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Project Management and Leadership Essay

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Updated: Feb 21st, 2021

Law of Timing: example

In leadership, time is very critical. Good leaders are those who know the right time to offer leadership. In many instances, the difference between success and failure of an endeavor is determined by timing. Therefore, a leader who indulges in the wrong action at the wrong time should be ready to bear the consequences (Maxwell, 2007). It was the case that happened in New Orleans during Katrina. Mayor Nagin’s poor leadership during such a crucial time led to devastating results.

How does the Law of Explosive Growth apply to the Law of the Inner Circle?

The law on explosive growth asserts that leaders who aim at adding growth, lead followers. On the other hand, those who aim to multiply lead leaders. According to the law, great leaders develop other leaders to enhance their success. Besides, great leaders focus on the strengths of their followers and treat individuals differently. The law of explosion emphasizes that great leaders invest in others and grow by multiplication. This is connected to the law of the inner circle, which asserts that a leader’s potential is determined by those closest to him (Maxwell, 2007).

Does the chart on page 251 of “The 21 irrefutable laws of leadership” book make sense?

The chart explains the law of explosive growth, and it is very sensible. The chart depicts the difference between a leader who develops followers and a leader who develops other leaders. The leader who develops followers adds to the growth of the organization. However, when a leader develops other leaders, the value of the organization is multiplied (Maxwell, 2007).

Law of Legacy

Different people leave different legacies, which can be either positive or negative. The most important thing in making the choice would be to know the legacy that one would like to leave behind. The next step would be to leave the legacy that one has identified (Maxwell, 2007).

What problems are associated with applying PERT to small programs?

The critical path method (CPM) and program evaluation review technique (PERT) is analytical management techniques used to organize complex projects. Collectively, they are under network analysis. When dealing with small programs, there is a common problem related to scalability. Notably, the small projects are not easily scalable.

Should a PERT/CPM network become a means of understanding reports and schedules, or should it be vice versa?

The critical path method is an important managerial tool for understanding and scheduling the many activities in a complex project. The network analysis should be used to clarify reports, schedule, and duration of a project. The Crosby manufacturing corporation should adopt the network analysis that will enable them to understand the complex reporting procedures (Meredith & Mantel, 2012).

Who prepares the schedule? Who updates the schedule?

A schedule involves the construction of charts and graphs that can be used to control the project and be used by the customer by facilitating reporting (Kerzner, 2009). As such, the schedule is prepared by the contractor who is responsible to maintain and update it as the project progresses.

Problem 1: Who should present the data to the customers?

When presenting the data to the customers, a lot of factors are put into consideration (Kerzner, 2009). The key factor is the motive of such information. Mostly, the top management will present the data to customers.

Problem 2: Should the customers have the right to dictate to the contractor how the schedule should be prepared and presented? What if this request contradicts company policies and procedures?

Various techniques can be used to present data to clients. Customers may demand the adoption of a certain reporting technique. However, in instances of conflict between customer demands and the company policy, the client should negotiate with the management to attain a compromise (Kerzner, 2009).

Problem 3: Should a different set of schedules and charts be maintained for out-of-house as well as In-house reporting? Should separate schedules be made for each level of management? Is there a more effective way to use these types of problems?

Different schedules convey different messages relevant to a given level of authority. Each level of management should have separate schedules that enhance the proper delegation of authority (Kerzner, 2009).


Kerzner, H. (2009). Project management: A systems approach to planning, scheduling, and controlling. Hoboken, N.J: John Wiley & Sons.

Maxwell, J. C. (2007). The 21 irrefutable laws of leadership: Workbook : follow them and people will follow you. Nashville, Tenn: Thomas Nelson.

Meredith, J. R., & Mantel, S. J. (2012). Project management: A managerial approach. Hoboken, NJ: Wiley.

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