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- 6. An Introduction to Project Management, Seventh Edition Predictive, Agile, and Hybrid Approaches By Kathy Schwalbe Professor Emeritus, Augsburg University Department of Business Administration Minneapolis, Minnesota
- 7. An Introduction to Project Management, Seventh Edition Cover Photo: Dan Schwalbe, seven trumpeter swans on Clearwater Lake, MN ©2021 Schwalbe Publishing ISBN-13: 9798695713459 ISBN-10: 8695713459 ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the author. This publication is a derivative work of A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition and Seventh Editions, which are copyrighted materials of and owned by, Project Management Institute, Inc. (PMI), Copyrights 2017 and 2021, respectively. This publication has been developed and reproduced with the permission of PMI. Unauthorized reproduction of this material is strictly prohibited. The derivative work is the copyrighted material of and owned by, Schwalbe Publishing, Copyright 2021. PMP, CAPM, PfMP, PgMP, PMI-RMP, PMI-ACP, PMI-PBA , PMI- SPPMI, OPM3, PMBOK, Project Management Journal, PM Network, PMI Today, and PMI Talent Triangle are registered marks of the Project Management Institute, Inc. Materials from Kathy Schwalbe’s Information Technology Project Management are used with permission from Cengage Learning.
- 8. Microsoft and the Office logo are either registered trademarks or trademarks of Microsoft Corporation in the United States and/or other countries. All screenshots from Microsoft products are used with permission from Microsoft. Information and screenshots from MindView are used with permission from MatchWare. Information and screenshots from Basecamp are used with permission from Basecamp. Information and screenshots from ProductPlan are used with permission from ProductPlan. Some of the product names and company names used in this book have been used for identification purposes only and may be trademarks or registered trademarks of their respective manufacturers and sellers. Published by Schwalbe Publishing in Minneapolis, MN, 2021. Free companion website at http://intropm.com.
- 9. For Dan, Anne, Bobby, and Scott My husband and children continue to be my inspiration. My son-in-law, Jeremy, and grandson, Freddie, are welcome additions to our family!
- 10. BRIEF TABLE OF CONTENTS Chapter 1 An Introduction to Project, Program, and Portfolio Management 1 Chapter 2 Project, Program, and Portfolio Selection 42 Chapter 3 Project Life Cycles and Initiating Projects 77 Chapter 4 Planning Projects, Part 1 (Project Integration and Scope Management) 123 Chapter 5 Planning Projects, Part 2 (Project Time and Cost Management) 162 apter 6 Planning Projects, Part 3 (Project Quality, Resource, Communi- cations, Stakeholder, Risk, and Procurement Management) 209 Chapter 7 Executing Projects 270 Chapter 8 Monitoring and Controlling Projects 330 Chapter 9 Closing Projects 372 Chapter 10 PMP ® and Other Certifications 394 Appendix A Resources: Companion Websites, Software Tools, and Case Studies 419 Glossary 445 Index 456
- 11. DETAILED TABLE OF CONTENTS Chapter 1 An Introduction to Project, Program, and Portfolio Management Introduction What Is A Project? Examples of Projects Project Attributes Project Constraints What Is Project Management? Project Management Framework (PMBOK® Guide - Sixth Edition) Project Stakeholders Project Management Process Groups and Knowledge Areas Project Management Tools and Techniques Project Success Project Management Framework (PMBOK® Guide - Seventh Edition) Project Management Principles Project Performance Domains Tailoring Models, Methods, and Artifacts Program and Project Portfolio Management Programs Project Portfolio Management Agile What is Agile? What is an Agile Mindset? What Is the Difference Between predictive, Agile, and Hybrid Project Management? The Project Management Profession Suggested Skills for Project Managers PMI Talent Triangle® and the Importance of Leadership Skills Project Management Certifications Ethics in Project Management Project Management Careers
- 12. Project Management Software Chapter Summary Quick Quiz Quick Quiz Answers Discussion Questions Exercises Team Projects Key Terms End Notes Chapter 2 Project, Program, and Portfolio Selection Aligning Projects with Business Strategy Strategic Planning SWOT Analysis traditional and agile approaches to Project planning Traditional Approach to Project Planning Agile Approach to Project Planning/Strategy Implementation Circle What is the Difference Between a Product Manager and a Program or Project Manager?4 What is the Difference Between a Product Roadmap and a Gantt Chart? Combination Approach to Project Planning Methods for Selecting Projects Focusing on Competitive Strategy and Broad Organizational Needs Performing Financial Projections Net Present Value Analysis Return on Investment Payback Analysis Using a Weighted Scoring Model Implementing a Balanced Scorecard Addressing Problems, Opportunities, and Directives Project Time Frame Project Priority Program Selection Focusing on Coordination and Benefits Approaches to Creating Programs
- 13. Project Portfolio Selection Focusing on Enterprise Success Sample Approach for Creating a Project Portfolio Traditional Approach to Project Portfolio Management Lean Project Portfolio Management Chapter Summary Quick Quiz Quick Quiz Answers Discussion Questions Exercises Key Terms End Notes Chapter 3 Development Approaches and Project Life Cycles Development Approaches Project Life Cycles Product Life Cycles Project Management Process Groups Mapping the Process Groups to the Knowledge Areas The Importance of Top Management Commitment The Need for Organizational Standards Project Management Offices Pre-Initiating and Initiating Global Construction’s Just-In-Time Training Project Pre-initiating Processes and Outputs Preparing a business case Contents of a Business Case Sample Business Case Initiating Processes and Outputs Identifying Stakeholders Sample Stakeholder Register and Stakeholder Analysis Creating a Project Charter and Assumptions Log Contents of a Project Charter Sample Project Charter Contents of an Assumption Log Sample Assumption Log Holding a Project Kick-Off Meeting
- 14. Sample Kick-Off Meeting Agenda Pre-Initiating and Initiating an agile/hybrid project The Scrum Framework Identifying Key Stakeholders Creating a Product Vision Statement Sample Product Vision Statement Creating a Product Strategy and Product Roadmap Sample Product Strategy and Product Roadmap Creating a Project Charter and Holding a Kick-off Meeting Creating an Initial Product Backlog and Estimating Size Sample Product Backlog Creating a High-Level Product Release Plan Sample High-Level Product Release Plan Chapter Summary Quick Quiz Quick Quiz Answers Discussion Questions Exercises Team Projects Key Terms End Notes Chapter 4- Planning Projects Part 1 Project Planning Should Guide Project Execution Summary of Planning Processes and Outputs for Integration and Scope Project Integration Management Project Management Plans Sample Project Management Plan Project Scope Management Planning Scope Management Sample Requirements Management Plan Collecting Requirements Sample Requirements Traceability Matrix Defining Scope Sample Scope Statement Creating the Work Breakdown Structure Example WBSs
- 15. Approaches to Developing Work Breakdown Structures Using Guidelines or Templates The Analogy Approach The Top-down Approach The Bottom-up Approach Mind Mapping Sample WBS Creating the WBS Dictionary Sample WBS Dictionary Entry Integration Planning for An Agile/Hybrid Project Scope Planning for An Agile/Hybrid Project Themes, Initiatives, Epics and Story Cards Sample Epics and Story Cards Chapter Summary Quick Quiz Quick Quiz Answers Discussion Questions Exercises Team Projects Key Terms End Notes Chapter 5 – Planning Projects Part 2 Introduction Summary of Planning Processes and Outputs Project schedule management Planning Schedule Management Defining Activities Creating the Activity List and Attributes Sample Activity List and Attributes Creating a Milestone List Sample Milestone List Sequencing Activities Project Schedule Network Diagrams Estimating Activity Duration Sample Activity Duration Estimates Developing the Project Schedule Critical Path Analysis
- 16. Calculating the Critical Path Growing Grass Can Be on the Critical Path Using Critical Path Analysis to Make Schedule Trade-Offs Importance of Updating Critical Path Data Critical Chain Scheduling Sample Project Schedule Sample Project Calendar Project Cost Management Planning Cost Management Estimating Costs Cost Estimation Tools and Techniques Sample Cost Estimate Cost Budgeting Sample Cost Baseline schedule planning for an agile/hybrid project Timeboxing Kanban Method cost planning for an Agile/hybrid Project Relative Estimates Sample Relative Estimates Chapter Summary Quick Quiz Quick Quiz Answers Discussion Questions Exercises Key Terms End Notes Chapter 6 – Planning Projects Part 3 Introduction Summary of Planning Processes and Outputs Project Quality Management Planning Quality Management Sample Quality Management Plan Quality Metrics Sample Project Dashboard and Quality Metrics Description Project Resource Management Project Organizational Charts
- 17. Sample Project Organizational Chart Responsibility Assignment Matrices Sample Responsibility Assignment Matrix Resource Histograms Sample Resource Histogram Staffing Management Plans Sample Staffing Management Plan Team Charter Sample Team Charter Estimating Activity Resources Sample Activity Resource Requirements Project Communications Management Communications Management Plans Sample Communications Management Plan Project Websites Sample Project Website Project Stakeholder Management Stakeholder Engagement Plans Project Risk Management Planning Risk Management Sample Risk Management Plan Identifying Risks Performing Qualitative Risk Analysis Sample Probability/Impact Matrix Performing Quantitative Risk Analysis Planning Risk Responses Risk Registers Sample Risk Register Risk-Related Contract Decisions Sample Risk-Related Contract Decisions Project Procurement Management Make-or-Buy Decisions Sample Make-or-Buy Decision Procurement Management Plans Types of Contracts Sample Procurement Management Plan Bid Documents: Requests for Information, Proposals, or Quotes
- 18. Sample Requests for Proposal Procurement Statements of Work Sample Procurement Statement of Work Source Selection Criteria and Supplier Evaluation Matrices Sample Supplier Evaluation Matrix Change Management and Applying Project Management Principles to Planning Projects Managing Change in Organizations: A Practice Guide ADKAR® Model Kotter’s 8-Step Process for Leading Change Virginia Satir Change Model Bridges Transition Model Applying Project Management Principles to Change Management and Planning Projects quality, resource, communications, stakeholder, risk, and procurement management planning for an agile/hybrid project Agile Quality Planning Sample Definition of Done Agile Resource Planning Agile Communications Planning Sample Agile Events to Aid in Communications Agile Stakeholder Planning Agile Risk Planning Agile Procurement Planning Sample Agile/Hybrid Procurement Planning Chapter Summary Quick Quiz Quick Quiz Answers Discussion Questions Exercises Team Projects Key Terms End Notes Chapter 7 – Executing Projects Introduction Summary of Executing Processes and Outputs Project Integration Management
- 19. Deliverables Sample Deliverables Work Performance Data Sample Work Performance Data Issue Logs Sample Issue Log Change Requests Sample Change Request Sample Implemented Solutions to Problems Issues with Competence and Motivation Poor Conflict Management Managing Project Knowledge Lessons Learned Register Sample Lessons Learned Register Managing Quality Quality Improvement Tools and Techniques Sample Kanban Board Sample Cause and Effect Diagram Project Resource Management Motivation Maslow’s Hierarchy of Needs Herzberg’s Motivation-Hygiene Theory McClelland’s Acquired-Needs Theory McGregor’s Theory X and Theory Y and Ouchi’s Theory Z Thamhain and Wilemon’s Influence Bases Covey’s Effectiveness Research Acquiring Resources Resource Loading and Leveling Sample Project Team Assignments Developing the Project Team Training Team-Building Activities Reward and Recognition Systems Sample Team Performance Assessment Managing the Project Team General Advice on Managing Teams Additional Advice for Managing Virtual Teams
- 20. Project Communications Management Important Project Communications Concepts Formal and Informal Communications Nonverbal Communications Using the Appropriate Communications Medium Understanding Individual and Group Communication Needs The Impact of Team Size on Project Communications Project Communications and Updating Business Processes Sample Updates to Business Processes Project stakeholder Management Managing Stakeholder Engagement Project risk Management Implementing Risk Responses Project Procurement Management Conducting Procurements Sample Qualified Seller List Sample Agreement or Contract Applying leadership styles and Project Management Principles to project execution Leadership Styles Applying Project Management Principles Related to Executing Projects Executing Agile/Hybrid Projects Theory Versus Practice Implemented Solutions to Problems on Agile Projects Team Members Do Not Have All the Necessary Skills Teams Are Not Following Scrum Values Requirements Change Too Quickly Chapter Summary Quick Quiz Quick Quiz Answers Discussion Questions Exercises Team Projects Key Terms End Notes Chapter 8 – Monitoring and Controlling Projects
- 21. Introduction Summary of Monitoring and Controlling Processes and Outputs Project Integration Management Monitoring and Controlling Project Work Forecasting with Earned Value Management Sample Forecast Using an Earned Value Chart Performance Reports Sample Performance Report Integrated Change Control Project Scope Management Validating Scope Sample of Accepted and Unaccepted Deliverables Controlling Scope Project Schedule Management Sample Work Performance Information Project Cost Management Project Quality Management Sample Quality-Control Tools Project resource Management Project Communications Management Project stakeholder Management Project Risk Management Sample Risk Register Updates Project Procurement Management Sample Written Notice of a Closed Contract Applying project management principles to monitoring and controlling projects Monitoring and Controlling Agile/Hybrid Projects Burn Charts Sample Burndown and Burnup Charts Velocity Charts Chapter Summary Quick Quiz Quick Quiz Answers Discussion Questions Exercises Team Projects
- 22. Key Terms End Notes Chapter 9 – Closing Projects Introduction Summary of Closing Outputs Project Integration Management Sample Customer Acceptance/Project Completion Form Sample Final Report Sample Transition Plan Project Close-Out Meeting and Knowledge Transfer Closing agile/hybrid projects Advice on Closing Projects Chapter Summary Quick Quiz Quick Quiz Answers Discussion Questions Exercises Team Projects Key Terms End Notes Chapter 10 Project Management Professional (PMP® ) and Other Certifications Introduction What Is PMP® Certification and Why Is It Valuable? Requirements For Earning And Maintaining PMP® Certification Project Management Work Experience Requirements Project Management Education Requirements Application and Payment Requirements Examination Requirements Requirements for Maintaining the PMP® What Is the Structure and Content of the PMP® Exam? Exam Content Outline Question Types Suggestions for Preparing for the PMP® Exam Create a Study Plan Find Good PMP® Exam Prep Resources
- 23. Tips for PMP® Exam Day Sample PMP® Exam Questions Additional Certifications from PMI Other Certifications Grow with Google PRINCE2, or Projects in Controlled Environments Scrum.org International Project Management Association CompTIA Other Certificate Programs Chapter Summary Quick Quiz Quick Quiz Answers Discussion Questions Exercises End notes Appendix A - Resources Introduction Companion Websites For Students (http://intropm.com) For Instructors Software tools Microsoft Project Atlassian Jira Software MindView Software Basecamp Software Case Studies Case Study 1: Real Projects Individual Homework: Project Proposal (100 points) Individual Homework: Self-Assessment (100 points) Syllabus Description of Case Study Projects Case Study 2: Fixer Upper Part 1: Initiating Part 2: Planning Part 3: Executing Part 4: Monitoring and Controlling Part 5: Closing
- 24. Case Study 3: Banking Mobile Application with Agile Team Part 1: Vision and Product Roadmap Part 2: Epics and Stories Part 3: Estimating
- 25. PREFACE The rapidly changing world has made organizations appreciate the need for good project, program, and portfolio management skills more than ever. Many organizations, including corporations, government agencies, non-profit organizations, colleges, and universities have responded to this need by establishing courses and programs in project management. Hundreds of books are now available on this topic. After publishing the first two editions of this book, my publisher, Course Technology, now a branch of Cengage Learning, decided not to update it. They publish one of my other books, Information Technology Project Management book, now in its ninth edition. I personally used this text, An Introduction to Project Management, in my project management courses at Augsburg College from 2001-2015 (the year I retired from teaching to focus on writing) because most of my students were not majoring in information technology (IT) fields. I thank Cengage Learning for giving me the rights to self-publish the third and subsequent editions and permission to use some of the content from my IT book. I am also thankful for learning how to self-publish. I also self-published Healthcare Project Management in 2013 and its second edition in 2017 (after several people asked me to do so) with co-author Dan Furlong. I hope to keep writing books for years to come. Our daughter, Anne Schwalbe, recently earned her PMP ® certification and provided inputs on this edition. What makes this book different from other project management books? First, people actually enjoy reading it. I get emails every week from readers like you who appreciate my straight-forward, organized writing style. They like the way that I explain concepts and then provide realistic examples to help them learn to apply those concepts. Since I used this text in my own classes, I got a lot of feedback from students and saw first- hand what works and does not work in a classroom setting. Several people have commented that they like the cartoons,
- 26. Jeopardy games on the companion website, and my honest, sometimes humorous style. Project management can be a boring subject, but I think it’s one of the most exciting topics and careers, especially if you want to change the world for the better. My current reviewers are all actively using this text in their classes. This text addresses the need for people in all majors and industries to understand and apply good project, program, and portfolio management. It includes many real-world examples in the “What Went Right,” “What Went Wrong,” “Media Snapshot,” “Best Practice,” and “Video Highlights” segments. People like to read about and watch videos about real projects to learn from the successes and failures of others. They also realize that there are projects in all aspects of life, from remodeling a house to developing a new software application. I’m most excited about the fact that this book provides comprehensive samples of applying various tools and techniques to realistic projects using predictive, agile, and hybrid approaches. Many people learn best by example, so I’ve provided detailed examples of applying project management to projects everyone can relate to. I have never come across a textbook that presents project management concepts and then brings them to life in a fully developed sample project like my Just-In-Time Training project. In this seventh edition, I have also added a sample project that focuses on using a mostly agile approach in the Global Construction Human Capital project. I also provide template files for creating the sample documents on the free companion website. I believe this approach helps many people truly understand and apply good project management. I also removed the old Chapter 10, Best Practices, and replaced it with a new Chapter 10, PMP® and Other Certifications. Our daughter earned her PMP® certification in March 2021, and she helped write the new chapter.
- 27. NEW TO THE SEVENTH EDITION Building on the success of the previous editions, An Introduction to Project Management, Seventh Edition introduces a uniquely effective combination of features. The main changes include the following: THE TEXT HAS BEEN UPDATED TO INCLUDE KEY INFORMATION FROM PMI’S A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE (PMBOK® GUIDE) – SEVENTH EDITION. PMI HAS STATED THAT THE SIXTH EDITION AND THE AGILE PRACTICE GUIDE ARE STILL VALID, SO INFORMATION IS STILL INCLUDED FROM THEM AS WELL. EXAMPLES OF USING PREDICTIVE, AGILE, AND HYBRID APPROACHES TO PROJECT MANAGEMENT ARE INTEGRATED THROUGHOUT THE TEXT. A NEW RUNNING CASE IS ADDED IN ADDITION TO THE JUST-IN-TIME TRAINING PROJECT—GLOBAL CONSTRUCTION HUMAN CAPITAL PROJECT—TO ILLUSTRATE DIFFERENCES BETWEEN USING A MORE PREDICTIVE AND MORE AGILE APPROACH TO MANAGING PROJECTS. THE PREVIOUS EDITION’S CHAPTER 10, BEST PRACTICES, IS REPLACED WITH A NEW CHAPTER 10, PMP® AND OTHER CERTIFICATIONS. Updated examples, references, and user feedback are incorporated. The free book website has been updated. New information will be added to the site as needed, and the Links tab will be continuously updated to keep readers informed on topics like certification, leadership, etc.
- 28. APPROACH This text provides up-to-date information on how good project, program, and portfolio management can help you achieve organizational as well as individual success. Distinct features of this text include its: relationship to the Project Management Body of Knowledge as a derivative work comprehensive samples of applying tools and techniques to realistic projects using predictive, agile, and hybrid approaches inclusion of templates and seamless integration of various software applications robust and free companion website is continuously updated
- 29. PMBOK® Guide Framework The Project Management Institute (PMI) created A Guide to the Project Management Body of Knowledge (the PMBOK® Guide) as a framework for understanding project management. The PMBOK® Guide is, however, just that—a guide. This text uses the PMBOK® Guide – Seventh Edition and sixth edition as a foundation, but goes beyond them by providing more details, highlighting additional topics, and providing a real-world context for project, program, and portfolio management. It also includes hundreds of references you can explore in more detail.
- 30. Comprehensive Samples of Applying Tools and Techniques to Realistic Projects After explaining basic concepts about using a predictive approach to project management, tools, and techniques, this text shows the reader how an organization selected, initiated, planned, executed, monitored and controlled, and closed a realistic project, called the Just-In-Time Training project. There are over 50 sample project management deliverables such as a business case, stakeholder register, project charter, project management plan, work breakdown structure, Gantt chart, cost baseline, Pareto chart, resource histogram, performance report, risk register, contract, lessons-learned report, and so on for this project. This seventh edition also provides comprehensive samples of applying an agile approach to project management. I am read many articles, books, and blogs on agile, watched videos, and talked to experts to help make the samples realistic and understandable. Sample project management deliverables for the Global Construction Human Capital project include a product vision statement, product roadmap, product backlog, user story, burndown chart, etc. You can access the template files used to create many project management deliverables from the free companion website for this text. As one reviewer stated: It comprehensively communicates what it really takes to manage a large project, including required deliverables, work products, and documentation. I haven’t seen either a text or documentation in industry which communicates this subject this comprehensively or this accurately. (Gilbert S. Leonard, Adjunct Professor and retired project manager, Exxon Mobil Corporation) And another reader stated: I recently passed my PMP ® exam after reading your book (An introduction to Project Management). It was really a rewarding experience for me considering how easy I was
- 31. able to read through, understand, and grasp the entire concept of project management. It's quite a knowledge you put out to the world, that is why I write to appreciate you. Thank you. Thomas Ochigbo – 2021 email titled “Letter of Appreciation.”
- 32. Provides Templates and Seamless Integration of Various Software Applications You do not have to reinvent the wheel when it comes to much of the documentation required for managing projects. This text uses over 50 free template files for creating various documents, spreadsheets, diagrams, and charts. Various software applications are used throughout the text in a seamless fashion. I purposely created the templates in a simple format. Feel free to modify them to meet your needs.
- 33. Includes a Free Companion Website (http://intropm.com) A companion website provides you with a one-stop location to access informative links and tools to enhance your learning. This site will be a valuable resource as you access links mentioned in the text, take online quizzes, download template files, and explore links to other relevant information I continually review and update. Instructors can access a protected instructor site, which includes copyrighted lecture slides, solution files, test banks, and other information.
- 34. ORGANIZATION AND CONTENT An Introduction to Project Management, Seventh Edition, is organized into ten chapters and three appendices. The first two chapters introduce project, program, and portfolio management and discuss different approaches for their selection. The next seven chapters follow the five process groups of project management: initiating, planning (broken down into three chapters), executing, monitoring and controlling, and closing. These seven chapters apply various tools and techniques in each of these process groups to the predictive Just-In-Time Training project and also the agile/hybrid Global Construction Human Capital project. Chapter ten describes recent information on PMP ® and other certifications. Appendix A provides general information on project management software and several case studies students can use to apply what they have learned to real or fictitious projects.
- 35. PEDAGOGICAL FEATURES Several pedagogical features are included in this text to enhance presentation of the materials so that you can more easily understand the concepts and apply them. Throughout the text, emphasis is placed on applying concepts to up-to-date, real- world project management.
- 36. Learning Objectives, Chapter Summaries, Quick Quizzes, Discussion Questions, Exercises, Team Projects, and Case Studies Learning Objectives, Chapter Summaries, Quick Quizzes, Discussion Questions, Exercises, Team Projects, and Case Studies are designed to function as integrated study tools. Learning Objectives reflect what you should be able to accomplish after completing each chapter. Chapter Summaries highlight key concepts you should master. The Quick Quizzes help reinforce your understanding of important concepts in each chapter. The Discussion Questions help guide critical thinking about those key concepts. Exercises provide opportunities to practice important techniques, as do the Team Projects. The Case Studies in Appendix A provide a robust means to apply what you have learned from the text to realistic case studies, similar to the examples used throughout the text.
- 37. Opening Case and Case Wrap-Up To set the stage, each chapter begins with an opening case related to the materials in that chapter. These scenarios spark interest and introduce important concepts in a real-world context. As project management concepts and techniques are discussed, they are applied to the opening case and other similar scenarios. Each chapter then closes with a Case Wrap-Up—some problems are overcome and some problems require more effort—to further illustrate the real world of project management.
- 38. What Went Right? and What Went Wrong? Failures, as much as successes, can be valuable learning experiences. Carl Hixson, a program manager and adjunct instructor who used this text, said he loved the anonymous quote, “We need to learn from people’s mistakes because we’ll never have time to make them all ourselves.” Each chapter of the text includes one or more examples of real projects that went right as well as examples of projects that went wrong. These examples further illustrate the importance of mastering key concepts in each chapter.
- 39. Media Snapshots, Best Practice, and Video Highlights The world is full of projects. Several television shows, movies, newspapers, websites, and other media highlight project results, good and bad. Relating project management concepts to all types of projects, as highlighted in the media, will help you understand and see the importance of this growing field. Why not get people excited about studying project management by showing them how to recognize project management concepts in popular television shows, movies, or other media? It is also important to study best practices so readers can learn how to implement project management in an optimum way. Many students also enjoy watching videos to enhance their understanding of topics, so each chapter includes summaries and links to relevant videos.
- 40. Cartoons Each chapter includes a cartoon used with permission from the popular website xkcd.com. These cartoons use humor to illustrate concepts from the text.
- 41. Key Terms The field of project management includes many unique terms that are vital to creating a common language and understanding of the field. Key terms are displayed in boldface and are defined the first time they appear. Definitions of key terms are provided in alphabetical order at the end of each chapter and in a glossary at the end of the text.
- 42. Application Software Learning becomes much more dynamic with hands-on practice using the top project management software tools in the industry, Microsoft Project, MindView, Basecamp, Jira, as well as other tools, such as spreadsheet software. Each chapter offers you many opportunities to get hands-on experience and build new software skills by applying concepts to problems posed for them. In this way, the text accommodates both those who learn by reading and those who learn by doing.
- 43. SUPPLEMENTS The following supplemental materials are available when this text is used in a classroom setting. All of the teaching tools available with this text are provided to the instructor on a secure website. Instructors must contact me at schwalbe@augsburg.edu to gain access. PowerPoint Presentations: The instructor site for this text includes lecture slides for each chapter created with Microsoft PowerPoint. These slides provide a teaching aid for classroom presentation, and they can be made available to students on the organization’s secure network for online review. Instructors can modify slides or add their own slides for additional topics they introduce to the class. Solution Files: Solutions to end-of-chapter questions are on the instructor site. Test Banks: In addition to the Quick Quiz questions in the text and interactive quizzes available from http://intropm.com, the secure instructor site includes hundreds of additional test questions in various formats. Student Online Companion: As mentioned earlier, the free student site includes links to sites mentioned in the text, template files, interactive quizzes, and other helpful resources, especially from the Links tab.
- 44. ACKNOWLEDGEMENTS I thank my many colleagues and experts in the field who contributed information to this book. I especially thank the main reviewers for this edition: Angela Trego, Ph.D., PE, PMP®, President and Founder of Angela Trego and adjunct instructor from Utah Valley University; Don R. James, PMP® , Contract Project Management Instructor, University of Houston, College of Technology, and Founder/Principal Consultant, PMO To Go LLC; Peter Monkhouse, P.Eng. MBA, CSPO® , PMP® , University of Toronto School of Continuing Studies, Certificate Advisor, Project Management Program; Najwa Sakr Howard, PMP® , Project Consultant at Dell Technologies and former student; and my proof reader, Tim Nelson, Ph.D., Portfolio and Project Manager - The Yotta Company Inc. and Professor of IT Project Management - Seneca College. James Stewart from American University in Maryland, Ray Roche from the Canberra Institute of Technology in Australia, and Cindy LeRouge from St. Louis University provided reviews and edits of prior editions. I also thank Randall Munroe, creator of xkcd.com, for allowing me to use his great comics. I want to thank my students and colleagues at Augsburg College (now Augsburg University), the University of Minnesota, and corporate classes for providing input. Special thanks to Janet Phetsamone, Ong Thao, and Kendal Vue for their inputs on using Basecamp. I received many valuable comments from them on ways to improve my materials and courses. I am also grateful for the examples that students and instructors around the world provide and the questions they ask in classes or via email. I learn new aspects of project management and teaching by interacting with students, faculty, and staff. Most of all, I am grateful to my family. Without their support, I never could have written this book. My wonderful husband, Dan, was very patient and supportive, as always. His expertise as a lead software developer for Milner Technologies comes in handy, too. Our three children, Anne, Bobby, and Scott, continue to be very supportive of their mom’s work. Anne even earned her
- 45. PMP ® certification and helped in writing Chapter 10 of this new edition. Our children all understand the main reason why I write —I have a passion for educating future leaders of the world, including them. As always, I am eager to receive your feedback on this book. Please send all feedback to me at schwalbe@augsburg.edu Kathy Schwalbe, Ph.D., PMP® Professor Emeritus, Department of Business Administration Augsburg University
- 46. ABOUT THE AUTHOR Kathy Schwalbe was a Professor in the Department of Business Administration at Augsburg College (now Augsburg University) in Minneapolis, where she taught courses in project management, problem solving for business, systems analysis and design, information systems projects, and electronic commerce. She retired from teaching in May 2015 to focus on writing, traveling, and enjoying life! Kathy was also an adjunct faculty member at the University of Minnesota, where she taught a graduate-level course in project management in the engineering department. She also provides training and consulting services to several organizations and speaks at numerous conferences. Kathy’s first job out of college was as a project manager in the Air Force. She worked for 10 years in industry before entering academia in 1991. She was an Air Force officer, project manager, systems analyst, senior engineer, and information technology consultant. Kathy is an active member of PMI, having served as the Student Chapter Liaison for the Minnesota chapter, VP of Education for the Minnesota chapter, Editor of the ISSIG Review, Director of Communications for PMI’s Information Systems Specific Interest Group, member of PMI’s test-writing team, and writer for the community posts. Kathy earned her Ph.D. in Higher Education at the University of Minnesota, her MBA at Northeastern University’s High Technology MBA program, and her B.S. in mathematics at the University of Notre Dame. She was named Educator of the Year in 2011 by the Association of Information Technology Professionals (AITP) Education Special Interest Group (EDSIG). Kathy lives in Minnesota with her husband, Dan. Visit her personal website at www.kathyschwalbe.com and the text site at http://intropm.com. Other books by Kathy Schwalbe: Information Technology Project Management, Ninth Edition (Boston: Cengage Learning, 2018). Healthcare Project Management, co-authored with Dan Furlong, (Minneapolis: Schwalbe Publishing, 2017).
- 47. Appendix A: Brief Guide to Microsoft Project Professional 2016 (Minneapolis: Schwalbe Publishing, 2016).
- 48. Chapter 1
- 49. An Introduction to Project, Program, and Portfolio Management LEARNING OBJECTIVES After reading this chapter, you will be able to: Understand the growing need for better project, program, and portfolio management Explain what a project is, provide examples of projects, list various attributes of projects, and describe project constraints Define project management and discuss key elements of project management using a process- oriented approach and a principle-based approach Discuss the relationship between project, program, and portfolio management and their contributions to enterprise success Understand important agile concepts Explain the differences between predictive, agile, and hybrid approaches to project management Describe the project management profession, including the role of project managers and suggested skills, the role of professional organizations, the importance of certification and ethics, project management careers, and the
- 50. growth of project and portfolio management software
- 51. OPENING CASE Doug Milis, the Chief Executive Officer (CEO) of Global Construction, Inc., was summarizing annual corporate highlights to the board of directors. Like many other individuals and organizations, they had a very difficult year. The global pandemic forced them to deal with many unexpected changes. When one of the board members asked what he was most proud of that year, Doug thought for a few seconds, and then replied, “Excellent question. Honestly, I think the main reason we survived this year was because we embraced an agile mindset and were able to pivot quickly in addressing critical needs—health and safety, virtual work, skills shortages, pent-up demand, etc. We reprioritized our work to focus on projects to meet those needs, empowering our people to find solutions. We responded very quickly to internal needs as well as market changes, unlike many of our competitors. With our great culture and teamwork, I am very confident that we will have continued success in years to come.”
- 52. INTRODUCTION Many people and organizations today have a new or renewed interest in project management. In the past, project management primarily focused on providing schedule and resource data to top management in just a few industries, such as the military and construction. Agile project management (versus a predictive or waterwall approach) was used mostly in software development. Today, people in every industry and every country manage projects using predictive, agile, and hybrid approaches. The facts below demonstrate the significance of project management: Demand for projects continues to increase. GDP contributions from project-oriented industries are forecasted to reach US$34.5 trillion by 2030. Employers will need 25 million new individuals working in project management-oriented roles by 2030.1 2020 proved that projects matter now more than ever. The Project Management Institute (PMI) published a list of the 50 most influential projects in 2020, with the COVID-19 Therapeutics Accelerator ranked at the top. Agile organizations respond better to change. A 2020 McKinsey & Company report found that “Companies with agile practices embedded in their operating models have managed the impact of the COVID-19 crisis better than their peers...Agile organizations are designed to be fast, resilient, and adaptable."2 Good project management helps the bottom line. An average 11.4 percent of investment is wasted due to poor project performance, according to PMI’s 2020 Pulse of the Profession® report. “Organizations that undervalue project management as a strategic competency for driving change report an average of 67 percent more of their projects failing outright.”3 Project management salaries continue to grow. In 2019, the average salary for someone in the project management profession in U.S. dollars was $116,000 per year in the U.S.;
- 53. $132,086 in Switzerland, (the highest-paid country); and $13,933 in Egypt (the lowest-paid country). These average salaries do not include bonuses. The average total compensation for project management workers in the U.S., for example, was $124,000.4 Certification is a good investment. Of the 32,000 salary survey respondents from 42 countries, 82% had the Project Management Professional (PMP® ) credential, and their salary was 22% higher on average than those without it.5 Project management is also a vital skill for personal success. Managing a family budget, planning a wedding, remodeling a house, completing a college degree, and many other personal projects can benefit from good project management. WHAT WENT WRONG? In 1995, the Standish Group published an often-quoted study entitled “CHAOS.” This prestigious consulting firm surveyed 365 information technology (IT) executives in the U.S. who managed more than 8,380 IT application projects. As the title of the study suggests, the projects were in a state of chaos with an overall success rate of only 16.2 percent. The surveyors defined success as meeting project goals on time and on budget. The study also found that more than 31 percent of IT projects were canceled before completion, costing U.S. companies and government agencies more than $81 billion. The authors of this study were adamant about the need for better project management in the IT industry. They explained, “Software development projects are in chaos, and we can no longer imitate the three monkeys—hear no failures, see no failures, speak no failures.” 6 In a 2019 study by three global associations (KPMG, AIPM, and IPMA) only 19% of organizations delivered successful projects (defined as meeting scope, time, cost, and stakeholder satisfaction goals) most of the time. Some key findings of their study: Organizations need to change the way they manage projects. More agility is needed to handle project complexity. Project Management Offices (PMOs) are not working well in their current form and need to change or be eliminated. Project managers need to improve their
- 54. skills in leading change in their organizations, having difficult conversions, managing conflict, and delegating authority. Effective project management skills are more important now than ever.7 Although several researchers question the methodology of the CHAOS studies, their popularity prompted organizations throughout the world to examine their practices in managing projects. Managers are recognizing that to be successful, they need to be conversant with and use modern project management techniques. People from all types of disciplines—science, liberal arts, education, business, etc.—can benefit from basic project management principles. Individuals are realizing that to remain competitive, they must develop skills to effectively manage the professional and personal projects they undertake. They also realize that many of the concepts of project management, especially interpersonal skills, will help them as they work with people on a day- to-day basis. Organizations claim that using project management provides advantages, such as: Better control of financial, physical, and human resources Improved customer relations Shorter development times Lower costs Higher quality and increased reliability Higher profit margins Improved productivity Better internal coordination Higher worker morale In addition to project management, organizations are embracing program and portfolio management to address enterprise-level needs. They are also becoming more agile. This chapter introduces projects and project management (predictive, agile, and hybrid approaches), describes the differences between project, program, and portfolio management, discusses the role of the project manager, and provides important background information on this growing profession.
- 55. Another Random Document on Scribd Without Any Related Topics
- 56. the bearing of a conqueror to please a man not easily subdued.” The girl’s heart was trembling lest the secret it held should escape. She praised Anne on purpose to be quit of all suspicion of jealousy. “She is one of the women who has a right to such a bearing. If I were a man, I should fall in love with her a dozen times over.” Mrs Ravenhill’s momentary suspicion fled. “He could have stayed if he had wished it, I suppose,” she said cheerfully, and slipped into other talk. A newspaper had given them moderately late news of their country, and when they met at breakfast, Wareham alluded to it. “At home, if you miss the Times for a day, you become a hopeless laggard in the world. It is amazing how soon the feeling wears off.” “By the way, I see the professor mentioned for an appointment,” said Mrs Ravenhill. “Our professor?” “Mrs Martyn’s.” They laughed. “Whatever it may be,” said Wareham, “he will not be troubled by the misgiving that a worthier man might have been found.” Millie remarked that he had a very accurate mind. “From which he shoots out poor Mrs Martyn’s facts as rubbish.”
- 57. “But in Miss Dalrymple’s hands he is a lamb,” said Mrs Ravenhill. “I think she might even venture on a statistic unquestioned.” Wareham made no answer, he turned to ask something of the long landlord. Millie spoke to a pale-faced girl, who was still shuddering from the crossing she had just gone through, and unwilling to believe that anything in Norway could be worth its preliminary horrors. Mrs Ravenhill got up. “Which is the way to the fish-market?” she asked. “I will go with you, if you will allow me,” Wareham answered. “Don’t let us trouble you.” Millie was conscious of a touch of stiffness in her mother’s manner, but he showed no signs of noticing it. “You should have gone earlier,” he said. “Seven or eight o’clock is a better time. However, you will gain some idea of its picturesqueness even now, and from there you can have a look at the Hanseatic House. There is a general museum, too, and a good one.” The one important street in Bergen runs directly through the town. Here and there desolate open spaces break away, the safe guards from the ever-dreaded enemy fire; here and there cellars yawn, heaped with gaily-painted tine; here and there again you catch sight of the dancing waters of the harbour, and a jumble of shipping. It is at the end of the harbour that the fish-market is held; the boats are jammed together, the buyers stand and lean over the railings; women in thickly-plaited black dresses with close black caps, a rim of white round the face, and one spot of white behind, are sprinkled among the more ordinary costumes. More remarkable were the fishermen in the boats. Old and
- 58. young, the hardy faces caught and held attention; you looked at men. As Wareham had said, the great throng was over, but even yet there were plenty of purchasers, and a penny would gain a plateful of little fish. And here, in the heart of old Bergen, is the house of the Hanseatic League, unchanged since the time of the traders. It is the past, fossilised, for some; for others it is the means by which to drift back themselves into the past, and join the ghosts. Away with the crowd of laughing sight-seers! here sits the merchant in fur cap and gown, his account-book before him. Check the entries if you will, it lies open. Here is the eating-room for the apprentices, lads who, taught to sweep and cook, should make good husbands by and by. But as their dignities would not put up with bed-making, and woman was not admitted, all the beds are provided with a sliding panel, whereby that useful but dangerous appendage, standing outside, could insert her arms and head—no more!—and arrange for masculine comfort. And here is the great lantern which, fixed on a pole, the trader carried in the funeral processions of his guild. From youth to old age it is all here. “The outer circumstances of life, outliving life,” said Wareham, as they emerged. “Now, will you come to the other museum, and plunge still farther back into the age of flint implements?” Mrs Ravenhill shook her head. “Any stone would do as well for me. My mind refuses to leap those distances, and I look at them foolishly unimpressed.” “Is it only flint implements?” Millie asked. “I don’t object to them, but I believe it is because I am so ignorant that I
- 59. can’t gauge my own ignorance.” It appeared that with many other collections, there were old Norwegian curiosities, and a fine set-out of wooden bowls, which attracted Mrs Ravenhill, bent on taking home trophies of that description. Passing the fish-market again, Millie bought a basketful of cherries from a boat laden with nothing else. The small events of this day came back to her afterwards with a curious distinctness, and yet there was nothing especially to mark it to her, nor at the time did it seem blessed. Certainly not deserving the golden aureole which set it apart. She said little, but let her thirsty heart drink in what tasted like delicious draughts, and thrust aside the consciousness that soon thirst would be on her again. Whatever Wareham had done the day before, to-day he was all kindness. Mrs Ravenhill, never, indeed, exacting, had no reason to utter a complaint. Five o’clock saw them in the launch of the Ceylon, red-roofed Bergen curving behind them, and it was not long before they steamed out of the harbour. The wind was fresh, but for a long time they were under the lee of the shore, and even through the next day most of the passengers kept fairly on deck. But by Sunday the vessel was rolling heavily, and Millie appeared alone. The usual service could not be held, and only one or two ladies left their cabins. It was natural that Wareham should be much with the girl. They talked of Norway. From that they fell to talking of those who had been their companions, of all, at least, except Anne. But a question was so close to Millie’s lips, that at last it flew out. “Was it Mr Forbes of whom you once spoke?” “Did I speak.” “At Stavanger,” she said reproachfully. He had forgotten the confidence. “Before you knew Miss Dalrymple.”
- 60. “Ah, yes, it was before I knew,” he acquiesced, and went off in a dream. She supposed the “Yes” was intended for an answer to her question, but it was not clear enough fur her burning longing to be certain. “They were once engaged?” “Yes.” He forced himself to add with a smile—“The sphinx was a woman.” “To have followed shows that he must love her,” said Millie thoughtfully. “Why not?” She hugged her pain. “Why not, indeed! But if she is as unchanged as he, will he not suffer?” “Fortunes of war,” returned Wareham briefly, and dropped the conversation; from which, however, he drew the consolation that Millie’s pity showed what she thought was in store for the young man. For this he forgave her the questioning which he might otherwise have resented. He had not a suspicion that she saw any further than her words told him, the childish dimple in her cheek belying such a thought. What he read was as much curiosity as belongs to a daughter of Eve, joined to a kindly sympathy for the young fellow whose perseverance perhaps touched kindly romance. If adverse fate could have flung these two together! He talked to her, reaching further into her mind than ever before, and the more he probed its innocent depths, the more he blamed fate for its dilatoriness. And Millie, all unconscious of this dream, suffered a lurking fancy
- 61. of possible contingencies to brighten her eyes and deepen the pretty colour in her cheek. The sun shone, but the wind was cold. Wareham felt that he was responsible for her comfort, and saw that her deck-chair was placed at a right angle, and moved when necessary; he helped her when she moved, and sat next her at meals. On his own account he was glad of the companionship, for to be alone was to think, not of Anne, but of Anne and Hugh. By the next morning they were in smooth water, and Mrs Ravenhill came on deck. She thanked Wareham for his care of her daughter. “I was helpless myself, and I couldn’t condemn her to the cabin. But I am glad to be up again, if only to see the mouth of the Thames.” “A yawning mud-bank. Our coast doesn’t compare well with Norway.” Mrs Ravenhill’s patriotism led her to declare that one looked for something beyond beauty in the Thames, and Wareham owned, in spite of his speech, to ardent cockneyism. “Which means that you will soon be out of London.” “In a few days. And you?” “We shall stay. This has been our holiday. When you come back, I hope you will find us out.” “I shall come, and ask you to show me your sketches, so as to be carried back again.” He said it warmly, and Millie’s heart beat. Afterwards came landing, train, and a grimy plunge into London. At the station they parted. End of Volume One.
- 63. Chapter Fifteen. The World is Stuffed with Sawdust. The Ravenhills kept house economically in South Kensington. True it is that the economies of life are among its heaviest expenditures, but necessity had not forced them into that dismal position. They lived prettily, and cared little for what they could not have. The house was charming, though the furniture might not have fetched much at a sale, the transforming genius, taste, not being marketable. Fresh chintzes and flowers, with old white Dresden, and Mrs Ravenhill’s watercolours on the walls, kept brightness even in the land of fog. The very morning after their return Millie came into the drawing-room and dropped a handful of flowers on a tray where glasses waited. She flitted about, setting a glass here and a glass there, until the room began to recover the homelike aspect which had been wanting. Millie from time to time contemplated it, her head on one side. Darting out of the room, she returned with certain Norwegian treasures, for which room had to be found. A queerly-painted old wooden bowl with horse-head handles was whisked from table to table, until it rested on a high stool. A small model of a spinning-wheel went to live under a minute palm. Spoons joined a silver family. All was arranged when Mrs Ravenhill came in from more prosaic domestic duties, and smiled at Millie’s haste. Looking at the bowl, she admired the arrangement, but begrudged the stool. “So few things as there were in the room vacant for emergencies!”
- 64. “It was made for it; and it looks happier already. I have always felt for the poor thing waiting for stray uses; with only once a week a cup or a book bestowed upon it.” “Well—!” Mrs Ravenhill resigned the point. “And soon we shall want a reminder or two, for once again under the shadow of the butcher and baker, I doubt fjords and mountains being real.” Millie allowed this to pass. “They will be turning homewards by this time,” she remarked. “Who? Oh, the Martyns. And they have the crossing before them. There we have the advantage.” “I liked the Ceylon,” said Millie. “Do you mean you would go through it again?” The girl was bending over a flower-glass: she closed her eyes, a throb of warm blood filled her veins. “Oh, yes,” she said fervently. “You must go without me, then. I thought going and coming both horrible. And I don’t consider that we were very lucky in our companions.” A disclaimer sprang to Millie’s lips, though she forced it back. “Don’t you?” “Mr Wareham improved, but he was absent-minded and oblivious. However, they will all seem nicer looked at from a distance, and we are not likely to meet any of them often again.” Mrs Ravenhill’s cheerful prophecy pierced her child’s
- 65. heart. Millie’s humble little desire reached no further than to the joy of seeing him now and then, but its roots ran deep, and to have them wrenched at so cruelly was sharp pain. It would have been worse had not her faith in Wareham flown to arms at this attack upon his word, for he had said he would call and see them, and nothing would have induced her to doubt him. Why should she? Mrs Ravenhill’s enmity— too strong a word—was due to an unacknowledged fear which now and then invaded her motherly heart. She imagined that in flinging a small dart at Wareham she was taking a wise precaution, unconscious that every attack sent Millie running to his side, eager for defence. He had been in her thoughts as she made the room look its prettiest that morning; she imagined this and that catching his eye, and provoking a smile of association. At the idea she smiled herself. “We managed very well with our holiday, I think,” said Mrs Ravenhill cheerfully, “for by coming back early we shall have a beautifully peaceful time. We will enjoy ourselves, Millie, and do a number of nice things for which one has no leisure in summer and no weather in winter.” Millie agreed. “I suppose really there is no one left in London?” No one, her mother earnestly hoped. The bell at this moment seemed to tinkle a satire on their hopes, and Millie’s heart gave such a throb that she sent a guilty glance at Mrs Ravenhill, feeling as if she had betrayed herself. Mrs Ravenhill lifted her eyebrows by way of asking who it could be; they heard a quick step, not the step of a servant, the door was opened impetuously, and the next
- 66. moment a girl was kissing Millie, and uttering disconnected interjections. “Fanny!” cried Mrs Ravenhill, “I thought you were in Scotland.” “And I thought you were in Norway, and came just to find out your address. The luck of it! When did you come? Where do you come from? Do you stay?” “Yesterday, from Norway, and to stay. Put you? You in London in August!” “For my sins, I said as I came along, but with you here it has already lost its penitential aspect, and I don’t think half so meanly of myself. That’s the worst of goodness. A reaction comes.” She dragged Millie down beside her on a settee, both hands clasping her arm; she looked a child, not quite what is called pretty, but sparkling with fun and life, her eyes grey Irish, with a fringe of dark lashes. These eyes eagerly devoured the other girl’s face. It was an old habit, and Millie used to present herself smilingly for inspection. “Well?” “Well,—oh, you needn’t tell me you’ve enjoyed yourself, for of course you have,” she said musingly. “In spite of horrid crossings,” put in Mrs Ravenhill. “Were they horrid?” Millie observed that her mother found them so.
- 67. “Yes, you’ve enjoyed yourself, you needn’t tell me, and yet —” “Yet what?” It was Mrs Ravenhill who put the question. “There’s something. You’re not quite the same.” “To be always the same one must be carved in stone,” remarked Millie. “I’m sunburnt, which proves I am not a statue. But you? It is our turn to ask questions. How came you in London?” Lady Fanny sighed and folded her hands. “Because the world is stuffed with sawdust. Imagine Milborough having the baseness to throw me over when he had promised me a cruise in his yacht! I was so cross that I felt I must do something disagreeable in order to keep up my position of martyr, so I proposed to come and spend a week with my old governess, Miss Burton. If I talk like a lesson-book, forgive me. I ask questions because I am sick of answering them.” “You will come here at once,” said Mrs Ravenhill, with decision. “May I? Delightful. I had meant to go into Shropshire to- morrow, but I will send Ward by herself, and joyfully stay. By the way, where do you think that Milborough is gone? To Norway. I intended to telegraph to Bergen and tell you so. And of course that added to my injury, for I had counted upon meeting you round some corner in the most unexpected manner.” Her spirits rose, she flashed fun upon them, and told stories to her own discredit with mirthful mimicry. Then she
- 68. fluttered round the room, noticing what was new, and discovering all manner of similes for the stool which at last had found a use. “It has a little the air of Milborough taking the head dowager in to supper. But I’ll never pity Milborough again. He has behaved too ill!” Millie asked why he had failed. “He was snubbed by a certain young lady, and revolted against women. This is an attempt to break away, and have only men on board; and how dull they’ll be! I picture the poor bored creatures stretched about on the deck, sleeping and eating, their wits in leading-strings. What can they talk about, with not even a newspaper to suggest topics? I shall be revenged.” She must hear everything at once, and everything meant especially whom they had met. Mr Grey she knew, but her interest in Anne Dalrymple was shown impetuously by a burst of ejaculations and questions. She had heard so much, admired, blamed, wondered in a breath! Anne’s last engagement and its abrupt ending had brought a chatter of tongues upon her. Lady Fanny’s admiration for the way she moved forbade her to condemn what certainly required excuses; she laughed at her own illogical reasons, but clung to them. “To see her dance is a dream,” she declared. “I could forgive anything for the delight of watching her. And you looked at her for a fortnight!” When she had Millie up-stairs alone she returned to the subject.
- 69. “Tell me more about Miss Dalrymple. They say men find her irresistible.” “I dare say,” said Millie, with a little reserve. But the next moment a smile stole into her face. “Who do you think we left with her?” “Who?” Lady Fanny sat on the edge of the bed, her sparkling face eager with animation. “Mr Forbes.” “No!” “True, I assure you. He was going further north with them.” “Then it will all come on again. It must. She could not have allowed him to join them if he was to be dismissed again.” “So I fancied.” “So you know, I should think. The very idea would be preposterous. They will come home re-engaged. Such an odd position!” Millie’s heart joyfully echoed the conviction. She did not venture to talk about it to her mother, who might guess too much, but to her friend, with whom no fencing was necessary, she might play round the subject at her pleasure. Wareham’s name had not as yet been mentioned, but Lady Fanny had a curious interest in Miss Dalrymple, and her persuasion that now she would be captured and led to marriage, Millie felt to be so reasonable that she was not troubled with misgivings as to the pleasure with which her heart responded. To most of us persuasion is another word for doubt, but Fanny was young enough to be convinced of her persuasions. She wished to hear more, all
- 70. that Millie could tell her, and drew her conclusions with swift security. If ever she had been disposed to blame, she forgave her sister-woman amply. “Of course she liked him throughout, she did not know her own heart!” she cried with enthusiasm. “Poor thing, how I can feel for her!” If there was a certain incongruity in the epithet as applied to Anne, Millie did not quarrel with it. “And I like him, I like him too! He has shown himself above the common herd. Men are so petty in their unforgivingness, so vain of pretending to be marble! He is the more of a hero, for not setting up to be other than flesh and blood. He will win her, you will see! unless—” “Unless what?” “I was going to say unless there should be any one she likes better, but there can’t be, or she would not have allowed him to remain with them. No, no, it is going to be the romance of the year. Lucky Millie, to have been let into it!” She looked at her enviously. Millie laughed and feared she had not sufficiently recognised the romance when face to face with it. Fanny’s questions were not at an end. “The first meeting! That would have told one, that would have been delightful to see. Where was it?” Millie hesitated, but not even to her friend would she relate what had actually happened. “I believe he met her as she landed. She missed the steamer, and had to follow in a boat.”
- 71. “Alone?” “No. Mr Wareham was luckily with her. The Mr Wareham.” “Oh, and Hugh Forbes’ friend. That explains. Of course he had something to do with bringing them together again. I could not think how it had been managed, and, my clear, your stories always wanted detail. When it was your turn to tell one, do you recollect how invariably I had to come to the rescue?” She kissed her. “But it’s a blessing to see your dear little face again. If I’d stayed on at Miss Burton’s, she’d soon have had me in the corner. And now that I’m here, I’ll forgive Milborough. At least, I’ll forgive him if he falls in with all your people, and brings home a report of how things are going with Miss Dalrymple and Hugh Forbes. He’s such a dear boy!” “Lord Milborough?” “Hugh Forbes. It’s unselfish of me to wish him to marry her, but I do.” Millie joined in the aspiration, liking to remember what her mother said of Fanny’s quick penetration, and forgetting that here only a part had been offered for her inspection. Such as it was it gave an interest to Norway which their visitor might not otherwise have felt, and Millie was ready, not only to harp on the theme, but to play as many variations as she pleased. The weather changed to wet; in London this is scarcely a drawback, but it may be turned into an excuse. Millie made it an excuse. Her mother grew uneasy at such want of energy; where was the use of imbibing draughts of Norwegian air if the after-results came to no more? Lady Fanny pleaded for indulgence in laziness, the most fascinating pursuit in the world, when you gave yourself up to it.
- 72. “Give yourself up to it when you are as old as I am,” cried Mrs Ravenhill, provoked, only to be told that nothing could be thoroughly mastered which was not learnt young. Lady Fanny, indeed, had by this time gathered more than Millie suspected. She had been sharp enough to note a change, and once that had struck her, would not rest until she had got to the bottom of it. When she expressed a wish to see Mr Wareham, whose novels she liked, Millie remarked indifferently that he had talked of calling while he was in London, and the hint was responded to by a fervent hope that they might not have such ill-luck as to miss him. “I dare not tell your mother, she would despise my weakness. Support me, dear, when I protest against being trotted out. London is unwholesomely stuffy, the only fresh air to be met with in August is in one’s own house, and I can’t live without fresh air.” She was more open in her confidences than her friend, and enlivened the time by description of more than one admirer. According to her, she had met with instances when their affections had shot up with a growth as amazing as that of Jack’s beanstalk. One meeting sufficed, then the proposal followed like a flash, with not even a decent interval for appearances’ sake. “Milborough thinks they are afraid of losing a dividend.” “And you have learnt all this at twenty!” groaned Mrs Ravenhill. But she had to own that Lady Fanny’s warm- heartedness had not suffered. What was most to be feared was that experience would have wrecked her faith in genuine liking, and that the jests she caught up for defence would be turned against her own heart.
- 73. Millie believed that her penetration would extract the real from the counterfeit. “For another,” Mrs Ravenhill agreed. But she feared horror of shams would make her suspicious where her affections were concerned. An old playmate would have the best chance, or possibly a man like Mr Wareham, who, she was ready to allow, had sterling qualities. “Perhaps they will meet,” said Millie demurely. “He spoke of coming here.” “Oh, he will have other things to think about. No, I am only using him as a type of the man Fanny might respect and trust, poor child! It’s a terribly trying position with her fortune, and no father or mother, and Lord Milborough not so steady as he should be.” As the first days passed, Millie felt each evening that the chances for his coming were by so much doubled, and her spirits rose, but when five had slipped by, they sank in waters of dejection. She fought heroically to prevent their loss being discovered, and succeeded fairly, helped by Lady Fanny, who loved fighting of any sort, especially on the side of woman, and was firing her soul with blame of Wareham. She flung herself into the breach with chatter of brilliant nonsense, for which a laugh was sufficient answer, and Millie, who was so ashamed of the unreasonableness of her suffering, that the idea of its being observed was agony, comforted herself with the assurance that she had joined gaily in the conversation, and betrayed nothing.
- 74. Chapter Sixteen. Straws. By Sunday Millie had given up all thought of seeing Wareham. He had told her that his stay in London could not exceed a few days, business might keep him there so long, but he had even talked of a quicker escape, and laughed at his probable solitude and discomfort at a club where workmen would be in possession, and he’d be hunted out of his favourite corners. The difference in comfort between a train on and off the line, he declared. “Women manage better in their worst domestic emergencies, but man is a helpless animal.” “From what you have told me, though, you have liked to rough it in other places?” Millie remarked in wonder. “To rough it—yes. That is easy enough. To be uncomfortable in the midst of luxury is quite another matter, and there I rebel. If the best cook in London is in the kitchen, why should I dine on a burnt chop?” He laughed as he said it, and she consoled herself for what seemed the blemish of self-indulgence in her hero, by the conviction that he spoke in jest. But it came back to her, and she reflected with a sigh that he had probably found his conditions irksome, and fled from them. She was spared shock to vanity, for she had never thought of her own attractions as strong enough to influence his staying, and it had only been a modest hope that they had become so friendly that he would keep his promise to see them which was disappointed. When Sunday afternoon came, it was not expectation which held her at home, but a dislike to Miss
- 75. Burton, to whose house Lady Fanny, accompanied by Mrs Ravenhill, had dutifully betaken herself. She sat with a book on her lap, languidly idle, when Wareham was introduced. Pleasure leapt into her eyes. “We thought you were gone!” “Only delayed and busy.” “You have been able to endure your club?” He laughed. “I have not had the time to consider my miseries. I dare say they have been of the worst. How is Mrs Ravenhill? Your maid said that she was at home, and I hoped in this weather!” “I expect her every moment. You know she never minded weather, for as to that we seem to have left all that is delightful in Norway. You have not heard from them?” Wareham laughed. “I see you have already forgotten the fate of letters, how slowly they get out of your delightful country! Besides, I expect none.” He looked healthy and in good spirits. Millie’s own rose. She pointed out all the treasures to him; he had seen them before, but already they had acquired memories, which is but another word for history. This came from Stavanger, that from Odde. “But nothing from Gudvangen, which was the nicest place of all,” she cried. “Pity that strawberries are not solid reminiscences,” he said, laughing, whereupon she ventured a bantering remark upon his own experiences. “You nearly had too much of my nicest place.”
- 76. “Very nearly.” His tone did not encourage her to continue, and she was sensitive to all its changes, yet the subject attracted her inevitably. If she left it, it was only in appearance. Wareham, on his part, was always freshly struck with the fact that she was prettier than he imagined, and as he wanted to forget Anne, he carefully impressed the discovery upon himself. A heart which had suddenly grown restless was something new to him, for many years he had declared that it would trouble him no more, and from its quiet vantage-point had discoursed philosophically and wisely to Hugh and his fellows. It is bewildering to conceive yourself standing on a solid hill, and to find yourself shot into the air by a volcano, and Wareham was annoyed both with the volcano and with Anne. Away from her, her power waned; he admitted her charm, but could weigh it against this or that, and face probabilities. What he told himself was, that it was, after all, probable that Hugh would win the day. His youth, his impetuosity, and the liking she acknowledged, would all stand him in good stead. Vanity might whisper that she had shown decided marks of preference for himself, but if he had had the chance, it was very certain that he had put it behind him. Even—and here there came another restless throb—even if Hugh were once more dismissed, she was not likely to forget what almost amounted to rejection of her overtures. He did not repent. He thought of her as a splendid woman, dwarfing others, but at any cost to himself he was glad to have been true to his friend. What he did writhe under, and heartily wish he could undo, was the letter, the pursuing letter, by this time probably in Hugh’s hands. His first act, on reaching London, had been to go to Hugh’s club and ask for his letters, hoping that he might thus intercept his own. All that he learnt, however, was that those that had reached
- 77. had been already forwarded. Vexation—more than vexation —he might feel and did, but for the letter there was no recall. Therefore, nothing remained but to wait and leave matters as they were. And his blood had cooled. Away from her, he could even imagine obeying wise dictates, and resigning her, though she might be free; nevertheless he was conscious all the while that once remove the restraint, and his heart might again astonish him by independent action. Meanwhile he was glad to find that he liked being with Millie. Towards her he felt calm friendliness, and the sensation was as refreshing as cool air to a fevered head. He thought of her as some one to whom he could talk without dread of misconception, the idea that she liked him had never entered his mind; the companionship which might easily have proved irksome had not chafed, because she and Mrs Ravenhill were careful to avoid anything which had the appearance of a fetter. The two were chatting gaily when Mrs Ravenhill and Lady Fanny returned. Fanny had pointed, in dumb show, to a man’s hat in the hall, and lifted her eyebrows interrogatively. Questions in a small house were to be avoided. Mrs Ravenhill shook her head. Fanny had already guessed, but the mother had no more thought of Wareham than of any other accidental acquaintance, and expressed her astonishment upon seeing him. “I hardly thought you would have found us out, or, indeed, that you would have stayed on in town.” “You have not flown yourselves?” “Oh, women, women! They do not require all that a man demands; besides, a house is an anchor, and we only
- 78. occasionally drag ours. Let me introduce you to Lady Fanny Enderby.” The ground was gone over again, and the possibility of Lord Milborough falling in with the friends they had left discussed. Lady Fanny promptly showed her interest in Miss Dalrymple. “And I hear that Mr Forbes is of the party, so now one knows what to expect.” In spite of philosophy, Wareham felt keen inclination to fall foul of this assurance. Mrs Ravenhill said briskly that she hoped things might turn out well for the young man, for there was something very attractive about him. She asked Wareham whether he would dine with them on the following day, with a sort of apology. “We don’t give dinner-parties, but we have shared a good many indifferent meals together of late.” “Thank you—I am afraid I am leaving London to-morrow,” he said hesitatingly. The next moment he added—“After all, I don’t see why I shouldn’t afford myself the pleasure. I will put off going until Tuesday.” Lady Fanny drew her own conclusions, and they were favourable. For a man to stay in London for the sake of dining with three women, she felt, spoke volumes. Her own experience in signs was so much more extensive than that of either Mrs Ravenhill or Millie, that she looked on them from heights as a professor would look at a tyro, and smiled at the mothers unconsciousness, and at Millie’s—to her— evident perturbation. She longed to cry at her—“Dear, don’t be a goose! Take your due, or you will never have it!” but comforted herself with the reflection that perhaps Wareham was used to women who expected much, and that Millie’s
- 79. absence of assertion might constitute her charm. The censor thought it bad for him, and her fingers tingled with the wish to teach a lesson, but it must be remembered that she judged him as an incipient lover; and that her haste for the happiness of her beloved Millie led her to jump at unwarrantable conclusions. They would have amazed Wareham, who felt that here he was free from the heated atmosphere in which he had lived of late. Prudent Fanny avoided comments, of which she knew the danger. She contented herself with remarking that evening to Mrs Ravenhill— “I am so glad you asked Mr Wareham to dine. I am sure it was a tribute to my curiosity.” “To be candid, I believe it was because I thought I must, after having seen so much of him in Norway, but I am glad if it pleases you. Were you really curious to meet him?” “Of course I was. Ever since I heard that you had travelled with Miss Dalrymple and Mr Wareham, I have felt that life had been unfairly generous to you for a whole fortnight, and I was so dull all that time! The most humdrum people you ever saw were collected at Thorpe. Whatever wits I possessed before were sat upon, and the poor things don’t yet know whether they may peep out again.” Millie remarked that she appeared to have amused herself. “No, no, no such thing! Neither myself nor any one else. And there were you with an author, a beauty, and a revived romance. How could you come away?” Mrs Ravenhill laughed. “We didn’t feel necessary.”
- 80. “And you brought the author.” “Yes. If Millie’s ideas were correct, the poor man had nothing for it but to fly.” “Why?” Lady Fanny pricked her ears. “She fancied he had lost his heart to Miss Dalrymple. I don’t know, I am sure, if she was right, but it is quite possible. According to you, Fanny, such matters don’t take long, now- a-days.” Lady Fanny had received a shock, though she carried it off stoutly. “Oh, no, not long. But his heart is safely buttoned up under his waistcoat; trust me! Admire her, he would, he must— that doesn’t include loving. Besides—his friend! Why it would be base, dishonourable! Millie, you are an uncharitable little ignoramus, to take such ideas into your head.” And Millie was content to think so. The next day was brilliantly fine, and they were to go to tea at the Tower, and as Lady Fanny had never seen it, the sights were to be pointed out to her beforehand by a special warder. They went by Underground, and on the way to the South Kensington station, a gentleman doubtfully crossed the road, and was struck by amazement at finding himself before Lady Fanny. Mrs Ravenhill perceived that he was a clergyman, tall, and, at this moment, pink. He began to stammer vague sentences, mixtures of pleasure, astonishment, apology, Lady Fanny surveying him with a frown.
- 81. “What could bring you to London at such a time?” she exclaimed severely, and introduced him as Mr Elliot, Mrs Ravenhill gathered that he came from the neighbourhood of Thorpe, and inspiration led her to see in him a supporter for Mr Wareham that evening, with the want of which her mind had been troubled. She asked him to dinner, as an acquaintance of Lady Fanny’s, and increasing pinkness did not prevent his absolutely leaping at the proposal. But when they had left him, Fanny fell upon her. “What possessed you? The idea of being saddled with Mr Elliot! He will sit mute.” “He might do worse. But I am not afraid. You will make him talk.” “I? Not I! I have no patience with him. He is the most preposterous man!” “Fanny, you’re not really vexed?” whispered Millie, as they went down the steps. Her friend darted a look at her. They had to fall into single file, and there was a rush for the train. On a fine autumn afternoon there is no more delightful spot in London than the Tower. The great river flows by, alight with sunshine, crowded with life; and here as elsewhere, privilege leads to pleasant paths. They strolled where they pleased, and lingered. The river front held them long. Transforming sunshine softened stones and the old tragedies which clung to them; as for the green, it was so inviting a spot that Fanny declared it made her wish to be beheaded there. She flashed here and there in her most fitful mood. Millie could not make her out; she herself declared that the sun intoxicated her, yet once the other girl imagined that she caught a gleam of tears in the grey eyes,
- 82. swept out of sight the next moment. Something was amiss. Perhaps she would rather go home. Millie did not dare put the question, but she flung out a rope. “This tea? Must we go to it?” “Must we! How soon may we? was in my mind,” said Fanny promptly. “Sympathy with Guy Fawkes has exhausted me, and my ideas drop greedily to the level of tea-cakes. Come, Mrs Ravenhill.” No more suspicion of a tear. Millie, happy herself, believed she had been mistaken, and amused herself by watching how the young men of the party drifted to Fanny’s side. She flung sparkling sentences about, and told one or two stories with irresistible mimicry. The Tower was talked of, and the old traditions which are not permitted to live on, even there; history was compared to a captive balloon, kept floating before our eyes till a prick collapses it. “More like an old picture, gaily painted over. We bring our turpentine and away flies the decorative colour, leaving truth dingy,” said Lady Fanny. “The warders of the Tower are placed there to prevent either catastrophe,” said young Sir Walter Holford. “They have strict orders to admit neither dynamite nor Professor Winter.” “Is he dangerous?” “Destructive. If any man can pull down Church and State, there you have him.” “And he looks so amiable! Once I met him, and he fascinated me with the history of our own village, until I saw it in all its developments.”
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