PMI outcomes are standard plans, measurements, tracking processes and status reports that are
used for project development. The outcomes are divided in 5 sections, initiation, project
planning, project execution and control, project close, and ethics and professional responsibility.
Along with measuring whether projects meet schedule and budget goals, companies are able to
track whether they’ve met the business objectives outlined in the project plan.
The PMI outcomes were addressed in this class with two assignments, a case review and a term
project. The case review was related to initiation, project execution and control, and project
close. For the initiation outcomes, we did an assessment in terms of business strategy, selected
appropriate business practices, and analyzed all the alternatives. For project execution and
control, we addressed corrections to the current problems and to the evaluate the results. Last,
for project close we identified the lessons learned from the case.
The term project was related to the initiation, project planning, project close, and ethics and
professional responsibility outcomes. For the initiation outcomes, we developed a project
schedule, budget, resources, and quality. For the project planning outcomes, we addressed the
outcomes by developing a communications plan, change management plan, quality plan, risk
management, and a resource management plan.
For the project close outcomes, we described how to obtain the final acceptance of the
deliverables from the stakeholders, and how to ensure the project has been transitioned to
operation. For the ethics and professional responsibility outcomes, we described that the
personal, ethnic, and cultural differences should be respected.
The PMI outcomes can be used to develop strategies for each stage of the project life cycle.
They work as guidelines for project execution. The way the outcomes are organized and
distributed, allows to create a detailed action plan for the project. This helps reducing the risk of
delays in the project and improving the project quality. The PMI outcomes should be used for
2. Discuss an end-of chapter question you addressed in the discussion board that impacted you
most and explain why.
The end of the chapter question that impacted me the most was the one I did for the chapter 3
discussion. The question was about the driving forces and if they can be defined according to
the type of industry. According to Kerzner, the driving forces are normally based upon some
business need where solid project management practices must be used.
Thus, the driving forces are based on the business, which is related to the industry. However, it
can be inferred that the driving forces are not completely defined by the type of industry.
The most common driving forces are capital projects, customer expectations, competitiveness,
executive understanding and buy-in, new product development, efficiency and effectiveness,
and survival. They are applicable for some industries and not applicable to other industries.
Based on the classes I have taken, and the articles I have read, I would say driving forces are
influenced by the type of industry, but not defined them. I think is likely that companies in the
same industry are influenced by the same driving forces, but this can also change from one
company to another. The objectives of a given organization, and the way they implement
processes, are the factors that define the how the driving forces affect project maturity.
This discussion questions impacted me the most because I was not aware of the driving forces
influencing in project management. Especially because it is hard to have control over them. This
also helped me realize that even if the two companies are in the same industry and have similar
processes, that does not mean they are going to be affected by the same driving forces.
The driving forces should be identified by every company. Based on that, companies should
develop strategies to manage them. Sometimes companies fail in identifying the driving forces
and this has a negative effect in project development.
3. What were the problems you addressed in the chosen term project? What alternatives were
discussed? What detailed recommendations did you provide in your action plan?
For the term project, I addressed a few problems. The company I worked with, which was the
Gillioz Theater, implemented a lot of project management strategies. Thus, they only needed a
few changes to achieve the maturity level of the project life cycle. What they needed to do was
create a cross-trained program and implemented project control strategies.
I proposed two projects in the action plan, creating a cross-trained program and use it for the
current and future employees, and developing a controlled evaluation of the project system. I
developed a detailed action plan for each project. I addressed the resources needed, budget,
and schedule. I also identified the constraints, assumptions, and requirements of the project.
I also developed a communications plan, change of the management plan, quality control plan,
risk management plan, organizational plan, and a resource management plan. Last, I stated how
to obtain the final acceptance of the deliverables from the appropriate stakeholders, how to
ensure the project has been transited to operation, and stated why cultural, personal, and
ethnic differences should be respected.
I recommended that the cross-trained program should be developed by the current employees,
where they should prepare a training for their current position. I proposed to have a project
team leader that would be in charge to receive the feedback from each training, make the
proper adjustments, and create and final document with all the trainings.
For the control evaluation project, I proposed that all the employees will be part of the project
team, since the staff is small. The project team should develop a control plan for each phase of
the project. They should identify at what time of each phase should be appropriate to control,
and who will be in charge of that. Moreover, I mentioned a project control software that is
helpful for implementing control in a project. The software can be used for communication
between the senior management and the employees in charge of control. One of the most
important recommendations was having an open communication among all the employees and
a work environment based on trust and respect.
4. Explain the relationship between the maturity process and project management excellence.
The maturity process is a development of systems and processes that are repetitive in nature
and provide a high probability that each project will be a success. The main benefits from the
maturity process are first, the work is accomplished with the minimum scope changes and
second, processes designed such that there will be minimal disturbance to the ongoing business.
The maturity phase mandates that the company understand the importance of integrating time
and cost. All this requires an accurate determination of how much money is being spent on each
activity. Moreover, this phase must develop a long-term educational system so that the
organization can maintain its organizational system. The best system is that based upon
documented “lesson learned” files, that can prevent a company to pass from maturity to
immaturity in project management.
To define excellence in project management, there should be a process of successfully managed
projects. This does not imply that the projects are going to be successful, just that the projects
were successfully managed. It is the case of excellent companies taking risks, because they know
which risks are worth taking and which are not. Even early termination of a project, under the
right circumstances, can be viewed as successful when the resources are reassigned to more
Another point to consider for the explanation of project management excellence, is that
decisions made on individual projects, most take into account the best interest of both the
project and the company as a whole. Companies excellent in project management develop
cultures in which project managers are taught and encouraged to make decisions based on
sound business judgment and not internal parochialism.
In short, to define the relationship between both maturity phase and excellence in project
management, there should be a consideration of repetitive and successful development of
systems, with strategically managed processes that are documented for future strategies. Thus,
it is important to keep the maturity phase in a constant remain of successfully managed
projects, under the right decisions and effectively managing the resources.
5. Explain the case review process you completed this semester.
In the case review process I chose the First National Bank case. The case was divided into six
sections, a summary of findings, background information, problem statement, analysis of
alternatives, detailed recommendations, and implementation and evaluation.
After reviewing the case, I found that even though the First National Bank (FNB) has an excellent
project selection process, a database project failed during its implementation. After reviewing
the case, it can be inferred that the database project did not have a good project manager.
Moreover, there was no communication among the stakeholders.
For the background information section, I did a company overview, a timeline addressing how
the company has changed through time, and graphic that explained how was the project
selection process at the FNB. After that, I stated that the problem FNB was having with a
database project was an implementation problem. They a good project selection process, but
they did not pay attention to the implementation of the problem nor how to control the project
during the project life cycle.
For the analysis of alternatives section, I considered important variables, organizational
objectives, organizational restrictions, and assumptions, before addressing the alternatives. I
recommended that FNB should improve the project manager selection process, being involved
in the selection of project team members, and create a supportive organizational environment
through adequate communication. These three strategies should be related to the
For the implementation section, I recommended to use PERT analysis. This analysis consists in
developing the critical path for the project and evaluate each task. After that, each task will be
assigned with an optimistic, most likely, and pessimistic estimate in terms of time. PERT analysis
can also be used for evaluation. After project completion, FNB can compare the estimates for
each task with the actual time each task needed to be complete. This can be used as a method
for improvement. PERT analysis focuses on time, but the results can be applied to other aspects
of the project.