of case protagonists. Kathyrn Marinello was the CEO of Hertz during this period and the CFO, Jamere Jackson is black.

Sandwiched between the two Hertz cases, Coffee 2016, a perennial best seller, finished second. “Glory, Glory, Man United!” a case about an English football team’s IPO made a surprise move to number four.  Cases on search fund boards, the future of malls,  Norway’s Sovereign Wealth fund, Prodigy Finance, the Mayo Clinic, and Cadbury rounded out the top ten.

Other year-end data for 2021 showed:

• Online “raw” case usage remained steady as compared to 2020 with over 35K users from 170 countries and all 50 U.S. states interacting with 196 cases.
• Fifty four percent of raw case users came from outside the U.S..
• The Yale School of Management (SOM) case study directory pages received over 160K page views from 177 countries with approximately a third originating in India followed by the U.S. and the Philippines.
• Twenty-six of the cases in the list are raw cases.
• A third of the cases feature a woman protagonist.
• Orders for Yale SOM case studies increased by almost 50% compared to 2020.
• The top 40 cases were supervised by 19 different Yale SOM faculty members, several supervising multiple cases.

CRDT compiled the Top 40 list by combining data from its case store, Google Analytics, and other measures of interest and adoption.

All of this year’s Top 40 cases are available for purchase from the Yale Management Media store .

And the Top 40 cases studies of 2021 are:

1.   Hertz Global Holdings (A): Uses of Debt and Equity

2.   Coffee 2016

3.   Hertz Global Holdings (B): Uses of Debt and Equity 2020

4.   Glory, Glory Man United!

5.   Search Fund Company Boards: How CEOs Can Build Boards to Help Them Thrive

6.   The Future of Malls: Was Decline Inevitable?

7.   Strategy for Norway's Pension Fund Global

8.   Prodigy Finance

9.   Design at Mayo

10. Cadbury

11. City Hospital Emergency Room

13. Volkswagen

14. Marina Bay Sands

15. Shake Shack IPO

16. Mastercard

17. Netflix

18. Ant Financial

19. AXA: Creating the New CR Metrics

20. IBM Corporate Service Corps

21. Business Leadership in South Africa's 1994 Reforms

22. Alternative Meat Industry

23. Children's Premier

24. Khalil Tawil and Umi (A)

25. Palm Oil 2016

26. Teach For All: Designing a Global Network

27. What's Next? Search Fund Entrepreneurs Reflect on Life After Exit

28. Searching for a Search Fund Structure: A Student Takes a Tour of Various Options

30. Project Sammaan

31. Commonfund ESG

32. Polaroid

33. Connecticut Green Bank 2018: After the Raid

34. FieldFresh Foods

35. The Alibaba Group

36. 360 State Street: Real Options

37. Herman Miller

38. AgBiome

39. Nathan Cummings Foundation

40. Toyota 2010

Case Studies

This page provides an overview of the various case studies available from Scrum.org. These case studies demonstrate successful transforming organizations, uses of Scrum, Nexus, Evidence-Based Management and more. Read them to understand where people and teams have struggled and how they have overcome their struggles.

Organizational and Cultural Transformation

Scaling scrum, successfully implementing scrum, scrum outside of software.

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Guide to Project Management Strategies for Complex Projects (2013)

Chapter: a--case study summaries.

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

136 The researchers investigated 15 projects in the United States and three international projects through in-depth case studies to identify tools that aid complex-project man- agers to deliver projects successfully. These 18 projects represent various project types, locations, project sizes, and phases of project development. The case study summaries are presented in alphabetical order by the name used for each project by the researchers. Each case study summary includes a project overview, project complexity details (including a complexity map or radar diagram), and a para- graph listing the primary methods and tools used for the project. CAPITAL BELTWAY Project Overview The Capital Beltway project is a complex project in northern Virginia consisting of 14 mi of four high-occupancy vehicle (HOV) and high-occupancy toll (HOT) lanes, lane connections, construction or reconstruction of 11 interchanges, and replacement or improvements of more than 50 bridges. The total awarded value of the project for construction and administration is $1.4 billion. When fi nancing and design are included, the total awarded value of the project reaches $2.2 to $2.4 billion. Project planning began in 2003. One interesting fact about this project is that it resulted from an unsolicited proposal issued in 2004 and is an owner-negotiated public–private partnership (PPP). Actual construction began in July 2008, and the project is scheduled to be completed in 2013. Tolling and revenues are expected to start on December 21, 2012. A CASE STUDY SUMMARIES

137 Appendix A: CASE STUDY SUMMARIES CASE STUDY SUMMARIES Primary Methods and Tools Primary methods and tools used for the project include assembling project team, pre- paring early cost model and finance plan, and establishing public involvement plans. Project Complexity The Capital Beltway HOV/HOT Lanes Project was delivered by PPP with the design– build (DB) method. The Virginia Department of Transportation (DOT) mega-project team had previous experience with DB, but there was still some unfamiliarity, which made the project delivery method more complex than a typical project. Developing the HOT network and switchable hardware to accommodate HOT and HOV users was a challenging task for intelligent transportation systems person- nel. There were many technical factors to consider, such as pass type (electronic pass, no pass, or both), how to recognize the number of people in the vehicles, how to distinguish animals or “dummy” passengers from human passengers, and many other technical issues. In addition to the technical matters, laws needed to be considered to ensure the developed system was not illegal. For example, the legal issues involving use of photos for toll enforcement needed investigation before application. Different sources of funding and atypical financing processes related to the PPP were challenging. The complexity diagram in Figure A.1 shows the dimensional com- plexity scores that interviewees provided. Figure A.1. Capital Beltway complexity diagram. Figure A.1. Capital Beltway complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule

138 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS DETROIT RIVER INTERNATIONAL CROSSING Project Overview The purpose of the project is to provide a new Detroit River International Crossing (DRIC) connecting Detroit, Michigan, with Windsor, Ontario, Canada. This bridge would complement an existing, privately owned, 81-year-old toll bridge ( Ambassador Bridge) and an existing 80-year-old tunnel (the Detroit–Windsor Tunnel) that has usage limitations for commercial vehicles. The project will also provide a freeway-to- freeway connection between I-75 in Detroit and Highway 401 in Windsor. The overall project has 10 primary components and various funding sources asso- ciated with each component. The project is needed to provide redundancy for mobil- ity and trade between the two countries, support economies by connecting the major freeways, and support civil, national defense, and homeland security emergency needs. Project Complexity Multiple agencies are involved in the project (the Michigan DOT and the Federal Highway Administration in the United States and the Ontario Ministry of Transpor- tation and Transport Canada in Canada), and separate documents are required for each country. Multiple stakeholders showed interests and involvement in each country. Project funding is from multiple sources, including tolling. Political issues also made this project complex, as shown in Figure A.2. Those issues included a need for legislation authorizing PPP for the project, pressure related to the competing interests associated with the privately owned Ambassador Bridge, and national attention to the project to support streamlining of the delivery. Projected financial cost for the project is more than $1.8 billion. Figure A.2. Detroit River International Crossing complexity diagram. Figure A.2. Detroit River International Crossing complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule

139 Appendix A: CASE STUDY SUMMARIES Primary Methods and Tools Primary methods and tools used for the project include selecting project arrangements on the basis of project outcomes and establishing public involvement plans. DOYLE DRIVE Project Overview The Doyle Drive project is a unique project that forms one gateway to the Golden Gate Bridge in San Francisco, California. The 1.5-mi Doyle Drive corridor, also known as Presidio Parkway, was built in 1936 to usher traffic through the Presidio military base to connect San Francisco and the Golden Gate Bridge. Doyle Drive is located in a high–seismic hazard zone, and the original structure was not built to withstand projected earthquakes. A seismic retrofit intended to last 10 years was completed in 1995. The current project has eight contracts that will result in a new roadway, new structures including bridges and tunnels, and a depressed roadway section. Project Complexity The number of different financing sources being used for this project contributes to its complexity, as shown in Figure A.3. In addition, one of the contracts still in the plan- ning phase is expected to be PPP. Figure A.3. Doyle Drive complexity diagram. Figure A.3. Doyle Drive complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule

140 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Primary Methods and Tools Primary methods and tools used for the project include selecting project arrangements, which included multiple contracts; different project delivery methods; incentives to accelerate project delivery; value engineering; contractor-initiated changes and sugges- tions; and extensive, thorough monthly progress reports. GREEN STREET Project Overview The Green Street project for the City of Saskatoon, Saskatchewan, Canada, consisted of recycling of asphalt and portland cement concrete rubble into high-value-added mate rials. The project focused on the development of high-value substructure aggre- gates that are structurally superior to conventional aggregates. The scope also included mechanistic-based structural asset management and design protocols. The project executed several field test sections to provide field vali- dation of the structural designs. Project Complexity Use of recycled rubble as structural material is unproven and does not fit conventional road building practice. Therefore, the project used design–supply–build principles that incorporated mechanistic design and field validation of the system developed. Figure A.4 illustrates the complexity of this project. Figure A.4. Green Street complexity diagram. Figure A.4. Green Street complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule Primary Methods and Tools Primary methods and tools used for the project include establishment of flexible design criteria and selection of project arrangements on the basis of project outcomes.

141 Appendix A: CASE STUDY SUMMARIES HEATHROW INTERNATIONAL AIRPORT TERMINAL 5 Project Overview The Heathrow International Airport Terminal 5 (T5) project in London includes con- structing a new terminal building, a new air traffic control tower, ground traffic infra- structures (e.g., rail, underground, road, and guideways), and other auxiliary facilities (e.g., water tunnels). The planning phase of the project dates back to 1986, and the first phase of the project was completed in 2008. A second satellite building was still under construction and expected to be delivered by 2011. Project Complexity This project is one of the largest projects in Britain’s engineering history and is the big- gest construction site in Europe. Since project proposal approval in 1986, the planning and design phases of the T5 project have experienced turbulent changes (e.g., changes in technology, economic conditions, ownership, user requirements), creating signifi- cant management challenges for a project of this scale. Furthermore, the total cost of the project is £4.3 billion ($6.7 billion), and numer- ous contractors, subcontractors, suppliers, subsuppliers, regulatory agencies, and other stakeholders are involved. The project is financed from a variety of revenue sources, with huge uncertainties. Figure A.5 depicts the complexity of this project. Figure A.5. Heathrow T5 complexity diagram. Figure A.5. Heathrow T5 complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule Primary Methods and Tools Primary methods and tools used for the project include performing comprehensive risk analysis, assembling project team, and defining project success by each dimension as required.

142 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS HUDSON-BERGEN LIGHT RAIL MINIMUM OPERABLE SEGMENT Project Overview The Hudson-Bergen Light Rail Transit System is a 20.3-mi-long light rail project that connects the densely populated Hudson River waterfront communities in New Jersey. The project also supports significant economic development that continues to take place in the region. The transit system was built in three minimum operable segments (MOSs). MOS2, which was the subject of this case study, is a 6.1-mi-long system extending from Hoboken to the Tonnelle Avenue park-and-ride facility in North Bergen and an exten- sion between 22nd Street and 34th Street in Bayonne. MOS2 features a major tunnel (the 4,100-ft Weehawken tunnel) that includes the new Bergenline station at a depth of 160 ft from the surface. The Hudson-Bergen Light Rail Transit System started as a traditional design–bid– build project. In 1994, it was determined that by using this traditional approach, the first operating segment would not be in service until 2005 because of funding con- straints and other considerations. Because of these concerns, New Jersey Transit decided to use the design–build– operate–maintain (DBOM) approach for project delivery. With this approach, it was possible to shave more than three years from the MOS1 duration. For MOS2, New Jersey Transit decided to retain the services of the DBOM contractor of the first segment, the 21st Century Rail Corporation (a subsidiary of Washington Group International). As a result, the MOS2 DBOM contract was negoti- ated as a large change order to the MOS1 contract. Project Complexity Hudson-Bergen Light Rail is the first public transit project in the nation to use the DBOM construction methodology. To obtain the funds to make the project feasible, grant anticipation notes and several bonds were issued, given that a full funding grant agreement pays according to a multiyear schedule. In addition, the project was constructed in populated and built-up areas, an envi- ronment that was challenging. Moreover, the length of the project contributed to the complexity in that the number of municipalities the project had to go through was significant compared to projects undertaken before. Figure A.6 shows the complexity of the Hudson-Bergen Light Rail project.

143 Appendix A: CASE STUDY SUMMARIES Primary Methods and Tools Primary methods and tools used for the project include selecting project arrangements on the basis of project outcomes, developing project action plans, determining involve- ment in right-of-way (ROW) and utilities, and establishing public involvement plans. I-40 CROSSTOWN Project Overview The I-40 Crosstown project consists of the relocation of 4.5 mi of the I-40 Crosstown in Oklahoma City, Oklahoma, from approximately May Avenue to the I-35 inter- change. This segment includes five major bridge structures. The project consists of 10 lanes designed to carry 173,000 vehicles per day at 70 mph. The case study project included 4.5 mi of new Interstate, ROW acquisition, agreements with the railroad, and 23 separate work packages in the construction phase. Project Complexity The I-40 Crosstown project was complex because of the challenge of matching the capabilities of the local design and construction industry to the scale of the project. In addition, the availability of funding and stakeholder impact, which included relations with the railroad and ROW issues, added to the complexity of the project, as shown in Figure A.7. Figure A.6. Hudson-Bergen Light Rail complexity diagram. Figure A.6. Hudson-Bergen Light Rail complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule

144 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Primary Methods and Tools Primary methods and tools used for the project include defining project success by each dimension as required, assembling project team, and establishing public involve- ment plans. I-95 NEW HAVEN HARBOR CROSSING CORRIDOR IMPROVEMENT Project Overview The I-95 New Haven Harbor Crossing Corridor Improvement program, in New Haven, Connecticut, comprises seven completed and three current projects. The total program is estimated to cost $1.94 billion. This multimodal transportation improve- ment program features public transit enhancement and roadway improvements along 7.2 mi of I-95 between Exit 46 and Exit 54. The currently active projects include the following: • Replacement of the existing bridge with a new signature structure, the Pearl Har- bor Memorial Bridge ($416 million); • Main span foundations and northbound west approach ($137 million); and • Route 34 flyover ($97 million). Figure A.7. I-40 Crosstown complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule Figure A.7. I-40 Crosstown complexity diagram.

145 Appendix A: CASE STUDY SUMMARIES Project Complexity The Pearl Harbor Memorial Bridge is the first extradosed bridge in the nation, which could add to the complexity of the project from a technical point of view. The mag- nitude of the project and its first-ever use in the United States caused the first bidding process to result in no bids. Receiving no bids required the owner to replan and repackage the project at great cost and delay. Furthermore, there are multiple packages in the program consisting of transit and highway work in a densely populated area spanning several municipali- ties. The construction work is conducted while the highway remains open to traffic. Figure A.8 shows the complexity for this project. Figure A.8. I-95 New Haven Harbor Crossing Corridor complexity diagram. Primary Methods and Tools Primary methods and tools used for the project include performing comprehensive risk analysis, colocating team, and determining involvement in ROW and utilities. I-595 CORRIDOR Project Overview The I-595 Corridor Roadway Improvements Project (Florida DOT I-595 Express) consists of the reconstruction of the I-595 mainline and all associated improvements to frontage roads and ramps from I-75 or Sawgrass Expressway interchange to the I-595 and I-95 interchange, for a total project length along I-595 of approximately 10.5 mi and a design and construction cost of approximately $1.2 billion. Figure A.8. I-95 New Haven Harbor Crossing Corridor complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule

146 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS The project improvements will be implemented as part of a PPP with I-595 Express, LLC, a subsidiary created by ACS Infrastructure Development, being awarded the con- tract to serve as the concessionaire to use the design–build–finance–operate–maintain approach for the project for a 35-year term. This project delivery method was chosen as a result of initial findings that the project would take up to 20 years to complete if funded in the traditional way. The Florida DOT found that, if it could deliver the project using the design–build– finance–operate–maintain approach, it could reap considerable cost savings over the life of the project, as well as reach traffic capacity 15 years sooner than by using tradi- tional methods. The Florida DOT will provide management oversight of the contract; install, test, operate, and maintain all SunPass tolling equipment for the reversible express lanes; and set the toll rates and retain the toll revenue. Project Complexity The Florida DOT has been challenged to find the right level of oversight for the project. The process has been a learning experience for both the department and the conces- sionaire. It is very important to partner with local companies to learn the local culture and the processes of involved agencies on the part of the concessionaire. Figure A.9 shows the project complexity. Figure A.9. I-595 Corridor complexity diagram. Figure A.9. I-595 Corridor complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule

147 Appendix A: CASE STUDY SUMMARIES Primary Methods and Tools Primary methods and tools used for the project include assembling project team, pre- paring early cost model and finance plan, colocating team, evaluating flexible financ- ing, and establishing public involvement plans. INTERCOUNTY CONNECTOR Project Overview The InterCounty Connector project consists of 18 mi of construction on a new align- ment and incorporates some reconstruction of interchanges and the existing corridor that intersects the new project. The purpose of the project is to provide a limited- access, multimodal facility between existing and proposed development areas in Montgomery and Prince George’s Counties in Maryland. Currently, the project is broken into five construction contracts and 47 envi- ronmental stewardship and mitigation contracts. The total anticipated cost is about $2.566 billion, with the environmental contracts accounting for $109 million. The initial environmental studies began in 2004, and the first construction seg- ment of the project started in November 2007. Only three of the five construction contracts have been fully let, all of which have used DB procurement. Each segment is scheduled to open incrementally; the currently contracted projects were expected to be finished in late 2011. The final two contracts are yet to be deter- mined for letting periods and anticipated completion. Nine interchanges, one intersection, two bridges, 4 mi of existing highway recon- struction, and 4.9 mi of resurfacing are slated to be completed during this project, along with the 18 mi of mainline construction. The project is using multiple funding sources and will be part of Maryland’s toll- ing network on completion. Grant anticipation revenue vehicle bonds, Maryland DOT pay-as-you-go program funds, special federal appropriations, Maryland Transporta- tion Authority bonds, Maryland general fund transfers, and a Transportation Infra- structure Finance and Innovation Act loan are all sources of funding for this project. Project Complexity The use of the DB method and multiple separate contracts, as well as construction through an environmentally sensitive area, made this project complex, as shown in Figure A.10.

148 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Primary Methods and Tools Primary methods and tools used for the project include preparing early cost model and finance plan, identifying critical permit issues, and evaluating flexible financing. Figure A.10. InterCounty Connector complexity diagram. Figure A.10. InterCounty Connector complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule TABLE A.1. INTERCOUNTY CONNECTOR COMPLEXITY RANK AND SCORE COMPARISON Dimension Rank Complexity Score Cost 1 70 Schedule 2 85 Technical 4 55 Context 3 85 Financing 5 85 An extensive financial plan is required, a d multiple funding sources are being used. Immense scope, multiple stakeholders and funding sources, and 50-year-old original project discussions are issues that the owner lists as reasons for treating it as a complex project. In this case study, there was a discrepancy between the complexity rank of each dimension and the score of the overall complexity for the dimensions, as shown in Table A.1.

149 Appendix A: CASE STUDY SUMMARIES JAMES RIVER BRIDGE/I-95 RICHMOND Project Overview The project consists of the restoration of the 0.75-mi-long James River Bridge on I-95 through the central business district of Richmond, Virginia. The bridge’s six lanes were originally designed and built in 1958 to carry one-third of the 110,000 vehicles per day that it was carrying when it was rebuilt in 2002. The contractor proposed using preconstructed composite units that consisted of an 8.7-inch-thick concrete deck over steel girders fabricated in a yard off site. Crews cut the old bridge spans into segments, removed them, and prepared the resulting gaps for the new composite units. Crews finished the process by setting the new pre- constructed unit in place overnight. The case study project includes the following: • 0.75 miles of Interstate bridge restoration • Improvements on Route 1 that include widening to six lanes and signalization • High-mast lighting system • Robust public information program • Agreements with the Richmond Downtown Chamber of Commerce Project Complexity The project was regarded as complex because of construction scheduling restrictions resulting from location, volume of traffic, and potential impact on the public, as shown in Figure A.11. Project visibility was significant because of the immediate proximity to both the state legislature offices and the Virginia DOT central office. In addition, implementation of an untried construction method and an untried incentive and dis- incentive contract structure was complex. Figure A.11. James River Bridge/I-95 Richmond complexity diagram. Figure A.11. James River Bridge/I-95 Richmond complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule

150 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Primary Methods and Tools Primary methods and tools used for the project include defining project success by each dimension as required, selecting project arrangements on the basis of project outcomes, and establishing flexible design criteria. LEWIS AND CLARK BRIDGE Project Overview The Lewis and Clark Bridge spans the state line between Washington and Oregon pro- viding a link for motorists between the states. The cost of the deck replacement was split evenly by both states. The bridge is 5,478 ft long, with 34 spans carrying 21,000 vehicles per day. The bridge was built in 1929. At the time of construction, it was the longest and highest cantilever steel truss bridge in the United States. To extend the life of the existing bridge by 25 years, a full-depth precast deck replacement was designed and executed. The final total value of the project is about $24 million. Project Complexity The Lewis and Clark Bridge is the only link between Washington and Oregon within at least a 1-hour distance. This factor greatly increased the context dimension complexity of the project. The owner had to seek solutions to minimize traffic impact. User benefits were the major driver behind the decision to use a more-complex construction strategy (such as an incentive contract, which the owner had not used before), night and weekend full closure of the bridge, and precast deck replacement. Figure A.12 shows the project complexity. Figure A.12. Lewis and Clark Bridge complexity diagram. Figure A.12. Lewis and Clark Bridge complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule

151 Appendix A: CASE STUDY SUMMARIES Primary Methods and Tools Primary methods and tools used for the project include defining project success by each dimension as required, selecting project arrangements on the basis of project outcomes, and establishing flexible design criteria. LOUISVILLE–SOUTHERN INDIANA OHIO RIVER BRIDGE Project Overview The Ohio River Bridges project in southern Indiana and Louisville, Kentucky, is a complex project that was entering the final stages of the design phase. The project consists of two long-span river crossings (one in downtown Louisville and one on the east side of the metro), a new downtown interchange in Louisville, a new approach, a 4.2-mi-long highway on the Indiana side, a new east-end approach on the Kentucky side (including a 2,000-ft-long tunnel), and reconfiguration of existing interchanges to improve congestion, mobility, and safety. Project Complexity The project is regarded as complex because of the very large scope of work, insufficient funds, undefined financing plans, the presence of several historic districts and neigh- borhoods, multiple jurisdictions, political and environmental issues, and requirements for ongoing public involvement. Design was virtually complete, but estimated construction costs ($4.1 billion) far exceeded available funds. Construction schedule, procurement, contracting, and so forth would depend on funding and financing plans that were under development (with recommendations due January 1, 2011). Figure A.13 shows the project complexity. Figure A.13. Louisville–Southern Indiana Ohio Bridge Crossing complexity diagram. Figure A.13. Louisville–Southern Indiana Ohio Bridge Crossing complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule

152 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Primary Methods and Tools Primary methods and tools used for the project include determining involvement in ROW and utilities, determining work packages and sequencing, and establishing pub- lic involvement plans. NEW MISSISSIPPI RIVER BRIDGE Project Overview The New Mississippi River Bridge project between St. Louis, Missouri, and East St. Louis, Illinois, is a complex project consisting of building a new, four-lane, long- span, cable-stayed bridge across the Mississippi River 1 mi north of the existing Martin Luther King Bridge. In addition, the project includes a new North I-70 interchange roadway connec- tion between the existing I-70 and the new bridge, with further connections to the local St. Louis street system at Cass Avenue. On the Illinois side, the project includes a new I-70 connection roadway between the existing I-55, I-64, and I-70 Tri-Level Interchange and the main span and signifi- cant improvements at the I-55, I-64, and I-70 Tri-Level Interchange in East St. Louis, which will connect to I-70. The 1,500-ft main span will be the second-longest cable- stayed bridge in the United States upon completion. Project Complexity From the beginning, this project had several reasons to be considered a complex project, including time and cost constraints, technical complications, large scope, rail- road and utility coordination, and special appropriation (use it or lose it) funding. Crash incidence near the existing bridge was triple the national average, and the bridge ranks among the 10 worst corridors in the country in terms of congestion. Therefore, redesign and expansion of capacity were critical. Severe traffic (capacity, safety, and mobility) conditions also made the schedule a priority. The original project plan had to be re-scoped into viable phases, given available funding, without sacrificing the overall project vision. The risk of cost and schedule overruns had to be mitigated to protect funding opportunities. Figure A.14 shows the project complexity.

153 Appendix A: CASE STUDY SUMMARIES Primary Methods and Tools Primary methods and tools used for the project include designing to budget, perform- ing comprehensive risk analysis, and colocating team. NORTH CAROLINA TOLLWAY Project Overview In 2002, the North Carolina General Assembly created the North Carolina Turnpike Authority to respond to growth and congestion concerns in North Carolina. Two of the nine authorized projects are the Triangle Parkway and the Western Wake Parkway, which compose the Triangle Expressway. These two projects combine for a total of approximately 19 mi of new roadway on one side of Raleigh, North Carolina. These projects will be North Carolina’s first experience with modern toll facilities. Both projects were advertised initially in 2007, and completion is expected in 2011. The total awarded value of the project is approximately $583 million. Project Complexity This is the first tollway in North Carolina. Schedule and financing are keys to this project. It is important to get the project open to start collecting toll revenue. Figure A.15 shows the project complexity. Figure A.14. New Mississippi River Bridge complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule Figure A.14. New Mississippi River Bridge complexity diagram.

154 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Primary Methods and Tools Primary methods and tools used for the project include preparing early cost model and finance plan and establishing flexible design criteria. NORTHERN GATEWAY TOLL ROAD Project Overview The Northern Gateway Toll Road was the first electronic toll road in New Zealand. This construction project was one of New Zealand’s largest, most challenging, and most complex to date. The project extends the four-lane Northern Motorway 7.5 km further north from Orewa to Puhoi through historically rich and diverse landscapes, steep topography, and local streams, and provides an alternative to the steep two-lane winding coastal route through Orewa and Waiwera. The $360 million extension of State Highway One was constructed to provide a straight and safe drive between Auckland and Northland. The project was delivered by the Northern Gateway Alliance (NGA), which comprised Transit New Zealand, Fulton Hogan, Leighton Contractors, URS New Zealand, Tonkin & Taylor, and Boffa Miskell. The road, which opened in January 2009, has become a visual showcase of environmental and engineering excellence. NGA was appointed by the New Zealand Transport Authority to deliver a major realignment and extension of the Northern Motorway approximately 30 km north of Auckland. This contract was the largest single contract to date ever awarded by the transport authority, which formed NGA in 2004 to design, manage, and construct the Figure A.15. North Carolina Tollway complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule Figure A.15. North Carolina Tollway complexity diagram.

155 Appendix A: CASE STUDY SUMMARIES State Highway One Northern Motorway extension. The project is being constructed through an area of very high environmental sensitivity and complex geology and topography. Project Complexity Funding was not in place at the start of the project, and environmental requirements insisted (forced) an early start of construction. Tunneling had not been done by the agency in decades, and the geotechnical situation was largely unknown. Consent condition was dependent on schedule. Immediate proof of starting con- struction was needed. Alliancing gave the option to start construction after initial design concepts. Year-by-year extensions were given by the environmental court to proceed. Funding was partly taken away before the start of construction. A business case was made to the Treasury, and the remaining money was borrowed in exchange for tolling rights for 35 years. The risk for this income was transferred to the Treasury. The alliance partners were aware that approval of this money was pending and the risk of the project being halted was shared. Figure A.16 shows the project complexity. Figure A.16. Northern Gateway Toll Road complexity diagram. Figure A.16. Northern Gateway Toll Road complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule Primary Methods and Tools Primary methods and tools used for the project include defining project success by each dimension as required, selecting project arrangements on the basis of project outcomes, and establishing public involvement plans.

156 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS T-REX SOUTHEAST I-25 AND I-225 Project Overview The Transportation Expansion (T-REX) project in Metro Denver, Colorado, consists of 17 mi of highway expansion and improvements to I-25 from Logan Street in Denver to Lincoln Avenue in Douglas County and to I-225 from Parker Road in Aurora to a newly configured I-25 and I-225 interchange. The project also included 19 mi of light rail developments along those routes. DB project delivery was selected because of its ability to reduce schedule and assign a single point of responsibility. The original cost for the project was $1.67 bil- lion, which included the following costs: • DB contract: $1.2 billion • Maintenance facility: $40 to $50 million • Siemens light rail vehicles: $100 million • ROW and administration: $100 million Project Complexity The project was considered complex because of the challenging work environment and the need to keep the highway open during construction, along with tracking of funding (highway versus traffic dollars) and the need to maintain bipartisan support, which created sensitive issues. Political parties did not want to lose elections because the T-REX project had failed. Figure A.17 shows the project complexity. Figure A.17. T-REX complexity diagram. Figure A.17. T-REX complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule

157 Appendix A: CASE STUDY SUMMARIES Primary Methods and Tools Primary methods and tools used for the project include selecting project arrangements on the basis of project outcomes, assembling project team, determining involvement in ROW and utilities, and establishing public involvement plans. TEXAS STATE HIGHWAY 161 Project Overview The Texas State Highway (TX SH) 161 project consists of construction of an 11.5-mi- long north–south tollway and frontage roads midway between Dallas and Fort Worth, Texas. The project will be built in phases with an overall construction cost of approxi- mately $1 billion. The southern terminus is at I-20 and runs north, with a full direct connector inter- change with I-30, and connects to the existing TX SH 161 on the north end with an interchange at TX SH 183. The case study project includes four phases and at least six subprojects. Project Complexity This project was complex because of its magnitude, multiple sources of financing, context (political influences), accelerated scheduling requirements, environmental con- cerns, and railroad involvement, as shown in Figure A.18. Figure A.18. Texas State Highway 161 project complexity diagram. Figure A.18. Texas State Highway 161 project complexity diagram. 0 20 40 60 80 100 Technical Cost FinancingContext Schedule Primary Methods and Tools Primary methods and tools used for the project include defining project success by each dimension as required, incentivizing critical project outcomes, and establishing public involvement plans.

TRB’s second Strategic Highway Research Program (SHRP 2) Report S2-R10-RW-2: Guide to Project Management Strategies for Complex Projects facilitates the application of a five-dimensional management approach for complex projects. The objective of the guide is to identify and communicate the critical factors involved in successfully managing complex transportation design and construction projects. A training course based on the information in the guide was also developed.

In addition, SHRP 2 Renewal Project R10 developed two other reports:

• Project Management Strategies for Complex Projects , which describes the five-dimensional management approach for complex projects. The goal of the five-dimensional approach is to identify issues that should be planned and managed proactively, rather than retroactively. The five areas of the new project management approach address cost, schedule, engineering requirements, external influences, and financing; and
• Project Management Strategies for Complex Projects: Case Study Report , which includes case studies of 15 projects in the United States and three international projects that used tools that aid project managers in the delivery of complex projects.

Software Disclaimer: This software is offered as is, without warranty or promise of support of any kind either expressed or implied. Under no circumstance will the National Academy of Sciences or the Transportation Research Board (collectively "TRB") be liable for any loss or damage caused by the installation or operation of this product. TRB makes no representation or warranty of any kind, expressed or implied, in fact or in law, including without limitation, the warranty of merchantability or the warranty of fitness for a particular purpose, and shall not in any case be liable for any consequential or special damages.

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All You Have To Know About Agile Project Management Methodologies !

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This article aims to help you discover and master the art of agile project management so you can turn your challenges into concrete successes. 🏆

But first, I’m sure that the term “ project management “, which is a very general one, doesn’t speak to everyone and needs a little clarification! ⛏️

🎯 In this case, it encompasses all activities aimed at organizing the smooth running of a marketing project , and achieving objectives effectively and efficiently. That is, within the constraints of time, budget and quality.

➡️ When managing a project, there are 5 stages to go through: conception, planning, execution, monitoring, control and finalization. To do this :

• We adopt a defined, pre-selected process for project execution.
• Knowledge, skills, tools and techniques are applied to all activities.

🦄 There are many marketing project management methods , each with its own advantages and disadvantages. The choice depends on the nature of the project, the organization, the types of activities, the group’s preferences…

For our part, we’re going to take a closer look at agile project management methods (as opposed to traditional models). 🤸🏼‍♀️ If you don’t know what that is, get ready to move from chaos to clarity! 💡

⬇️ Here’s the program:

• Agile project management: definition, context and benefits.
• Top 4 agile project management methods
• Case studies: Spotify and Twitter
• Tips for choosing the right method and tools

We’re off! 🤩

Agile Project Management : Definition, Context And Benefits

The definition of agile project management.

👉🏼 As you’ll have gathered by now, the term “ agile ” refers to a project management method that combines iterative and incremental approaches (we’ll see exactly what these approaches are later on).

Agility focuses on value delivery and continuous improvement, but also on values such as collaboration, adaptation, self-organization and transversality. 💎

🤝 We speak of co-design between all stakeholders, who aim to find the best solutions to meet the project’s challenges and create maximum value.

The model is based on the setting of short-term iterative objectives , as well as on the evolution of requirements and solutions through. 🔄

🧩 A major project is broken down into stages and/or sequences taking place one after the other: these are known as sprint . 🏃🏻‍♂️ Sprints are made up of several stages, generally consisting of the following:

• Retro-planning .
• Development.
• Testing and verification.
• Demonstration and/or deployment.
• Evaluation of results.
• Gathering comments and/or information.
• Establish new rules and move on to the next sprint (the solution doesn’t need to be completely finalized, just functional).

Flexibility and adaptability are the watchwords of this method. 🤸🏼‍♀️ We recommend using it when you’re unsure of the specifications from the outset, or when you lack visibility of how the project will evolve. 🧐

In short, agile project management is applicable to a multitude of activities and projects. That’s why it’s now a must-have and used by almost half of all organizations, according to an international study conducted in 2020 by Organize Agile. 🔍

Emergence Of The Agile Project Management Methods

📣 As a reminder, project management isn’t new, since it’s a concept that’s been used for hundreds of years. But the concept of “ agile project management ” is much more recent, having emerged in the 2000s.

Originally, organizations were dissatisfied with traditional project management approaches (predictive V-model method). They wanted to find a less constraining way of improving and accelerating the development process . ✨

After years of research, the Agile Manifesto that introduced the method, and proven feedback based on tangible indicators… 💥 Its effectiveness has finally been demonstrated with certainty.

🖱️ It first began to be democratized in the IT frameworks sector , and then beyond. These principles are now used by all functions in organizations, and several have been created.

At the end of the article, we provide examples of major companies using this method, along with their unavoidable principles. 🤩

But first, let’s explain what has convinced millions of organizations around the world to use it, and how they do it. 👇🏼

Benefits Of Agile Project Management

🎁 If agile methods has convinced so many people, it’s because it has more to offer than other models and its benefits are not negligible.

They are flexible and adapt easily to change. This means they can react quickly to new requirements and unforeseen events. In particular, thanks to the division of labor into small iterations, they can deliver results quickly and adapt to change. 🎢

💎 In short, what distinguishes the agile project management method is its ability to :

• Offer a faster, more flexible and more efficient way of managing unforeseen, deadlines , adjusting or reducing.
• Produce more in less time, and offer greater flexibility to take advantage of opportunities as the project progresses.
• Integrate the customer into the construction of the project to improve their satisfaction and adapt more easily to their expectations.
• Encourage employee autonomy and bring all professions within the same group to share knowledge.
• Enhance management efficiency and the chances of achieving profitability targets, even in an uncertain and rapidly changing environment .
• Strengthen an organization’s market position and culture through a constructive approach.

Finally, all agile project management frameworks share five main components (inspired by the 12 principles of the Agile Manifesto ): cadence, synchronization, and quality development practices. 📚

We’ve just listed all the reasons why others have chosen to use it. And, we’ve also listed the reasons why you should use it too 😉

Obviously, there are several agile project management methods to choose from. 🌈 So, stay with us, we’ll introduce you right away!

Top 4 Most Commonly Used Agile Project Management Methods

💡 It’s time to help you choose the agile project management method best suited to your project and/or business, from among the main existing models.

1. Scrum Method

Scrum is the most popular agile project management method today. 👑

👀 Quite simple, it is dedicated to single-team management and aims to make visible the effectiveness of management techniques, work environment, so that improvements can be made.

It is based on a lightweight and agile framework for developing and maintaining complex projects. It helps individuals, teams and organizations generate value through adaptive solutions. 🤸🏼‍♀️

This agile project management method is based on two concepts ♻️ :

• Empiricism asserts that knowledge comes from experience and from making decisions based on what is observed, tested, approved and known.
• Lean management , is an agile project management method in its own right, reducing waste and focusing on the essential value or added-value production.

It also uses an iterative and incremental approach, with three essential pillars involving specific roles, events and artifacts.

The entire model structure is designed to optimize predictability and control risk . ☢️

1. Transparency : the progress of the work must be visible to all stakeholders. 👀

• What represents value here are the artifacts (product backlog , sprint backlog and increment ). They are designed to maximize the transparency of key information.
• Artifacts with low transparency can lead to decisions that decrease value and increase risk.
• Without “transparency”, there can be no inspection, as it would be misleading and costly.

2. Inspection : progress must be inspected. 🔍

• This step enables us to detect any deviations or potentially undesirable problems.
• To facilitate inspection and day-to-day organization, the pace is set by five events designed to facilitate change: the sprint, the planning sprint, the daily scrum , the sprint review and the sprint retrospective.
• Without inspection, no adaptation would be considered useless.

3. Adaptation : occurs when certain aspects deviate from the desired result. 🎯

• If the workflow deviates from acceptable limits, or if the result obtained is unacceptable, the process must be adjusted as soon as possible (to reduce any further deviation).
• The group is expected to adapt as it learns something new through inspection. Adaptation becomes more difficult if members are not prepared for it.
• The Scrum team must therefore bring together people who collectively have all the skills and expertise to apply the model, share or acquire skills… Team members include developers, a product owner and a scrum master (or the manager).

🏆 Scrum ‘s success depends on group members recognizing themselves through five values: commitment, focus, openness, respect and courage.

The structure of the method is deliberately incomplete , defining only the parts required. ❌ It builds on collective intelligence rather than providing detailed instructions.

2. SAFe Method

SAFe, or The Scaled Agile Framework , takes the agile method beyond the confines of a single team and integrates it into the company’s overall strategy. 🗺️

SAFe is a cross between Agile, Lean and DevOps. 🔀 It focuses on the detail of practices, roles and activities at the management of portfolio , program and team management levels.

🗓️ Work is planned in batches, so that problems can be identified earlier and progress is visible in real time. Ongoing rituals can also be regularly inspected and adapted.

To integrate agility at all levels, the method provides a knowledge base and establishes a common language as well as common foundations through various core values 👇🏼 :

• Alignment of business objectives to cope with rapid market changes.
• Integrated quality at every level.
• Exceed agility requirements.
• Trust and transparency.
• Program execution (ability to deliver a functional , high-quality project).
• Lean/Agile management and leadership to create the right environment and transform systems.

➡️ Next, SaFe can be configured and implemented in 3 levels , distinguished by their level of ease of implementation, the type of organization or activity and finally the quantity of elements to be integrated (roles, events, artifacts and skills).

Typically, this model is used by companies with hundreds or thousands of teams, operating in ART mode (Agile Release Train ). That is, with a cross-functional team bringing together several agile and multiprofile groups . 👥 With smaller organizations, this method will have no impact.

✋🏼 It is used, for example, when the following needs are identified:

• Bring greater coherence to the overall strategy.
• Standardize objectives and organization.
• Greater flexibility between groups and players.
• Streamline and facilitate development/delivery.

If you’re interested, the latest version of the method is now based on 10 principles, derived from Agile and Lean methodologies, but also from observation of successful companies. 📈

Please note that the application of a new model is not a miracle solution. 🤷🏻‍♀️ Furthermore, the complexity of SAFe’s application could dissuade many from using it, as it requires :

• Reorganization or even redesign of the entire organization.
• Rewriting and introducing new processes.
• Technical installation and familiarization with new tools.
• Culture change and learning agile values .
• A colossal task of adaptation and understanding.
• A multitude of roles and events to set up.

⚙️ For your information, there are several sources providing a roadmap for implementing SAFe (with detailed steps for getting started and configuring the organization for widespread adoption across all portfolios).

🆙 Finally, there are others Scale-up techniques that we won’t detail here: LeSS, Nexus, Scrum@Scale, Scrum of scrums , Lean Software Development , Disciplined Agile Delivery (DAD)…

3. Kanban Method

Kanban is a flexible agile project management method based on the Lean approach. ♻️ It is inspired by an inventory control and stock management system that enables on-demand production.

⏱️ It is based on the principle of rapid delivery and aims to :

• Continuous improvement and reduction of production costs.
• Achieving balance between production and demand.
• Eliminate waste and avoid stockpiling as much as possible.
• Reduce lead times and achieve fair, high-quality production.
• Foster collaboration to solve problems and improve quality.
• Optimize team responsiveness.

ℹ️ Kanban is a visual information system that makes use of the programs already in place and encourages their improvement. It’s also the model that provides the quickest feedback and the best control of workflow, thanks to a chart. 👁️

It consists of a system of labels or pull cards. 🏷️ Each card corresponds to a request that triggers production, and contains the tasks to be carried out as well as various instructions.

👩🏻‍🏫 The board is the major asset of this method, as it enables the team to :

• Visualize and manage the flow.
• Identify visible obstacles or opportunities.
• Adjust process limits in real time.
• Improve efficiency and productivity.
• Collaborate, communicate and circulate information on tasks to be carried out.

💡 If you want to adopt this method, here are some tips:

• Don’t try to change everything overnight, start with what you’ve got and agree to improve the existing system through gradual changes.
• To eliminate the fear of change, respect the roles, responsibilities and professional titles of each group member.
• All players within the organization must be involved in the process.
• Labels provide a framework, but one that must remain flexible and adaptable.

Last but not least, the Kanban system can be adapted to a variety of working modes (individual, team or even organizational), but not to all production levels. When the production rhythm is irregular, the method no longer works. ❌

⚙️ Much software and marketing tools use the Kanban method, such as Click-up, Miro, Trello, Jira…

4. Dynamic Systems Development Method (DSDM)

DSDM , or Dynamic System Development Method, is an agile project management method, initially reserved for software, which follows an iterative, progressive and incremental logic; mainly inspired by the Rapid Application Development (RAD) model. 📲

🤝 DSDM actually came into being thanks to the cooperation of the industry’s RAD approach leaders , to solve a problem posed by RAD, namely its lack of structuring and the absence of common processes between teams.

It is mainly used for projects with very tight delivery deadlines, and aims to deliver at the end of each iteration. ⏱️ Of course, within budget, while adapting to changes and modifications.

🧑🏽‍⚖️ It applies Pareto’s law , so it doesn’t take long to reach a stage where the product can be said to working (80% system deployment in 20% time ).

The DSDM is therefore a lightweight, effective and adaptable method that provides a four-step framework, including 👇🏼 :

• Feasibility and business study.
• Functional model / prototype iteration .
• Design and build iterations.
• Execution/Application.

💎 The method is also based on four core values … :

• Individual : Valuing people who work on the project and are more familiar with the practical side.
• Functional software (version used by the end user).
• Essential collaboration for a functional project (e.g. cross-functional team, co-location with customer, animation workshop…).
• Responding to change : prioritize Welcoming and all changes required to adapt/respond in a highly innovative way.

…As well as nine fundamental principles , focused on business needs and distinguishing this model from others 👥 :

• User involvement : Permanent, ongoing and active contact with a small, selected group to reduce errors in user perception, cost of rework, etc.
• Empowered teams : Encourage empowered decision-making (⚠️ can potentially be a critical point).
• Frequent delivery : Guarantee that errors/bugs are identified, dealt with and resolved/reversed/corrected at an early stage.
• Ability : to meet a business need and accept modifications or improvements in a subsequent iteration. DSDM does not create ad hoc software. ❌ It keeps the process flow simple and efficient.
• Incremental development : Breaking down a major project into several sequences of functionalities delivered to customers with each delivery (up to the complete package or finished product).
• Reversible modifications: Iteration occurs in small increment and modifications are reversible (little risk of total loss of progress).
• Define requirements : Limit the degree of freedom needed to make changes.
• A/B testing integrated and carried out during development to ensure that the product(s) is (are) free from technical defects (solve problems early to reduce rework, costs and lead times).
• Stakeholder cooperation : Value creation, compliance with precise requirements and honest feedback on results can only take place if trust and honesty prevail.

We’ve now finished presenting the four main agile project management methods: Scrum, Kanban , SAFe and DSDM. 🎬 If you’d like to find out about other existing models, we’ll give you a few pointers in conclusion .

To make it easier to understand, we’d like to share with you some use cases of agile project management techniques in large companies. 👇🏼

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Agile Project Management Study Cases : Spotify And Twitter

Project tracking with twitter.

🐦 Twitter (new X) is an emblematic social media with thousands of employees and hundreds of different teams. The structure began to take an interest in agile project management methods in 2010.

In 2019, at Hack Week, a senior application engineer at Twitter, proposed modifying the Jira tool to help the experience development team better manage and track work . 🧠

So they developed a script that aligned a project model for all types of problems, flows and screens. 🤯 The project is called Experience Project Tracking and was an immediate success.

🎉 A second project was therefore immediately born and directly approved : Unified Project Tracking . This project is based on the same structure as Experience Project Tracking, but focuses on objectives, asynchronous mode and accessibility.

⚙️ New features have also been added to organize the work of each team:

• The hierarchy of new and existing projects.
• Follow-up and accountability.
• Problem type customization.
• Data-driven prioritization .
• Link and dependency mapping.

↔️ By creating an experience with standardized flows between groups, unified project tracking has enabled teams and managers to :

• Measure progress more easily and execute more efficiently.
• Easily establish the critical path of a business plan and explore different variants.
• Take the plunge, knowing where to focus your attention.
• Strategic planning and monitoring.

Twitter’s use of agile project management techniques has transformed teamwork throughout the organization. 🏆 Which has therefore earned it the Best in Class (technical) award in 2021.

🎶 Spotify is a leading digital music service and is known for its dynamism and technological know-how. The company began applying agile project management techniques in 2008.

After several test phases, Spotify’s choice quickly fell on the Scrum method . Unlike Google’s “basic” strategy, Spotify adopted this model with a systemic approach. 🔍

Their vision and key principle was to live and breathe Scrum as a development methodology . 😮‍💨 Spotify’s Scrum masters then became experienced agile coaches or leading agile trainers.

The digital music service has formed small, totally independent teams called “squads”, which are treated like individual startups . 🚀

They are allowed to be totally autonomous and work independently to focus on specific functions assigned within the product. 🖱️

🦾 The added advantage of the latter is that they can make changes and provide upgrades without interfering with other teams’ projects.

This approach seems to balance independence with knowledge sharing between specialized groups, who do not engage in day-to-day collaboration. ⚖️ At the same time, Spotify has avoided scaling problems by decoupling where possible.

What made this approach so successful was the rapid removal of obstacles and problems as soon as they arose. It has enabled and continues to enable Spotify to act, grow and deliver software updates quickly. 🔄

As you can imagine, deploying and integrating agile project management methods is no mean feat. Spotify and Twitter took years to find their model. ⌛️

👉🏼 If you’re looking for other use cases for agile project management models in companies, here are a few: eBay, Walmart, Verizon, Airbus, AXA, Orange Bank…

Conclusion : How To Choose The Right Method And Tools?

In conclusion, choosing to invest in agile project management can be highly beneficial for groups and organizations, as it helps them achieve better results more efficiently. 🎯

💡 Here’s a rough guide for choosing the right agile project management method for your marketing strategy :

1. Assess the situation and identify needs : type of project, time and budget constraints , SMART goals , level of customer or team involvement, appropriate methodology…

2. Research and analyze different agile models : In this article, we’ve talked about Scrum, SAFe, Kanban, Lean, RAD, DSDM… But there are plenty of others 👇🏼 :

• Agile Unified Process (Agile UP or AUP),
• eXtreme Programming (XP),
• Feature-Driven Development (FDD),
• Agile Data,
• Adaptive software development (ASD)
• Behavior-driven development (BDD)
• DDD domain-driven design
• Test-driven development (TDD)
• Rational Unified Process (RUP)
• Enterprise Unified Process (EUP)

3. Choose the right framework ✅ : factors to consider include team size, project complexity, culture, brand image … Finally, we recommend that you apply a single method, from the design stage through to project completion.

4. 📆 Plan and develop a plan for execution (definition of roles, training and resource requirements, communication plan …)

5. Pilot and test the methodology 🕹️ , for example on a small project or team, to assess its effectiveness and identify areas for improvement.

6. Monitor progress and evaluate feedbacks the effectiveness of the new methodology 🤔 (productivity and group dynamics, quality of results, customer satisfaction and overall success of the project…), then collect 🗣️ from all stakeholders in order to make adjustments if necessary.

7. 🪜 Scale up and extend : If you manage to apply the methodology successfully on your pilot project, then you can extend it to other projects and teams within the organization. At that point, you can choose your appropriate project management tools .

NB: The order and content of the above steps is indicative, and this roadmap may be modified according to project and organizational circumstances.

Have you noticed that we haven’t mentioned agile project management tools at all until now? ⚙️ In fact, there are dozens of marketing software packages specializing not only in agile project management, but also in certain agile project models.

We start from the most basic, i.e. agile project management on Excel (free) . 🤦🏻‍♀️ to the use of Enterprise Agile Planning (EAP) tools supporting agile frameworks .

Finally, as a reminder, integrating agile project managemen t methods requires training, constant effort, learn and continuous improvement to guarantee long-term success . 💪🏼 Despite its many benefits, this methodology is not for every company or every project.

Before taking the plunge, we therefore advise you to carefully analyze your needs, your capabilities and your chances of success by investing in this solution. 🍀

Frequently Asked Questions (FAQ)

🏁 To conclude, here are the answers to the most frequently asked questions on the subject. 👇🏼

What Is The Project Management Triangle ?

The project management triangle , also known as The Triple Constraint or Iron Triangle, is a fundamental concept which illustrates the interrelationship between three interconnected variables that determine the quality of the project :

• Scope : Goals, deliverables , features, and tasks that need to be accomplished within the project. It defines what needs to be done and what is excluded from the project.
• Time : Schedule or timeline for completing the project. It includes deadlines, milestones, and the overall duration of the project from start to finish.
• Cost : Budget allocated for the project, including resources, materials, labor, and other expenses necessary to complete the project successfully.

Any change in one factor will invariably impact the other two, your project must carefully balance these constraints to achieve project success … For example:

• Increasing the scope of a project without adjusting the time or cost will likely lead to delays and increased expenses.
• Trying to shorten the timeline of a project may require additional resources or increased costs to meet the deadline.
• Decreasing the budget of a project may necessitate reducing the scope or extending the timeline to accommodate the limited resources.

What Are The Main Stages In A Project’s Life Cycle?

🔄 The project life cycle refers to the process by which a project is imagined, executed and delivered.

As we briefly mentioned at the start of this article, there are 5 essential stages in a project’s lifecycle. ✅ Let’s break them down together:

• Design : Defining the project, identifying stakeholders and obtaining their approval. It includes activities such as feasibility studies and resource selection.
• Planning : Planning the project’s activities, defining the resources required, and drawing up a timetable or retro-planning. It includes activities such as breaking down the work, estimating the budget or costs, creating a communication plan…
• Execution : This is the most difficult stage, executing the plan and carrying out the planned activities and/or tasks. Operationally, this includes monitoring progress and resolving problems.
• Monitoring and control : Monitoring and ensuring that the project is progressing according to plan. It includes activities such as monitoring costs, measuring performance indicators and managing risks.
• Finalization : This stage takes place when the products or services are delivered, and includes project documentation and performance evaluation.

What is PMO methodology?

The Project Management Office (PMO), is a centralized entity within an organization that is responsible for defining and maintaining standards and practices related to project management.

PMO methodology serves as a framework to promote consistency, efficiency, and effectiveness in project management practices across the organization, ultimately contributing to successful project delivery and organizational success.

It also refers to the set of processes, procedures, tools, and best practices established and managed by the PMO to support and govern project management activities across the organization.

The PMO methodology typically includes the following components :

• Project Governance frameworks to ensure projects align with organizational goals and priorities.
• Standardized Methodologies and Processes such as waterfall, agile, or lean, and associated processes tailored to the organization’s needs.
• Standardized Templates, Tools and Guidelines to support project planning, execution, and reporting.
• Resource Management processes for allocation, capacity planning, and resource optimization across projects.
• Performance Measurement and Reporting of key performance indicators (KPIs) and metrics defined to measure project performance and progress.
• Risk Management processes to identify, assess, mitigate, and monitor project risks.
• Quality Management processes implemented to ensure project deliverables meet quality standards and customer requirements.
• Change Management processes established to effectively manage changes to project scope, schedule, and budget.

What Are The Different Methodologies of Project Management ?

➡️ In marketing , there are 5 ways to manage a project:

• Incremental : An approach that provides finished deliverables that the customer can use immediately.
• Iterative : This criterion allows feedback on unfinished work, so that improvements and modifications can be made during the project.
• Predictive : The more traditional approach (nicknamed V-cycle or waterfall ), with most of the planning upstream, then execution in a single pass; a sequential process.
• Agile (detailed in this article): simultaneously iterative, incremental and to refine elements and deliver frequently.
• Hybrid : A combination of predictive, iterative, incremental and/or agile approaches, allowing greater flexibility and delivering diverse results.

Now you know all about agile project management ! See you soon! 👽

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Program Management vs. Project Management: A Comprehensive Guide for 2024

• May 13, 2024
• by steven-austin

In today‘s fast-paced business environment, organizations rely on effective program management and project management to drive their strategic objectives and deliver value to stakeholders. While these two disciplines share some similarities, they have distinct roles and responsibilities that are crucial for organizational success. In this comprehensive guide, we will delve into the key differences between program management and project management, explore their importance in various sectors, and discuss best practices for excelling in these roles.

Understanding Program Management

Program management is a strategic approach to managing a group of related projects that collectively contribute to an organization‘s overarching goals and objectives. A program manager oversees the coordination and alignment of these projects, ensuring that they deliver the desired benefits and outcomes.

According to a study by the Project Management Institute (PMI), organizations with mature program management practices report a 71% success rate in achieving their business goals, compared to only 52% for those without (PMI, 2021).

The key responsibilities of a program manager include:

• Developing and maintaining a program strategy that aligns with the organization‘s vision and mission
• Coordinating and prioritizing projects within the program to optimize resource allocation and minimize conflicts
• Monitoring and reporting on the progress of the program, identifying risks and issues, and implementing corrective actions
• Engaging with stakeholders, including senior management, project managers, and external partners, to ensure effective communication and collaboration
• Managing program budgets, timelines, and resources to ensure the successful delivery of the program‘s objectives

Program managers need to possess strong leadership, communication, and strategic thinking skills to effectively navigate the complexities of managing multiple projects and stakeholders.

The Role of Project Management

Project management, on the other hand, focuses on the planning, execution, and delivery of a specific project within the constraints of time, budget, and scope. A project manager is responsible for leading a team to achieve the project‘s objectives and deliverables.

A recent survey by the Project Management Institute (PMI) found that organizations that invest in project management practices waste 28 times less money than those that do not (PMI, 2020).

The key responsibilities of a project manager include:

• Defining the project‘s scope, goals, and deliverables in collaboration with stakeholders
• Developing a project plan that outlines the tasks, timelines, resources, and budget required to complete the project successfully
• Assembling and leading a project team, assigning roles and responsibilities, and fostering a collaborative work environment
• Monitoring and controlling the project‘s progress, identifying and mitigating risks, and ensuring that the project stays on track
• Communicating with stakeholders, including clients, sponsors, and team members, to provide updates, address concerns, and manage expectations

Project managers need to be skilled in problem-solving, decision-making, and conflict resolution to effectively navigate the challenges that arise during the project lifecycle.

Program Management vs. Project Management: Key Differences

While program management and project management share some similarities, there are several key differences between the two disciplines:

A study by Gartner found that organizations with effective program management practices are 2.5 times more likely to achieve their strategic objectives than those without (Gartner, 2019).

The Importance of Program Management and Project Management in Various Sectors

Program management and project management play crucial roles in various sectors, including:

Public sector: Government agencies and non-profit organizations rely on program management to deliver social and economic benefits to communities, while project management ensures the efficient delivery of public services and infrastructure projects.

Private sector: Businesses across industries use program management to drive strategic initiatives, such as digital transformations or market expansions, while project management enables the development of new products, services, and processes.

Education: Educational institutions leverage program management to implement large-scale initiatives, such as curriculum redesigns or technology upgrades, while project management supports the delivery of specific educational projects and research activities.

Regardless of the sector, effective program management and project management are essential for driving innovation, improving operational efficiency, and achieving organizational success.

Best Practices and Methodologies

To excel in program management and project management roles, professionals should adopt best practices and methodologies that have proven effective in delivering successful outcomes. Some of these include:

Agile methodologies: Agile approaches, such as Scrum and Kanban, emphasize iterative development, collaboration, and adaptability, enabling teams to respond quickly to changing requirements and deliver value incrementally.

Lean principles: Lean thinking focuses on minimizing waste, optimizing processes, and continuously improving performance, helping organizations to maximize value and reduce costs.

Risk management: Proactive risk identification, assessment, and mitigation strategies are crucial for anticipating and addressing potential challenges that may impact program or project success.

Stakeholder engagement: Effective communication and collaboration with stakeholders, including regular updates, feedback sessions, and expectation management, are essential for building trust and ensuring alignment throughout the program or project lifecycle.

Continuous learning: Embracing a culture of continuous learning and improvement, through regular retrospectives, lessons learned sessions, and knowledge sharing, enables teams to adapt and innovate in response to changing conditions.

By adopting these best practices and methodologies, program managers and project managers can enhance their effectiveness and deliver greater value to their organizations.

The Evolution of Program Management and Project Management

As business landscapes continue to evolve and technological advancements reshape the way we work, program management and project management roles are also undergoing significant changes. Some of the key trends shaping the future of these disciplines include:

Digital transformation: The increasing adoption of digital technologies, such as artificial intelligence, machine learning, and automation, is transforming the way programs and projects are managed, enabling greater efficiency, insights, and innovation.

Remote and virtual teams: The rise of remote work and virtual collaboration tools is redefining the way program and project teams operate, requiring new approaches to communication, coordination, and team building.

Agile at scale: As organizations seek to become more responsive and adaptive, the principles of agile are being applied beyond individual projects to entire programs and portfolios, driving a shift towards more flexible and iterative approaches to program management.

Data-driven decision making: The availability of vast amounts of data and advanced analytics tools is enabling program and project managers to make more informed decisions, optimize resource allocation, and predict potential risks and opportunities.

Soft skills development: As the complexity and ambiguity of programs and projects increase, there is a growing emphasis on developing soft skills, such as emotional intelligence, adaptability, and resilience, to complement technical expertise.

By staying attuned to these trends and continually adapting their skills and approaches, program managers and project managers can position themselves for success in the evolving business landscape.

Career Paths and Growth Opportunities

Program management and project management offer rewarding career paths for professionals seeking to make a significant impact on organizational success. As individuals gain experience and demonstrate their ability to deliver results, they can progress to more senior roles, such as:

Senior Program Manager: Responsible for overseeing multiple programs and providing strategic guidance to program teams, while engaging with executive stakeholders to ensure alignment with organizational objectives.

Portfolio Manager: Responsible for managing a portfolio of programs and projects, prioritizing initiatives based on strategic importance, and optimizing resource allocation across the organization.

Director of Program Management: Responsible for leading the program management function within an organization, developing and implementing program management standards, and driving continuous improvement initiatives.

Chief Project Officer (CPO): A senior executive role responsible for overseeing the project management function across the organization, aligning project portfolios with business strategies, and driving organizational change and innovation.

To excel in these roles, professionals should focus on continuous learning and development, seeking opportunities to expand their technical skills, industry knowledge, and leadership capabilities. Pursuing relevant certifications, such as the Project Management Professional (PMP) or Program Management Professional (PgMP), can also enhance credibility and demonstrate a commitment to professional growth.

According to PMI‘s Project Management Job Growth and Talent Gap 2017–2027 report, the project management-oriented labor force is expected to grow by 33% globally, creating nearly 22 million new jobs by 2027 (PMI, 2017). This highlights the significant growth opportunities available for professionals in program management and project management roles.

Real-World Examples and Case Studies

To better understand the practical applications of program management and project management, let‘s explore some real-world examples and case studies:

Program Management: Digital Transformation at GE

General Electric (GE) embarked on a massive digital transformation program to drive innovation, improve operational efficiency, and create new revenue streams. The program, called "GE Digital," involved multiple projects across various business units, including the development of a cloud-based industrial internet platform, the implementation of advanced analytics and machine learning capabilities, and the creation of new digital products and services.

The program management team at GE Digital was responsible for ensuring the alignment of these projects with the overall strategic objectives, managing dependencies and risks, and delivering the expected benefits. By leveraging agile methodologies and fostering a culture of continuous learning and innovation, the program management team successfully delivered the digital transformation program, resulting in significant cost savings, improved customer experiences, and new revenue opportunities for GE (GE, 2019).

Project Management: Construction of the Sydney Opera House

The Sydney Opera House, an iconic architectural marvel, is an excellent example of successful project management in the face of significant challenges. The project, which began in 1957 and was completed in 1973, involved the construction of a complex, multi-venue performing arts center on a challenging site.

The project manager, John Utzon, faced numerous obstacles, including design changes, budget overruns, and political pressures. Despite these challenges, Utzon and his team employed innovative project management techniques, such as the use of prefabricated components and the development of custom-built cranes, to overcome the technical and logistical difficulties of the project.

The successful completion of the Sydney Opera House demonstrated the importance of effective project management in delivering a world-class facility that has become a symbol of Australia‘s cultural identity (Sydney Opera House, 2021).

Program management and project management are essential disciplines for driving organizational success in today‘s dynamic business environment. While project management focuses on delivering specific deliverables within defined constraints, program management takes a strategic approach to aligning multiple projects and delivering outcomes that contribute to an organization‘s overarching goals.

By understanding the key differences between these roles, adopting best practices and methodologies, and staying attuned to evolving trends, professionals can build rewarding careers and make a significant impact on their organizations. As the business landscape continues to change, the importance of effective program management and project management will only continue to grow, making these disciplines essential for driving innovation, efficiency, and success in the years to come.

• Gartner. (2019). Program and Portfolio Management Primer for 2019. Retrieved from https://www.gartner.com/en/documents/3904773/program-and-portfolio-management-primer-for-2019
• GE. (2019). GE Digital: Transforming Industry with Software-Defined Machines and Solutions. Retrieved from https://www.ge.com/digital/
• PMI. (2017). Project Management Job Growth and Talent Gap 2017–2027. Retrieved from https://www.pmi.org/learning/careers/job-growth
• PMI. (2020). Pulse of the Profession 2020. Retrieved from https://www.pmi.org/learning/library/pulse-of-the-profession-2020-11846
• PMI. (2021). The Value of Program Management. Retrieved from https://www.pmi.org/learning/library/value-of-program-management-11138
• Sydney Opera House. (2021). The Architect: Jorn Utzon. Retrieved from https://www.sydneyoperahouse.com/our-story/the-architect-jorn-utzon.html

Online MBA in Project Management Plan, Execute, Succeed

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Learn How to Oversee Critical Operations with Our MBA in Project Management Online

Our 100% online MBA in Project Management degree program can advance your understanding of project management and set you apart as a leader in your organization. Liberty’s project management courses focus on providing instruction on how to manage teams and develop a project plan, performance measurement, evaluation, quality control, effective outsourcing, and managing risk, all of which are pertinent to the field of business — both nationally and globally.

Our online MBA in Project Management program features foundational business courses as well as advanced and universal concepts that can help you jump-start your career as a business professional.

Whether you are seeking to advance in your current role or break into a new career, our program is designed to equip you with the knowledge and training needed to be successful as a project manager. Throughout our online MBA in Project Management degree program, you can participate in advanced studies of planning, scheduling, communication, negotiation, and leadership. We want to help you sharpen the skills and knowledge you already possess in advanced studies so that you can be prepared for a career in project management.

If you want to focus even more of your course content on project management, then Liberty’s Masters in Project Management could be a better fit for your goals.

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Why Choose Liberty’s Online MBA in Project Management Program?

Our online MBA in Project Management is accredited by the Accreditation Council for Business Schools and Programs ( ACBSP ) and is an industry leader among MBA in Project Management programs. Courses in this online degree can help prepare you with contact hours in project management required to sit for the certification examination offered through the Project Management Institute (PMI).

Liberty University is one of the largest private, nonprofit universities in the nation and the largest university in Virginia. We work hard every day to live up to those credentials by improving our curriculum and teaching methods continually as well as by building upon the strengths you possess when you enter your program. Our Master of Business Administration – Project Management degree program is offered 100% online, which allows you to continue your career while completing your MBA.

What Will You Study in Liberty’s MBA in Project Management Online Program?

Our online MBA in Project Management explores the integral aspects of business and leadership in project management. You can learn about the various components of project management in relation to project selection, aligning projects with organizational strategy, estimating project times and costs, and managing risk.

Training in leading project teams is provided as an in-depth study of high-performance teams, managing team conflict, motivation, and the empowerment of teams. As a project manager, you will not only need skills in organization and implementation but also in human relations. Additionally, you can learn how to efficiently plan, design, implement, assess, and report project performance.

We want to prepare you for any situation that may arise in your career as a project manager. For that reason, we have created a specialized course that focuses on risk management. This course covers the principles and concepts of risk management, process and planning, critical success factors for effectiveness, and how to perform qualitative and quantitative risk analysis. Our desire is that you can be better prepared in creating quality project management processes for successful outcomes.

Our courses are taught by business professionals with real-world, practical experience. Through our flexible online format, you can have the opportunity to learn from these industry leaders while remaining in your current position and improving your knowledge, experience, and résumé! Liberty University’s MBA in Project Management offers an unparalleled online community, emphasizing Christ-centered business practices, ethical decision-making, and faculty mentorship. By the end of your MBA, you will have completed a capstone project to demonstrate your expertise, which can boost your marketability as a practiced project manager.

Potential Career Opportunities

Graduates of our online MBA in Project Management can have the opportunity to pursue careers in a wide variety of industries and positions including:

• Assistant project manager
• Business marketing
• Project scheduler
• Senior project manager

If you are seeking PMI certification, please confirm with the Project Management Institute ( PMI ) that you are meeting all requirements for that certification.

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Frequently Asked Questions

What is a master of business administration in project management.

The MBA in Project Management is designed to give you essential business management and leadership training specialized to project management work. By learning the skills you need to manage teams in working toward specific business goals, you can help make projects move more smoothly. This program emphasizes the tools, processes, and techniques used by project managers to handle small to large teams with multi-stage projects, as well as managing key performance indicators for businesses in any industry.

How can I become qualified to pursue my CAPM certification?

Liberty’s MBA in Project Management online can help you prepare to sit for the CAPM examination, which is a credential conferred through the Project Management Institute (PMI). Our program provides you with courses that cover the basic skills included in the exam so you can pursue this certification.

The Certified Associate of Project Management (CAPM) is a valuable certification that can do the following:

• Demonstrate your ability to professionally navigate a variety of challenges in project management
• Give employers confidence in your ability to effectively manage projects and teams
• Help you advance in your current career
• Open opportunities for new careers within the field of project management

What can I do with an MBA in Project Management?

If you earn an MBA in Project Management, you can become better equipped with the essential business, management, and leadership skills needed for many industry roles. You can develop specialized skills in project management that every industry needs to achieve complex goals. Whether in sales departments or IT firms, companies and organizations need help managing the individual responsibilities of many employees.

With an MBA in Project Management, you can have a background in business management and the skill set of a project manager that can help you be a more successful executive or program director. If you want to have flexibility to handle projects and administrative tasks, then the MBA online project management program can help you get the training you need.

Do you need an MBA to be a project manager?

To become a project manager, you need specialized training in the tools, methods, and strategies project managers use to solve business problems. But if you already have a bachelor’s degree, then it can be difficult to get these special skills. Business management graduate programs can have some of these skill areas as part of their curriculum, but a project manager master’s degree will be especially focused on giving you the training you need.

A master’s in business management like Liberty’s MBA in Project Management can help provide advanced training in these areas. Through your project and business management courses, you can learn how to solve real-world business problems through project management techniques.

Is a PMP better than an MBA?

Project Management Professional certification (PMP) is a professional designation provided by the Project Management Institute. As with the CAPM, the PMP certification is not an academic degree and instead is intended to demonstrate your professional skills from the field. Since the PMP is an exam based on experience, you are expected to have work experience as a project manager before taking the exam.

Our recommended path for career project managers is to pursue the MBA in Project Management or the MS in Project Management , which can prepare you for the CAPM exam. Later, after gaining experience in the field, you can be better equipped to take the PMP exam to further demonstrate your expertise as a project manager. Our degree in project management can be an effective starting point for your career.

Does this program have any additional accreditation?

Our online MBA in Project Management program is accredited by the Accreditation Council for Business Schools and Programs ( ACBSP ). Our School of Business is among only 3% of business schools worldwide to earn ACBSP accreditation.

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RiseEngineer and the Foreign Corrupt Practices Act

Andrew Gordon Sutherland

Evan Mulbry

Apr 24, 2024

This case examines how Marsha Jackson, the Head of Internal Audit at RiseEngineer, deals with a whistleblower allegation of bribery in the company’s foreign subsidiary. Marsha’s compliance team conducts an investigation focused on the subsidiary’s bid on a major construction project. Students are asked to evaluate which events and transactions are potentially problematic, and consider the responsibilities and incentives of the board, auditors, and management in overseeing bidding on international projects.

Learning Objectives

• Provide an overview of the Foreign Corrupt Practices Act (FCPA).
• Discuss the legal and ethical issues than can arise when operating internationally.
• Help students identify internal control weaknesses in a firm and how these weaknesses can lead to misconduct, fraud, or illegal activity.

Appropriate for the Following Course(s)

financial accounting, international finance, global economics, securities law

THERE IS NO TEACHING NOTE FOR THIS CASE STUDY. 

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Experts share remarkable effects of removing restrictive dams from river: 'A case study in how we can improve habitat'

"We're watching fish every day try to jump over that dam."

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Photo Credit: iStock

A multimillion dam removal project in Colorado is already having a positive impact on a river, and experts believe further investigation will provide valuable insights into restoring ecosystems.

The Denver Gazette reported that rainbow trout and brown trout are now easily able to swim to their spawning grounds after crews finished breaking down the concrete Colorado Springs Utilities diversion dam in 2023. 

Around $4.8 million was invested in the project, which connected 45 miles of river and aimed to prevent the possibility of dam failure . Prior to the deconstruction of the dam, the trout were unable to get where they needed to go.

"We're watching fish every day try to jump over that dam and just bounce right off," FlyWater construction manager Nick Saylor told the Gazette in October 2023.

According to the World Wildlife Fund , dam removals can go a long way toward restoring the health of our rivers and aiding biodiversity. Since 1970, freshwater species populations have dropped by 83% on average. That, in turn, impacts humans who rely on those species for food, recreation, and income. 

River restoration also makes the surrounding areas more resilient amid the uptick in severe weather events supercharged by a changing climate . 

Watch now: Delta chief sustainability officer reveals how company plans to appeal to conscious consumers

Fortunately, nonprofit American Rivers reported that the United States deconstructed 80 dams in 2023. Projects in Maine , California , and Oregon are among the initiatives that have already resulted in remarkable ecosystem recoveries. 

Now, according to the Gazette , scientists are monitoring a streambed of Eleven Mile Canyon. Since dams don't typically get removed in steep mountain canyons, the data is unique. 

"The idea is that we can take what we gained from this study, to make it easier to predict how other places will respond if we remove dams like this in the future," Forest Service Rocky Mountain Research Station research geomorphologist Charlie Shobe told the news outlet.

Researchers are also investigating the impact of dams along the South Platte River, at Eleven Mile, and the Cheesman Reservoir, which are remaining to help the region meet its water demands.

"It's kind of a case study in how we can improve habitat over large reaches of a river and improve the functioning of the river channel while still meeting user water needs," Shobe added . 

Restoration efforts are ongoing, with crews revegetating the area with willows and grasses expected to support migratory birds . A new wheelchair-accessible trail is also being created so that more locals can get out and explore nature. The area is expected to reopen to the public in 2025.

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