I arrived at the university at around seven in the morning, still feeling the weight of the six hour travel I had just gone through. My body was tired, but my mind was awake because this day mattered to me. It was our last meeting for the subject, and for some reason I carried this expectation that this session would be richer and heavier than the previous ones. I walked to the building with the same routine steps, but my thoughts were already preparing themselves for whatever I would learn. When I reached the room around 9, our facilitator was already inside. That made me straighten up a bit, because it signaled that we were about to start.
Once the class settled, our facilitator opened the morning with a question about the progress of our projects. Our project involved selecting an institution or company and analyzing how they handled different aspects under the knowledge areas of project management. Monitoring and evaluation were the focus for that moment, so each of us was expected to report our updates. I was assigned to Project Scope Management, and we had already conducted an interview with the representative of the company we were studying. As soon as it was my turn, I shared what I had learned, especially the challenges they had in defining and controlling scope. I realized during the interview and while sharing it in class that scope is not just a list of tasks. It is a clear definition of what is included, what is excluded, and how to manage expectations. The company faced issues when clients changed requests in the middle of execution. Hearing myself explain it out loud made me see how theory and practice actually meet, and how real companies struggle with things we often treat as simple concepts on paper.
After my update, my classmates shared theirs, and that also widened my understanding. One of them covered Project Integration Management. Our facilitator referred to integration as the angel of the group because everything relies on it. Integration is where everything connects, and without it the rest of the knowledge areas cannot function properly. My classmate explained how our chosen institution tried to align processes, documents, and decisions, and I saw how difficult it is to keep everything balanced. Listening to her made me reflect on how integration requires more than technical skill. It requires awareness, communication, and the ability to see the bigger picture. It also reminded me that a project manager cannot afford to look at one knowledge area in isolation. Everything is linked. Everything affects everything else.
During the sharing, our facilitator also kept reminding us about something important. We were not just gathering information from interviews. We had to validate it. He emphasized triangulation many times. Validate what the clients say. Validate what the facilitator says. Cross reference. Make sure every claim is supported by proof. I took that as a clear message about how real project work should be handled. It is not enough to rely on one source. Not even two. You need multiple perspectives to understand what is truly happening. I reflected on this while listening to my classmates because it made me realize that sometimes we rely too much on what one person says, especially someone in authority. But in project management, accuracy is essential. Decisions affect time, cost, and scope, and mistakes can be expensive. That is why validation matters. It is a habit that we need to strengthen.
We eventually moved to the outputs that we were required to create. We were reminded that templates would be part of what we would produce. These templates should not be random. They have to be based on what we learned from the interview, the issues we identified, and the theoretical frameworks. Again, the reminder was centered on purpose. Templates are not just files. They are tools that address real organizational problems. That made me view our project with more responsibility. I started thinking of how the scope template I would create could be something the company could actually use to avoid miscommunication in the future.
The presentation of other knowledge areas continued. Project Time Management and Project Cost Management was discussed as well. The updates for cost especially caught my interest because the company involved used a price book system. They listed their items, budgets, and projects across about twenty nine countries. Managing labor cost differences between countries was a challenge they always faced. For example, labor in Argentina had different financial indicators compared to labor in other countries. This detail showed me how complex cost management becomes when a company operates across borders. Exchange rates, currency changes, and labor standards differ, and the project manager has to incorporate all of that into planning. It made me appreciate how cost management is more than simply preparing a budget. It is dealing with financial realities, risks, and economic differences.
At this point, our facilitator added something that made me think deeply. He said we do industry analysis to help the industry. We offer theoretical knowledge because that is what advanced studies should develop in us. He even mentioned that in the academic world, masters students are specialists while doctorate students become theorists. That statement hit me because it reminded me of why I was studying in the first place. It is not just for compliance. It is not just for grades. It is to gain depth. To understand the world of project management at a level that allows me to help companies, not only from experience but also through theories that guide better decisions.
Before moving to the discussion proper, our facilitator reminded us again of another requirement, the vblog. It had to include three project management tools, and he told us to think of the future, especially our capstone project. That made me reflect on how every requirement is connected. Nothing is isolated. Everything we are doing prepares us for one bigger thing. Even the vblog becomes a practice ground for explaining concepts clearly and applying tools correctly.
When we began the main discussion, we returned to defining what a project really is. A project is unique, complex, and connected. It operates within a specific time, within a budget, and according to a specification. After hearing this again, I started thinking about how simple the definition seems but how challenging it is in reality. Every part moves, and when one part is affected, everything moves with it. This brought us to timelining. Our facilitator emphasized that if one item changes, it has a chain reaction. If cost increases, the scope might widen. If the scope widens, time might stretch. This is where the project triangle becomes real. Cost, scope, and time are always influencing one another. I reflected on my own assigned knowledge area and saw how scope can change the whole system. It is like one small decision can shift the entire plan.
The discussion about SMART objectives made me think about how goals should be constructed. But something new was added. SMART becomes SMARTER. The E stood for enjoyable and the R for rewarding. I found that interesting because we often treat goals in a rigid way. But adding enjoyable and rewarding made me think that objectives should not only be measurable and achievable but also meaningful for the people involved. It gave me a different perspective on how motivation affects performance in project teams.
After the discussion on SMARTER objectives, our facilitator shifted the topic to research, which I found especially relevant. He reminded us that research is a human activity based on intellectual investigation. There are many definitions, but at its core, research is about seeking knowledge systematically and thoughtfully. I realized that in today’s world, information is easily accessible online. This accessibility does not replace the value of careful research. What struck me most was his reminder not to claim superiority over others just because information is available. This statement made me pause and reflect. In project management, humility is as important as expertise. We may have tools, techniques, and theories, but they are only useful if applied with respect for real-world contexts and for the people involved in a project.
As the class progressed, we returned to our projects. Our facilitator emphasized that by this point, we should already have a project concept in place. The process he described was clear and methodical: reflect, write, revise, communicate, receive feedback, and reflect again. Each step builds on the previous one. I thought about my capstone project and realized that I had been so focused on completing tasks that I sometimes overlooked the reflective aspect. Reflection allows you to understand why decisions are made, not just what decisions are made. It also helps identify the novelty of your work. When he asked, “What is the novelty of your capstone project?” I had to think deeply. Novelty does not only mean doing something entirely new. It can be applying existing knowledge in a creative or more efficient way. It can be solving a problem more effectively or exploring a gap that has been overlooked. This question made me pause and evaluate the depth of my own project. Am I only replicating existing methods, or am I contributing something meaningful?
Another point I took to heart was the constant emphasis on validation. Gathering information through interviews is important, but triangulating that data and validating it against other sources ensures reliability. I noticed during my reflection that I often assume interviews are sufficient. This class reminded me that one perspective is never enough. Every claim, every insight, must be verified. This principle applies not only to data collection but also to decision-making in projects. In the future, I will approach information critically, always seeking confirmation and cross-referencing to avoid errors. I see now that this habit is a skill as important as technical knowledge.
Sharing outputs with classmates was also a valuable learning experience. Presenting knowledge areas and templates made me aware of how communication and collaboration play into project management. Templates are not just formalities; they are practical tools designed to address problems. Observing how classmates prepared theirs helped me think about clarity and usability. I started to realize that in professional contexts, the best solution is useless if it is not understandable or actionable. This reinforced my belief that project management involves both technical expertise and the ability to translate that expertise into tools others can use.
As the day progressed, the facilitator connected our projects with broader concepts. We revisited the project triangle: cost, scope, and time. He stressed that these are not isolated variables; they are dynamically connected. A change in one element inevitably affects the others. I reflected on how often I have treated these as separate components in practice exercises. Now I understand that true project management requires a systems-thinking approach. For instance, an increase in cost may allow for a wider scope but may require more time. Each adjustment triggers a cascade of effects. This understanding reshaped my approach. I realized that every decision I make in a project must account for multiple impacts simultaneously. It also reminded me that project management is about balance. You are constantly negotiating trade-offs to achieve overall objectives.
The discussion about objectives being SMARTER rather than just SMART also left an impression. I have often thought about objectives in terms of measurability, attainability, and deadlines. The addition of enjoyable and rewarding made me reconsider motivation as an integral part of project design. If objectives are enjoyable and rewarding, teams are more likely to remain committed and creative. I reflected on my previous experiences in projects where motivation was low. Even when plans were solid, lack of engagement led to delays and poor outcomes. This perspective taught me that emotional and human factors are just as important as technical ones. Projects are managed by people, not just systems.
By the time the class paused in the morning, I felt a mixture of exhaustion and fulfillment. The morning had been intensive, but it was also rich in learning. I left the room with a notebook full of notes, ideas for templates, and reflections on my project. While walking as I go to take my lunch, I replayed the discussions in my mind. I thought about how each knowledge area connects to the others. I thought about the responsibility of validating information and the importance of integrating theory with practice. I thought about scope, time, and cost not as abstract terms but as living elements that affect real projects. I realized that project management is not just about completing tasks. It is about understanding complexity, anticipating challenges, making informed decisions, and continuously learning.