Preface

Death Star II

Darth Vader walks down the ramp in the main docking bay of the new Death Star to greet its project manager, err, commander, Moff JerJerrod.

JERJERROD: Lord Vader, this is an unexpected pleasure. We’re honored by your presence.

VADER: You may dispense with the pleasantries, Commander. I’m here to put you back on schedule.

(The commander turns ashen and begins to shake.)

JERJERROD: I assure you, Lord Vader, my men are working as fast as they can.

VADER: Perhaps I can find new ways to motivate them.

JERJERROD: I tell you, this station will be operational as planned.

VADER: The Emperor does not share your optimistic appraisal of the situation.

JERJERROD: But he asks the impossible. I need more men.

VADER: Then perhaps you can tell him when he arrives.

JERJERROD: (aghast) The Emperor’s coming here?

VADER: That is correct, Commander. And he is most displeased with your apparent lack of progress.

JERJERROD: We shall double our efforts.

VADER: I hope so, Commander, for your sake. The Emperor is not as forgiving as I am.

What’s wrong with this scene from George Lucas’s Star Wars, Episode VI, Return of the Jedi? Schedule is discussed without regard to scope or cost: there’s no integration!

This book, part of the Project Management Essential Library series, takes a broad, mostly high-level perspective in examining integration in project management. As part of the series, it touches briefly on important and sometimes closely related subjects such as scope management, change control, budgeting, and estimating. A couple of particular topics within these related subjects are, however, treated in detail.

The level of the book assumes prior knowledge of project management. (Two recommended basic project management books are Project Management: A Managerial Approach, by Meredith and Mantel, and The Fast Forward MBA in Project Management, by Verzuh; see the Bibliography for details.) For example, the reader should be familiar with the usual project management terminology, which often serves as a start to a more complete understanding of fundamental integration concepts.

Because project managers must exercise judgment both in using tools and in working with people, this book deals with management spirit (e.g., sharing information, integrity) as well as mechanics (e.g., work breakdown structure, earned-value analysis). The reader’s acquaintance with some basic project management calculations and tools helps in advancing to a more integrated use of these tools in an expanded, inclusive approach.

That said, none of the topics demands such rigor that a beginner could not come away with a good appreciation of the important issues in managing projects. By supplementing the text with a basic introduction to project management, even a neophyte can understand integration concepts, at least on an intellectual level.

For any project manager, more difficult than the intellectual understanding may be coming to terms personally with the comprehensive management approach that true integration calls for. Given equal competence in using the right tools, the more successful project manager will be the one who understands the spirit of integration and thus enjoys and benefits from good working relationships with all who have an interest in the project.

This book will point new project managers and team members in the right direction. More experienced project managers can sharpen their skills, view and handle projects more systematically, and understand better why well-integrated projects meet the triple constraint of budget, schedule, and scope while also meeting customer expectations and ensuring satisfaction.

Denis F. Cioffi