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Cape Wind Approved by Federal Government as America’s First Offshore Wind Farm; Project Will Add
Clean Energy Jobs for Region More than 10 years ago, project managers for Energy Management, Inc.,
began their work to develop America’s first offshore wind farm on Horseshoe Shoal in Nantucket Sound,
Massachusetts. Three-quarters of the electricity needs for the Cape and Islands will be provided by the
130 wind turbines. With strong, consistent winds and close proximity to landfall and electrical
interconnections, Cape Wind’s turbines will be in protected shallow water and out of the way of shipping
channels, commercial boating routes, and air traffic. The project began with the gathering of weather
data to determine if the development project was feasible. The 196-foot-tall tower measured the wind at
three different levels to gather environmental data and information for the design of the wind park. The
project team shared the wind, wave, tide height, current, and water temperature information with
schools and colleges to help them learn more about local weather patterns. In 2002, Energy
Management, Inc., hired an assistant project manager to be responsible for project management and
community outreach. Other project managers are responsible for the overall design of the plant
facilities, management and coordination of all site-related activities, geotechnical investigations, surveys
and tests, environmental assessments, local and state permit approvals, procurement of easements
necessary for construction and operation, site selection, fatal flaw analysis, financial modeling,
environmental permitting, working with lenders, design and construction contracting, procurement,
construction, and start up. Project managers worked with other project teams to complete
environmental, geological, and oceanographic studies. Four of the project leaders have more than 100
years of project management experience combined. Jim Gordon, president of Cape Wind, stated, “What
enabled Cape Wind to reach this crucial milestone is steadfast support of leading environmental, labor,
health and trade organizations and the support of the overwhelming majority of Massachusetts citizens.”
Cape Wind project managers have implemented the leadership, communication, and problem solving
necessary for successful project completion. Gordon commented about the citizens and community
leaders, “We appreciate their involvement in helping to shape the project.” “We at Cape Wind share our
neighbors’ concerns for the environment—local, regional, and global—and act accordingly. Our
philosophy toward community relations is simple. Be honest and open, be a good neighbor, and
safeguard our shared resources and environment,” affirmed Gordon about the project work for the
development of Cape Wind. The draft environmental impact statement was 3,800 pages in length. The
team opened a comment period for 108 days and held four public hearings to gather comments about
the project. Project managers listened to members of the fishing industry to ensure a minimal impact on
recreational and commercial fishing. The 1/3- to 1/2-mile distance between turbines allows for
navigation without obstruction. Other impacts to avian, marine, and bottom-dwelling animals have been
found to be localized, temporary, and short term. Communication with community members was
supplemented with information about the economic benefits of the project. An expectation of benefits
from construction jobs during the peak construction phase and operations jobs to monitor, operate, and
maintain the wind farm park was reported in an economic impact study. Other projects related to
conservation of the environment and development of ecotourism are under development. The majestic
view of the 130 turbines can only be seen up close in the water; the slender supporting towers will blend
into the horizon when viewed from the shore. Mary Jane Curran, environmental program coordinator at
Cape Cod Community College, commented, “I firmly believe that the Cape Wind Project has served as a
catalyst to raise the level of awareness and understanding among Cape Codders [about] how renewable
energy will reduce our dependence on fossil fuels and begin to provide clean air for our region. I firmly believe that this project has sparked an economic development opportunity for a renewable energy
industry here on the Cape.” Other comments collected reflect the success the project team has had in
performing the primary responsibility of a project manager: providing leadership in planning, organizing,
and controlling the work to accomplish the project objective. The reduced turbulence of wind offshore
compared to the wind on land is expected to extend the life of the wind turbines to more than 20 years.
The project team is already planning the decommissioning of the turbines as part of the development
plan. It is the people, not the procedures and techniques, who are critical to accomplishing the project
objective. Procedures and techniques are merely tools that help people do their jobs. For example, an
artist needs to have paint, canvas, and brushes to paint a portrait, but it is the skills and knowledge of
the artist that allow a portrait to be created with these tools. So, too, in project management are the
skills and knowledge of the people involved vital for producing the desired result. This chapter focuses
on one very important person: the project manager. You will become familiar with The responsibilities of
the project manager The skills needed to successfully manage projects and ways to develop project
manager competence Approaches to effective delegation How the project manager can manage and
control changes to the project Based on information from Cape Wind Associates, LLC., “Cape Wind
Approved by Federal Government as America’s First Offshore Wind Farm; Project Will Add Clean Energy
Jobs for Region,” http://www.capewind.org/news1099.htm, 2010. LEARNING OUTCOMES After studying
this chapter, the learner should be able to: Discuss three responsibilities of a project manager Identify,
explain, and practice at least five skills and abilities a project manager should have Describe and take
actions to develop project manager competence Discuss and practice effective delegation Explain how to
manage changes Project Manager Responsibilities It is the responsibility of the project manager to make
sure that the customer is satisfied that the work scope is completed in a quality manner, within budget,
and on time. The project manager has primary responsibility for providing leadership in planning,
organizing, and controlling the work effort to accomplish the project objective. In other words, the
project manager provides leadership to the project team to accomplish the project objective. If the
project team were an athletic team, the project manager would be the coach; if it were an orchestra, the
project manager would be the conductor. The project manager coordinates the activities of the various
team members to ensure that they perform the right tasks at the proper time, as a cohesive group.
PLANNING Reinforce Your Learning
1. What two benefits does the project manager realize by involving the team in developing the plan?
First, the project manager clearly defines the project objective and reaches agreement with the
customer on this objective. The manager then communicates this objective to the project team in such a
manner as to create a vision of what will constitute successful accomplishment of the objective. The
project manager spearheads development of a plan to achieve the project objective. By involving the
project team in developing this plan, the project manager ensures a more comprehensive plan than he
or she could develop alone. Furthermore, such participation gains the commitment of the team to
accomplish the plan. The project manager reviews the plan with the customer to gain endorsement and
then sets up a project management information system—either manual or computerized—for
comparing actual progress to planned progress. It is important that this system be explained to the
project team so that the team can use it properly to manage the project.
ORGANIZING Reinforce Your Learning 2. The project manager secures the __________ __________ to perform the work and then assigns
__________ and delegates __________ to specific individuals for the various tasks.
Organizing involves securing the appropriate resources to perform the work. First, the project manager
must decide which tasks should be performed by internal staff and which tasks should be outsourced to
subcontractors or consultants. For tasks that will be carried out internally, the project manager gains a
commitment from the specific people who will work on the project. For tasks that will be performed by
subcontractors, the project manager clearly defines the work scope and deliverables and negotiates a
contract with each subcontractor. He also assigns responsibility and delegates authority to specific
individuals or subcontractors for the various tasks, with the understanding that they will be accountable
for the accomplishment of their tasks within the assigned budget and schedule. For large projects
involving many individuals, the project manager may designate leaders for specific work packages or
groups of tasks. Finally, and most important, the task of organizing involves creating an environment in
which the individuals are highly motivated to work together as a project team.
CONTROLLING Reinforce Your Learning
3. The project manager implements a project management information system to serve what two
functions?
To control the project, the project manager implements a project management information system
designed to track actual progress and compare it with planned progress. Such a system helps the
manager distinguish between busyness and accomplishment. Project team members monitor the
progress of their assigned tasks and regularly provide data on actual progress, schedule, costs, and
earned value of the work performed. These data are supplemented by regular project review meetings.
If actual progress falls behind planned progress or unexpected events occur, the project manager takes
immediate action. She or he obtains input and advice from team members regarding appropriate
corrective action and how to replan those parts of the project. It is important that problems, and even
potential problems, be identified early and corrective action taken. The project manager cannot take a
“let’s wait and see how things work out” approach—things never work out on their own. The project
manager must intervene and be proactive, resolving problems before they become worse.
Reinforce Your Learning
4. The project manager has primary responsibility for providing leadership for what three management
functions?
The project manager plays the leadership role in planning, organizing, and controlling the project but
does not try to do it alone. She or he involves the project team in these functions to gain the members’
commitment to successful completion of the project. Project Manager Skills The project manager is a key
ingredient in the success of a project. In addition to providing leadership in planning, organizing, and
controlling the project, the project manager should possess a set of skills and abilities that will both
inspire the project team to succeed and win the confidence of the customer. Effective project managers
have strong leadership ability, the ability to develop people, excellent communication skills, good
interpersonal skills, the ability to handle stress, problem-solving skills, negotiating skills, and time
management skills.
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