In Chapter 1 we talked about how the project management process can be used. We said that the process can be used by individuals in the performance of their individual tasks as well as by project leaders to lead the performance of the tasks of others.

In Chapter 4, we established the project and program types. We saw that there are seven types of projects and programs. Each project or program has its own characteristics, and as we progressed through the types, we saw that they tended to get larger and larger and more and more complex. We went from a small project consisting of perhaps a half-dozen people performing a relatively simple task to a large scale program consisting of hundreds of people and performing a complex set of tasks.

Clearly, one type of project manager with one set of learned tools cannot lead tasks of such breadth and diversity. This was resolved by introducing five project and program skill sets in Chapter 4.

Now is the time to put it all together. To apply the project skill levels to the project and program types. It’s time to put the round peg into the round hole and the square peg into the square hole—so to speak.

In this chapter I hope to show how all that training you got in Chapter 4 is now applicable to the project and program tasks you are to lead.