Introduction
The company launched a construction project. They used the current landscape and filled in the spillway, serving as a pool for a dam to build a road to the remote property. As a result, a few years later the disaster caused by the landscape change cost lives of ten people.

I agree with Michelle LaBrosse (2010) that standards, rules, and communication with all stakeholders are crucial for the business initiative’s success. In the article, the project owner used a shortcut to reduce work cost and skip the approval period; he perceived the task as it is instead of building a concise to-be-model, understanding changes, and estimating the consequences.

Evidently, a quick way is a solution for achieving short-term goals, such as completing the task in the interest of the only stakeholder. Meanwhile, there are multiple pitfalls from a long-term perspective. Exploring the alternative scenarios to develop a robust roadmap is a primary aim in planning.

 

“Just Do It” is not Enough
LaBrosse (2010) classifies the executive’s modes into “just do it,” “thinking out of the box,” and “planners” to emphasize the last one adheres to bonafide management. I partially agree with the statement, for it depends on the project scale; the scale applies to the organization’s size, market power, and the number of stakeholders. Indeed, as a company grows, the roles and responsibilities diversify to become more precise in their duties. Thus, any organization operating in a field that solicits the interests of several stakeholder groups must hire a PMP.

On the other hand, the executive with labels “think out of the box” or “just do it” may possess such hard skills as strategic planning. All three categories of the leader’s characteristics are skills that may be learned and developed. Therefore, the managers can accumulate the three attributes in their professional expertise. Given that, the business owner is a professional who heads up project management based on his knowledge and experience.

The innovative people can understand and adhere to standards, consider all parties’ interests and respect rules. Meanwhile, it is advisable to hire a PMP to assure the project management is in focus of the specialist in the exact narrow field of study.

Project Life Cycle. PMBoK. Phases & Areas
PMBoK stands for Project Management Body of Knowledge and refers to ten management areas. The four stages of project development characterize the Project Life Cycle. Figure 1 represents the process from the initial stage on the top through the closing stage downside. According to Watt (2014), each phase highlights the relevant aspects. 

In the initial stage, the company’s decision to spend limited time and budget would raise a red flag for the legitimation of the project. Therefore, the project might be canceled because of unrealistic low cost and a lack of permission. Ergo, the initial stage of the project life cycle is crucial for checking the viability of the project.

The second issue refers to the stakeholder identification and building a communication plan on the planning stage. It is essential to stipulate and document the expectations of the stakeholders, check risks, and determine the criteria for the project success.

During the closing stage, the stakeholders should sign off the project result as the new road to the remote property (Watt, 2014). That means all participants have expressed satisfaction and agreement to close the project.

 

As for PMBoK, the set of ten squares in the background reflects on the areas of project management (Landau, 2013). The zones in green identify the key aspects for the article case and refer to stakeholders, communication, risk, cost, quality, and time.