Running head: TEAM PROJECT 0

Team Project
By
Dominica Anderson
Candice Brown
Sariah Robin 308004214

A Paper Presented in Partial Fulfillment of the Requirements of

EDID 6511 Facilitating and Managing Learning
Semester I, 2016/2017

Email: dominica.anderson@my.open.uwi.edu
candice.brown@my.open.uwi.edu
sariah.robin@my.open.uwi.edu

University: University of the West Indies Open Campus

eTutor: Dr. Camille Dickson-Deane
Course Coordinator: Dr. Camille Dickson-Deane
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Content to be considered

Project Management for Instructional Designers (PM4ID) is an online, collaboratively

revised and remixed textbook by faculty and students at Brigham Young University. The

students have replaced the examples with those appropriate to instructional design, added video

interviews, and created interactive, mastery-check assessments (Downes, 2011). This method of

distributed problem-solving and production process, coined crowdsourcing (Howe, 2006),

involves the act of outsourcing tasks to an undefined, large group of people or community i.e. the

crowd, through an open call (Li & Hongjuan, 2011). The Evolving Educators team have

identified key areas in Chapter 1 of the Project Management for Instructional Designers

(PM4ID) textbook to update or provide additional resources to add to this body of work. These

areas include an improved definition of project scope which includes key elements and factors

that influence project scope; project management skills for the 21st-century environment; and

recommended activities performed at project start-up, including the typical challenges at start-up

and the effects of performing these activities. The team also recommends a change to the

organization of the inclusion of pictures/charts and key facts.

1.1 PROJECT MANAGEMENT DEFINED

Submission to Replace/Be Added to the Existing Information

Learning objective: Identify the Project Management Institute’s definition of project

management.

What is Project Management?

Defining project management, and substantiating it as a profession, brought about the

question of its purpose. Intense discussions resulted in a compromise to define project

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management as “the application of knowledge, skills, tools, and techniques to project activities to

meet the project requirements.”

A project is usually deemed to be a success if it achieves the objectives according to their

acceptance criteria, within an agreed timescale and budget. A key factor that distinguishes

project management from just 'management' is that it has this final deliverable and a finite

timespan, unlike management which is an ongoing process. Because of this, a project

professional needs a wide range of skills including technical skills, people management skills,

and good business awareness. Find out why planning is the building blocks of every project in

this three-minute video

Figure 1: Snapshot of project management definition video

Core Components of Project Management
Managing a project involves multiple steps. Although the terminology for these steps

varies, they often include:

★ Defining project goals;

★ Outlining the steps needed to achieve those goals;
★ Identifying the resources required to accomplish those steps;
★ Determining the budget and time required for each of the steps, as well as the project as a
whole;
★ Overseeing the actual implementation and execution of the work; and
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★ Delivering the finished outcome.

Who uses Project Management?

Projects are used in a variety of industries and businesses. This include:

★ Transport and infrastructure

★ IT
★ Product manufacture
★ Building and construction
★ Regulatory changes in finance and law

Phases of Project Management

Figure 2: Phases of project management

The process of directing and controlling a project from start to finish may be further divided into

five (5) basic phases:

1. Project initiation
An idea for a project will be carefully examined to determine whether or not it benefits
the organization (identify if the project can realistically be completed).
2. Project planning and design
A project plan, project charter and project scope is put in writing, outlining the work to be
performed (prioritization of project, budget and schedule, and resources needed).
3. Project execution
Resources' tasks are distributed and teams are informed of responsibilities.
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4. Project performance and control

Project managers will compare project status and progress to the actual plan, as resources
perform the scheduled work so as to keep the project on track
5. Project close
After project tasks are completed and the client has approved the outcome, an evaluation
is necessary to highlight project success and/or learn from a project history.
The phases of project management are described in the following five-minute video:

Figure 3: Snapshot of a video introducing learners to project management

Proposal on why the information should be changed

Although the book gives an official definition of project management, it is imperative

that as an online book that other media be used in the project management definition. This

includes the use of videos to help visual and auditory learners in understanding the key concepts

of what is project management and the role of client expectations in a project. The following

videos can be included in the e-book to assist students in getting a clearer definition of project

management and the role of client expectations in a project.

In the first video, the narrator clearly defines project management whilst giving an

overview of the process. This will assist the learners in understanding the need for planning a
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project as well as understanding the underlying factors that lead to project planning. The second

video not only defines project management but uses examples and nonexamples of project

management. He also informs the learners of the statistics behind the need for project

management and why projects fail. He also touches on the need for scope management and also

the skills a project manager needs to make project management a success.

The core components of a project a listed so that the learners have a clear understanding

of what activities will take place in project management. The learners are also given a list of

industries/businesses that utilize project management so that they can get a picture of the wide

range of industries/businesses they can provide with this service. The phases of project

management were also included so that the learners could identify where project scope falls in

the larger scheme of project management.

Submission to Replace/Be Added to the Existing Information

Learning objective: Analyze and evaluate the role of client expectations in a project.

Role of Client Expectations in a Project

One of the definitions of project success focuses on achieving client satisfaction. This

definition highlights the importance of the client as critical for both defining and achieving

project success. The client is an important project constituent and in most cases the most

important constituent. Darnall (1996) described actions for the project manager focused on

defining and meeting client expectations. Project success often includes meeting project goals

and specifications, and it also includes understanding and meeting the expectations of the client.

Client expect the following from the project management team:

★ Respect
★ Communication
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★ Feedback
★ Honesty
★ Professionalism
★ Empathy

Project managers must take the role of client expectations thoughtfully by:

1. Educating the client from the beginning- the client needs to know more about what the

team does

2. Including the client on the project team to help create the charter, list of project

deliverables and defining the project scope. The client has an oversight role by getting

regular project reviews and reports from the project team. This is to allow buy-in of the

client and the client will give the project team insights that the client can offer about their

business.

Figure 4: Key takeaways to be included in the chapter

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Exercise

Look at the illustration in the figure below. Do you believe that the client’s expectations will
be met? Why or why not?

Figure 5: Expectations of a project (Illustration: Rachèl Harmsen)

Proposal on why the information should be changed

This learning objective was not adequately expounded upon. Some more information was

added to the role of client expectations and how the project team can accommodate the client

during the planning process of the project. The expectations of the client are also included as

project managers must be aware of so as to prevent client dissatisfaction or derailment of the

project during one of its phases. The key takeaways were also amended to include information

about client expectations so as to improve the summary section of the chapter. An exercise was

also included so that the learner can use the new knowledge acquired to solve a simple problem

as depicted by the illustration.

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Submission to Replace/Be Added to the Existing Information

Learning Objective: Define project scope.

Figure 4: Project scope

As part of a strong project management plan, project managers implement controls to

assess performance and progress against the established schedule, budget and objectives laid out

in the project management plan. This is often referred to as the project scope. Project scope is

typically defined by stakeholder and scope inputs including the project charter, scope of work,

scope statement and requirements documentation.

The project scope includes requirements and deliverables which are defined by the work

breakdown structure and WBS Dictionary. Deliverables are outputs of the work performed to

achieve the product, service, or result. Requirements are the features and characteristic of the

project scope and may address

★ project objectives,
★ deliverables,
★ product design and testing.
★ Goals
★ Tasks
★ Resources
★ Budget
★ Schedule
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Once these are included the project team then clarifies the limitations or parameters of the

project and clearly identifies any aspects that are not to be included. The project scope must

make clear to the stakeholders, senior management and team members involved, what product or

service will be delivered. Alongside this, the project scope should have a tangible objective for

the team that is undertaking the project. The purpose may be to create a better product, an

upgrade so that they can deliver a better product to their customers or create a new product.

Infographic on Project Definition and Scope

In order to have a successful project, (delivered on time and on a budget) the overall

vision and work effort must first be fully defined i.e. broken down into small, manageable and

actionable parts. This infographic provides a practical overview of the definition process,

putting "project definition" into context and perspective:

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Adapted from https://www.ittoolkit.com/how-to-it/projects/project-definition-

infographic.html
Proposal on why the information should be changed

For this section of the e-book, two pieces of information could be included to assist

learners in their understanding of project scope. More information was added to the definition of

project scope to give the learners a better understanding of what project scope entails. An

infographic is also used to further define project scope and tie it in with the overarching

definition of project management. This infographic ties in with the previous learning objectives,

as well as touches base on what is project scope. The infographic can be used as a summary tool

so that students can visualize all that they have learned from the chapter.

1.3 KEY SKILLS OF AN EFFECTIVE PROJECT MANAGER

Submission to Replace/Be Added to the Existing Information

Learning objectives

- Define the role of a project manager

- Distinguish between a project manager and a project sponsor

- Outline the key skills of a project manager

Project management has become a more relevant profession due to an improved

understanding of its advantages in various sectors. According to Dey (2016) in the next 15 years,

there will be a demand for more than 40 million project managers (Dey,2016). Project

management is regarded as a best practice and should be employed in all industries in order to

facilitate development. However, among the challenges with this profession is a tendency for

unqualified persons to adopt the role. (Ilmete, Pulmanis, Bruna 2011) As a result, there is need to

establish the role of the project manager and key competencies or skills.
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According to the Project Management Institute, the project manager is the individual

assigned by the institution or group which is conducting the project. (PMI, 2008) This

individual’s role is to manage all activities associated with a project. The project manager works

with the project sponsor to effectively manage the execution of a task. An example of a project is

presented below.

The correct answer would be the owner of the property. As outlined in the scenario the

owner of the property intends to pursue all of the project goals and in the process, he must;

procure all materials for construction and installation of fencing and lighting fixtures, identify

suitable security services and employ the services of an electrician and all additional labour

needed to have these tasks completed.

The project described above may appear to be a simple task to the layman, however

further analysis would demonstrate that the project manager will be accomplishing the following

additional tasks; leading a team, controlling a project, managing the costs of the human resources

involved, ensuring the quality of the services, identifying risks and managing risks as well as

responding to changing conditions and all unforeseen problems. (Arnott 2016)

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In some cases, individuals forgo this challenge and instead adopt the services of a

contractor who would be responsible for carrying out all tasks. In such as case the owner being

the chief financier would become the project sponsor and the contractor employed to ensure all

tasks are completed would become the project manager. (McConnell, 2010). The table below

demonstrates the role of the project sponsor and the project manager.

Summary of the main responsibilities of the project sponsor and the project manager

The Project Sponsor The Project Manager

Provides the money to pay for the project Creates the budget

Identifies he and defines the project Produces the project charter

Produces the business case Manages the implementation process

May cancel the project if it is not achieving Is required to manage potential threats

its goal which may impact the project goal

Appoints the Project manager Is accountable to the project sponsor

Moreover, both roles are not limited to the responsibilities and roles listed above. In the

21st century, the project manager’s role is undisputed and various universities now offer courses

in this area. There are also organizations devoted to the profession. National Project manager

certification can be achieved by means of any of the following certification systems;

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Source: (Ilmete, Pulmanis, Bruna 2011)

Today practitioners of project management are not limited to business, education or

social sciences but rather this profession is pursued by individuals of various backgrounds who

maintain the following key skills;

1. Time Management

- Among the most important tasks of a project manager is scheduling. The manager must

be able to effectively arrange the execution of tasks in order to achieve the necessary

outcome. This can be accomplished by developing accurate project schedules which

outline how tasks have been organized and the anticipated deliverables. (Westland 2013)

2. Resource Planning

- In order to effectively manage time schedules resources must be accurately allocated.

This not only includes material resources but human resources. The project manager must

provide a guide related to how each task will be achieved and the resources necessary.
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This requires that the project manager becomes cognizant of the various skills of each

worker and best method of completing the assigned task. (Westland 2013)

- Additionally, the project manager must delegate responsible and equip each team

member with the competency to provide support if there is change or problems which

may or may not have been anticipated during the charter development. (Abeid 2015)

3. Risk Management

- Risks can be identified at the onset and a good project manager takes the necessary time

to evaluate each possibility and provide solutions. Moreover, when new problems emerge

the project manager should exhibit appropriate stress management and be equipped to

address the problem without delay. (Abeid 2015)

- In some cases, risks become opportunities, the project manager must be an optimist and

seek to transform all risks into strengths while maintaining the project goals outlined

within the project scope. (Project Management 2015)

4. Budgeting

- Among the risks noted in all projects is the possibility of changing costs. As noted early

among the responsibilities of the project manager is to establish the budget which may or

may not be approved by the sponsor depending on the soundness and the availability of

money to cover the project. In some cases, the project may exceed the budget and the

extent to which the project continues depends on the project manager. (Westland 2013)

- The project sponsor develops trust in the project manager when there is evidence of

effective management of money, sound procurement principles, use of accounting

software to make forecasts, collate and produce relevant accounting records. (Westland

2013)
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5. Team player

- In some cases, there is a need for multiple members of staff a good project manager

should be able to manage a team of persons. This requires team building skills, training

skills as all members of the team will be seeking to learn from the interaction.

Consequently, the project manager should be able to motivate and inspire staff to

complete all tasks as required by the project. This requires that the project manager

comes to know each member of the team. (Westland 2013)

6. Flexible

- Problems emerge constantly during projects and this is not necessarily as a result of poor

planning but in some cases due to changing goals of the sponsor or a misunderstanding of

the business case. Project managers should be able to respond to changing needs of the

clients and adopt initiatives to address this changes. (Cooper, 2016)

- Flexibility also requires good stress management as the project manager must be able to

respond to changing processes while maintain the goals and client/sponsor satisfaction.

7. Leadership

- This skill encompasses a variety of competencies outlined above. But it also refers to the

ability to motivate persons in pursuit of a specific task. (Cooper, 2016) This is critical in

project management because it involves completion of a variety of critical tasks which

may not be within the skill set of the project manager. (Abeid 2015)

- Leadership also requires empathy, enthusiasm and the ability to cope under pressure

regardless of the circumstances as all team members will be looking to the leader for

comfort and support throughout the project. (Abeid 2015)

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8. Negotiation

- This is a critical skill because it facilities solutions in difficult circumstances. This may

include compromise for all parties involved as a result it requires skill as participants may

become uneasy, or even volatile. The project manager, therefore, must be a problem

solver and again must demonstrate empathy and objectivity to ensure all parties welfare

is maintained. (Abeid 2015)

9. Communication

- Among the most import skills because it can be misinterpreted and lost if not effectively

practiced. The project manager will be required to interact with various individuals

depending on the scope of the project. In some cases, stakeholders, will not be willing to

conform are support the project and so the project manager must effectively extend

information with the goal of securing the product. (Abeid 2015)

- Moreover, the project manager is accountable for all task and so they are required to

document and file information on all process the throughout the duration of the project.

Project manager spends most of their time communicating. (Abeid 2015)

Key Skills of a Project Manager

The following video summarizes the critical skills of a project manager in the 21st Century.

Watch the video and answer the questions below;

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(Source: PMIS Consulting Limited 2015)

1. Describe the role of the project manager.

2. Identify characteristics of a great project manager?

Proposal on why the information should be changed

Key Skills of the Project Manager.

The writers of the book should be applauded for their ability to provide content in this

area. The information presented was accurate and provided valuable background on the

profession and practice of the discipline. However, there was a need for greater application of

concepts. With regard to the section - Key Skills of the Project Manager, the authors presented

clear and extensive definitions of the role of the project manager but failed to apply content to an

appropriate scenario. Therefore, in addition to a more succinct definition of the project manager
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a scenario was presented which provided the reader with the opportunity to practice critical

thinking.

Moreover, the concept of project manager was unnecessarily associated with an operation

manager. Although roles can be misconstrued an understanding of the operations managers’ role

is not relevant to a discussion in project management. A more vital stakeholder was presented

and contrasted with the project manager in the amended section. That is the project sponsor who

is senior to the project manager and has greater control of the operation of the project and in

some cases, could be an operation manager depending on the project.

The section related skills of the project manager were also expanded. In addition to the

discussion of key skills of the project manager PMP certification institutions were also listed in a

text box, although some were already presented in the first section, this was included for

reinforcement. A video summarizing the definition and skills of a project manager was

presented. This video was produced by the Project Management Institute and provides a clear

and appropriate summary of major concepts discussed in this section. The video activity includes

brief summary questions to test learning. Furthermore, this activity is in line with the apparent

effort to produce a ‘smart text’ as videos are presented throughout the book.

Conclusively the changes suggested were designed to foster an improved understanding

of the project management process. The strategies used included use of the thinking activities –

question and answer, application – use of examples, tables for improved understanding, and

videos to appeal to the visual learner.

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1.4 INTRODUCTION TO THE PROJECT MANAGEMENT KNOWLEDGE AREAS

Submission to Be Added to the Existing Information

Learning objectives:

Identify the activities performed in a project start-up;

Typical challenges at start-up; and

The effect of start-up activities on the entire project.

Project Startup Activities

A good project start-up is a critical factor in ensuring the success of a project and gives

the project manager a solid head start in achieving the project objectives. Failure to perform the

critical project start-up steps virtually assures project failure whether the project manager

chooses an informal or formal method to initiate the project. There are two formal methods for

initiating projects; The Project Charter (PMI’s PMBOK) and The Project Mandate (The

PRINCE2 Manual).

The Project Charter is “a document issued by the project initiator or sponsor that formally

authorizes the existence of a project, and provides the project manager with the authority to

apply organizational resources to project activities.” PMBOK® Guide (Third Edition)

Overall, there are six key activities that need to be taken to properly start a new project.
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Project Start-
up

Undertake a
Develop a Appoint the Set up project Perform a
feasibility
business case project team office phase review
study

Figure 1: Project startup activities

Start-up Activity Questions to be answered in the start-up

phase
Develop a business case Why this project?
Undertake a feasibility study Is it feasible?
Establish project charter Who are possible partners in this project?

What should the results be?

What are the boundaries of this project (what

is outside the scope of the project)?

Appoint the project team What human resources are needed for the

project?
Set up project office What are the standards for governance and

accountability for the project?

Perform a phase review What is the project’s progress to date?
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4 Essential Steps On How to Kick Off A Project are described in the following five-minute video

where Devon Deane shares his experience as content Director at Projectmanager.com:

Figure 2: Snapshot of video on 4 Essential Steps On How to Kick Off A Project

https://www.youtube.com/watch?v=qxjuo4Vnp6U

Alternatively, The Project Mandate (PRINCE2) provides for more flexible content and

allows the startup process to focus on the initial information necessary and the minimum level of

organization and understandings required at the start of the project. The content and complexity

of the Project mandate is usually driven by the needs of the project and activities may include:

 Identifying the authority responsible

 Determining the purpose of the project

 Defining the scope of the project

 Identifying the constraints

 Determining the quality expectations

 Developing a business case

 Documenting references or information sources

 Identifying the project executive, project sponsor and project manager.

 Identifying the customer/client and other stakeholders

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The activities of the PRINCE2 project startup process is described in the ten-minute video

below:

Figure 3: Snapshot of video on PRINCE2 project startup process

https://www.youtube.com/watch?v=DMKKTOIfRzw

A notable strength of The Project Mandate approach to project initiation is that a Project Board is

established which provides oversight and support to ensure that the project is successfully

completed.

Project Startup Challenges

Critical challenges project managers face during project start-up include stakeholders not

being fully committed to the project; roles and responsibilities for the project activities are

ambiguous; implementing groups have weak management abilities and lack means for

coordination (Svendsen, 2016).

McConnell (2010) suggest that in cases where project managers face the challenge of no

stakeholder support in the startup phase one method to persuade top management is to first

ensure that project offers an effective, feasible and cost-effective solution. Incorporate this data

in a proposal document that explains the reason, benefit, and concept of the project. If this is

done well, it is likely to gain the approval of the stakeholders.

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During the activity of appointing the project team is critical to clearly define descriptions

of all jobs in the project; design a list of skills and knowledge required to match with the best

candidate on the team and include persons with leadership skills on the project team. McConnell

(2010) notes that this strategy will mitigate the challenges associated with human resources in

the startup phase.

To increase management capabilities and project coordination the project, McConnell

(2010), suggests developing a document (Project charter, Project Brief, or Project Definition)

that describes the project objectives, deliverables, authorizations and any other information that

explains what is to be done and by whom. It is important to meet with the customer in the initial

phase and agree on the deliverables, timelines and authorization.

The effect of a good project startup

Regardless of whether a project manager chooses a formal or informal method of

initiating the project, at minimum, the Project Executive or Sponsor and the scope must be

identified during project startup. The benefits of project startup process include:

 It authorizes (formally) a project to begin

 It links a project to the work and to the strategic objectives of the organization.

 It sets the target for the project

In this short video the benefits project ignition has on the overall project is discussed and key

steps are shared:

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Figure 4: Snapshot of video on Project Initiation - Start Out Strong!

https://www.youtube.com/watch?v=X8qFjWCvZKY

Key Takeaways

 At minimum the Project executive or Sponsor and the scope must be identified during

project startup.

 Only with a clearly defined scope and a suitably skilled team, can you ensure

success. 

Proposal on why the information should be changed

In the book, this area identifies the tasks performed in a project start-up and describe the

areas of project management knowledge as defined by the Project Management Institute. This

area is underdeveloped in the book, resulting in suggestions for content to be added. The

suggested information to be added will expose readers to other methods of project management

(PRINCE2), informal and formal start-up methods, as well as clarify the typical activities of the

project startup process. This information further supports readers in preparing for Project

Management Professional Certification and for practicing in the field. Information on the key
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challenges faced by project managers in this phase was missing. The suggestion to include this

information preparing the reader for difficulties they may encounter in the startup process and

equips them with suggestions to tackle real world problems in the project management field. The

benefits of including this phase in project management are emphasized in the third suggestion,

where key advantages are examined. A series of multimedia videos are incorporated into the area

to aid in knowledge acquisition of content and provide further elaboration.

References

Abeid, C. (2015) Six Essential Skills for Project Managers. Retrieved from

https://www.liquidplanner.com/blog/6-essential-skills-for-project-managers/ (Source:

PMIS Consulting Limited 2015)

Amado, M., Ashton, K., Ashton, S., Bostwick, J., Clements, G., Darnall, R., & Nisse, A. (2011).

Project management for instructional designers. Retreived from http://pm4id. Org

Arnott, D. (2016) What is the Role of the Project Manager on an Agile Project? Retrieved from

https://www.frontrowagile.com/blog/posts/33-what-is-the-role-of-the-project-manager-

on-an-agile-project

Cooper, B. (2016) Leadership Techniques for Project Managers. Retrieved from

http://www.corpedgroup.com/resources/pm/EffLeadTechniques.asp
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Darnall, R. W. (1996). The World's Greatest Project: One Project Team on the Path to Quality.

Project Management Institute.

Dey, P. C. (2016) Increasing Demand for Project Managers Globally and its Impacts. Retrieved

from https://www.planningproapp.com/blog/increasing-demand-project-managers-

globally/

Five Basic Phases of Project Management. (2016). Projectinsight.net. Retrieved from

http://www.projectinsight.net/project-management-basics/basic-project-management-

phases

Howe, J. (2006). The rise of crowdsourcing. Wired magazine, 14(6): 1-4.

Ilmete, Z., Pulmanis, E., Bruna, S. (2011). The profession of project manager and its

development prospects, in: management horizons in changing economic environment

visions and challenges, Proceedings of the 11th International Scientific Conference,

Kaunas, Lithuania, (pp. 145-152).

Li, Z., & Hongjuan, Z. (2011, June). Research of crowdsourcing model based on case study. In

ICSSSM11 (pp. 1-5). IEEE.

McConnell, E. (2010) Project Sponsor – The Role and Responsibilities. Retrieved from

http://www.mymanagementguide.com/project-sponsor-indentifying-project-sponsor-role-

and-responsibilities/
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McConnell, E. (2010). Managing Project Initiation Phase – A List of Critical Problems &

Suggestions. Retrieved from http://www.mymanagementguide.com/managing-project-

initiation-phase-a-list-of-the-most-frequent-project-initiation-problems/

Modi, R. (2016). How to Effectively Manage Client Expectations - Strategic Support for

Investors, Businesses and Entrepreneurs. Strategyexpert.com. Retrieved from

http://www.strategyexpert.com/articles/managingclientexpectations

Project Management Institute (2008) A Guide to the Project Management Body of Knowledge

(PMBOK GUIDE) Fourth Edition. PMI Global Standard

Project Management Institute (2004) A Guide to the Project Management Body of Knowledge

(PMBOK GUIDE) Third Edition. PMI Global Standard

Project management Institute (2016). Who are Project Managers? Retrieved from

https://www.pmi.org/about/learn-about-pmi/who-are-project-managers

Svendsen, D. S. (2016). Participatory Project Start-up. ImpactNotes. Retrieved from

http://www.socialimpact.com/resource-center/downloads/IN6.pdf

Turley, F. (2010). The PRINCE2 Training Manual. MgmntPLaza, Retrieved from

http://pmstudent.com/wp-content/uploads/The-PRINCE2-Training-Manual.pdf
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Westland, J. (2013) Seven Critical skills for Project Managers. Retrieved from

http://projectmanager.com.au/7-critical-skills-for-project-managers/

When to use project management | APM. (2016). Apm.org.uk. Retrieved from

https://www.apm.org.uk/resources/what-is-project-management/why-use-project-

management/

Wiley, D. (2006). Open source, openness, and higher education. Innovate: Journal of Online

Education, 3(1), 1.

Appendix: Each Team Member's Contribution

Dominica Anderson
 Suggestions for three areas for update/development; improving definition of project

scope which include key elements and factors that influence project scope; project

management skills for the 21st century environment; and recommended activities

performed at project start-up, including the typical challenges at start-up and the effects

of performing these activities.

 Developed the submission to update one key area, the “Introduction to the Project

Management Knowledge Areas,” and justified the proposed change to the Project

Management for Instructional Designers (PM4ID) textbook.

Sariah Robin

Ideas to the final contribution

➔ Letting each member focus on one subtopic from the chapter to work on
TEAM PROJECT 30

➔ Updating the area 1.1 Project Management Defined and writing a proposal for why each

area under the updated subtopic should be changed.

Candice Brown

● Provided suggestions for updates to the text. These ideas overlapped with others and thus

reaffirmed group goals.

● Completed one subtopic of the amendments that is key skills of an effective project

manager.

● Completed justification for sections provided