Select an organization you are familiar with. It can be where you currently work (preferably), Post University, or another organization. Apply the questions below from Chapter 1: What is Project Management? Project Management Concepts and Methodologies (Cabanis-Brewin & Dinsmore, 2011) to that organization when formulating your responses. In some instances, you may not have knowledge of a particular question. For example, regarding question 2, it may be your belief that the key players have no knowledge. In instances such as these, describe what you would do to ensure that awareness is increased. Define your plan.

1. Regarding the eleven driving factors discussed in the section entitled "Focus on Integration," identify the maturity level of this organization (High, Medium, or Low). If the maturity level is Low, discuss if that is acceptable within the evolution of project management or whether it something should be done to change it.

2. Regarding the six descriptors of projects found in the section entitled "Some Characteristics of Projects," identify the awareness level of the key players within the organization’s project management community (High, Medium or Low). If the awareness is low, discuss what you would do to move that score up to medium or even high.   

These seven characteristics are;

A single definable purpose, end-item or result. This is usually specified in terms of cost, schedule and performance requirements.

Every project is unique. It requires the doing of something different, something that was not done previously. Even in what are often called “routine” projects such as home construction, the variables such as terrain, access, zoning laws, labour market, public services and local utilities make each project different. A project is a one-time, once-off activity, never to be repeated exactly the same way again.

Projects are temporary activities. A project is an ad hoc organization of staff, material, equipment and facilities that is put together to accomplish a goal. This goal is within a specific time-frame. Once the goal is achieved, the organization created for it is disbanded or sometimes it is reconstituted to begin work on a new goal (project).

Projects cut across organizational lines. Projects always cut across the regular organizational lines and structures within a firm. They do this because the project needs to draw from the skills and the talents of multiple professions and departments within the firm and sometimes even from other organizations. The complexity of advanced technology often leads to additional project difficulties, as they create task interdependencies that may introduce new and unique problems.

Projects involve unfamiliarity. Because a project differs from what was previously done, it also involves unfamiliarity. And oft time a project also encompasses new technology and, for the organization/firm undertaking the project, these bring into play significant elements of uncertainty and risk.

The organization usually has something at stake when undertaking a project. The unique project “activity” may call for special scrutiny or effort because failure would jeopardize the organization/firm or its goals.

A project is the process of working to achieve a goal. During the process, projects pass through several distinct phases, which form and are called the project life cycle. The tasks, people, organizations, and other resources will change as the project moves from one phase to the next. The organizational structure and the resource expenditures build with each succeeding phase; peak; and then decline as the project nears completion.

3. Regarding the key processes found in "Project Management Process: The Superstructure," identify to what degree [High, Medium, Low] these processes are being employed. If low, discuss what action needs to be taken to increase competency and adherence to that process.