{"id":17094,"date":"2023-08-11T12:20:43","date_gmt":"2023-08-11T10:20:43","guid":{"rendered":"https:\/\/pmdoc.ua\/?p=17094"},"modified":"2024-01-25T11:21:32","modified_gmt":"2024-01-25T09:21:32","slug":"project-management-movie-database","status":"publish","type":"post","link":"https:\/\/pmdoc.ua\/en\/project-management-movie-database\/","title":{"rendered":"Project Management Movie Database"},"content":{"rendered":"\n

The world is teeming with films that encompass the realm of Project Management. To leverage these resources, we routinely host pm.CinemaHall<\/a><\/strong> \u2013 a forum where we screen movies and documentaries featuring protagonists executing their projects.<\/p>\n\n\n\n

PM2<\/sup>Db<\/strong>, the Project Management Movie Database, is our ranking of the best project management movies. The higher the number, the more project management tools, methods, processes, and artifacts are used in the film.<\/p>\n\n\n\n

PM2<\/sup>Db<\/th>Title<\/th>Year<\/th>Duration<\/th>Country<\/th>Description<\/th><\/tr>
10<\/td>Ocean’s Eleven<\/strong><\/td>2001<\/td>1h 56m<\/td>USA<\/td>PMDoc.ua\/en\/Oceans-Eleven<\/a><\/td><\/tr>
10<\/td>Pantale\u00f3n y las Visitadoras<\/strong> (Captain Pantoja and the Special Services<\/em>)<\/td>1999<\/td>2h 17m<\/td>Peru, Spain<\/td>PMDoc.ua\/en\/Pantaleon-y-las-Visitadoras<\/a><\/td><\/tr>
9<\/td>Mr. Blandings Builds His Dream House<\/strong><\/td>1948<\/td>1h 34m<\/td>USA<\/td>PMDoc.ua\/en\/two-genres-two-ideologies<\/a><\/td><\/tr>
9<\/td>\u041f\u0440\u0435\u0434\u0441\u0435\u0434\u0430\u0442\u0435\u043b\u044c <\/strong>(The Chairman<\/em>)<\/td>1964<\/td>2h 46m<\/td>USSR<\/td>PMDoc.ua\/en\/two-genres-two-ideologies<\/a><\/td><\/tr>
8<\/td>The Sting<\/strong><\/td>1973<\/td>2h 9m<\/td>USA<\/td>PMDoc.ua\/ru\/the_Sting<\/a> (Google Translate)<\/td><\/tr>
8<\/td>Ford v Ferrari<\/strong><\/td>2019<\/td>2h 32m<\/td>USA<\/td>The narrative encapsulates two intertwined projects:
1. Ford’s Marketing Project<\/strong>: With the objective of elevating the brand’s prestige and subsequently increasing sales, Ford sets its sights on the esteemed 24 Hours of Le Mans. They aim to defeat the dominant Ferrari, thereby shifting the public perception of Ford as not just a mass-market automaker, but also a leader in racing performance.
1. Shelby’s and Miles’ Engineering Project<\/strong>: Entrusted with the ambitious goal set by Ford, Carroll Shelby, an expert car designer, and Ken Miles, a seasoned driver, embark on a technical endeavor. Their mission is to innovate and engineer a groundbreaking race car that can outpace Ferrari.
Throughout the film, the dynamics between stakeholders play a pivotal role. Shelby and Miles frequently grapple with corporate interference from Ford, navigating the complex landscape of balancing technical excellence with corporate expectations. They take calculated risks in design, testing, and race strategy, underscoring the importance of risk assessment and mitigation in project management. Teamwork is paramount, with each member bringing unique expertise to the table. The synergy between Shelby’s design acumen and Miles’ racing insight exemplifies effective team collaboration.
The movie adeptly highlights the challenges and triumphs of managing parallel projects, demonstrating the necessity of clear communication, stakeholder management, and unwavering determination in achieving project goals.<\/td><\/tr>
8<\/td>The Flight of the Phoenix<\/strong><\/td>1965<\/td>2h 22m<\/td>USA<\/td>aabri.com\/manuscripts\/121221.pdf<\/a><\/td><\/tr>
8<\/td>Back to the Future. Part III<\/strong><\/td>1990<\/td>1h 58m<\/td>USA<\/td>PMDoc.ua\/ru\/bttf3<\/a> (Google Translate)<\/td><\/tr>
8<\/td>The Pentagon Wars<\/strong><\/td>1998<\/td>1h 44m<\/td>USA<\/td>PMDoc.ua\/ru\/Pentagon-Wars<\/a> (Google Translate)<\/td><\/tr>
8<\/td>Coach Carter<\/strong><\/td>2005<\/td>2h 16m<\/td>USA<\/td>PMDoc.ua\/en\/Coach-Carter<\/a><\/td><\/tr>
7<\/td>The Founder<\/strong><\/td>2016<\/td>1h 55m<\/td>USA<\/td>The narrative delves into the startup journey of what would become a global enterprise: McDonald’s. At the core is Ray Kroc, a determined salesman who identifies the potential of an innovative fast-food concept initiated by the McDonald brothers.
From a project management perspective:
1. Opportunity Identification and Scope Definition<\/strong>: Kroc recognizes the revolutionary potential of the McDonald brothers’ speedy food service model. This initial identification can be seen as the project initiation phase where the scope and objectives are determined.
2. Stakeholder Management and Negotiation<\/strong>: Kroc, while seeing the bigger picture, negotiates and eventually maneuvers around the McDonald brothers to acquire the franchising rights. This highlights the complexities of stakeholder management and the challenges of balancing original vision with expansion goals.
3. Resource Allocation and Scaling<\/strong>: As Kroc undertakes the ambitious project of scaling the business, he engages in resource planning, ensuring each franchise maintains consistency and quality. This involves strategic decisions on supply chain, training, and branding.
4. Risk Management<\/strong>: Throughout his endeavor, Kroc navigates various risks \u2014 from ensuring consistent quality across franchises to managing interpersonal and business relationships. His approach underscores the importance of proactive risk identification and mitigation in project management.
5. Closing and Transition<\/strong>: The culmination of Kroc’s project management skills is evident as he transitions the startup from a single innovative eatery to a global phenomenon. It’s a testament to the power of effective execution, even if marked by ruthlessness.
The movie provides a case study on managing and scaling a startup project, emphasizing the necessity of vision, stakeholder management, and strategic execution to achieve project goals.<\/td><\/tr>
7<\/td>\u0427\u0435\u043b\u043e\u0432\u0435\u043a \u043d\u0430 \u0441\u0432\u043e\u0451\u043c \u043c\u0435\u0441\u0442\u0435<\/strong> (A Man at His Place<\/em>)<\/td>1973<\/td>1h 41m<\/td>USSR<\/td>MBA and PM mini-course. Communication management, resource problem solving, goal setting, stakeholder management.<\/td><\/tr>
7<\/td>Ast\u00e9rix & Ob\u00e9lix : Mission Cl\u00e9op\u00e2tre <\/strong>(Asterix & Obelix: Mission Cleopatra<\/em>)<\/td>2002<\/td>1h 47m<\/td>France, Italy, Germany<\/td>In the movie, we embark on a distinctive construction project set in ancient Egypt. Cleopatra commissions the building of a grand palace to showcase Egypt’s prowess, appointing the architect Num\u00e9robis to head this ambitious undertaking.
1. Goal Setting and Deadline<\/strong>: From the outset, the project’s scope is clear: a magnificent palace worthy of Cleopatra. The constraints are equally stringent, with a tight deadline set by Cleopatra herself, reflecting the challenges many project managers face in balancing scope, time, and resources.
2. Solution Technology & Innovation<\/strong>: Recognizing the enormity of the task and the impending deadline, Num\u00e9robis seeks innovative solutions. He solicits the help of Ast\u00e9rix and Ob\u00e9lix, well-known for their secret weapon, the magic potion, illustrating the importance of leveraging unique technologies and strategies in project execution.
3. Organizing Work & Resource Management<\/strong>: With the project site in full swing, tasks are distributed based on expertise. Ob\u00e9lix, with his superhuman strength, handles the heavy lifting, while Ast\u00e9rix focuses on strategic and problem-solving tasks, showcasing the principles of effective resource allocation and task delegation.
4. Team Motivation<\/strong>: The continuous supply of the magic potion serves not only as a performance enhancer but also as a morale booster, highlighting the necessity of keeping team motivation high to ensure productivity.
5. Stakeholder Management<\/strong>: Cleopatra, as the primary stakeholder, has high expectations, while the project faces sabotage from rival architect Artifis. This underscores the importance of stakeholder communication, expectation management, and conflict resolution.
6. Problem Solving & Risk Management<\/strong>: The journey is riddled with challenges, from logistical issues to external threats. Ast\u00e9rix, Ob\u00e9lix, and Num\u00e9robis consistently employ creative problem-solving tactics, embodying the essence of risk identification and mitigation in project management.
7 Delivering Results<\/strong>: Despite adversities, the trio, with their combined strengths, manages to construct the palace within the stipulated timeline, reinforcing the significance of timely delivery in project success.
8. Celebration & Project Closure<\/strong>: Upon successful completion, a grand party is thrown, echoing the importance of recognizing team efforts and celebrating project milestones.
Throughout the film, the nuances of project management \u2014 from initiation to closure \u2014 are interwoven with humor and adventure, providing a light-hearted take on the challenges and triumphs of bringing a project to fruition.<\/td><\/tr>
7<\/td>Joy<\/strong><\/td>2015<\/td>2h 4m<\/td>USA<\/td>PMDoc.ua\/ru\/Joy<\/a> (Google Translate)<\/td><\/tr>
7<\/td>\u041e\u0431\u0440\u0430\u0442\u043d\u0430\u044f \u0441\u0432\u044f\u0437\u044c<\/strong> (Wrong Connection<\/em>)<\/td>1978<\/td>1h 33m<\/td>USSR<\/td>The perfect movie to explore portfolio stakeholder management.<\/td><\/tr>
6<\/td>\u0413\u0430\u0440\u0430\u0436<\/strong> (The Garage<\/em>)<\/td>1976<\/td>1h 36m<\/td>USSR<\/td>Determining the personality types of the project team. Leadership during the crisis\/conflict.<\/td><\/tr>
6<\/td>The Martian<\/strong><\/td>2015<\/td>2h 24m<\/td>USA, UK<\/td>PMDoc.ua\/ru\/the_Martian<\/a> (Google Translate)<\/td><\/tr>
6<\/td>Air<\/strong><\/td>2023<\/td>1h 51m<\/td>USA<\/td>PMDoc.ua\/en\/Air<\/a><\/td><\/tr>
6<\/td>Moneyball<\/strong><\/td>2011<\/td>2h 13m<\/td>USA<\/td>PMDoc.ua\/ru\/Moneyball<\/a> (Google Translate)<\/td><\/tr>
6<\/td>Long Way Round: Episode \u2018Preparation\u2019<\/strong><\/td>2004<\/td>44m<\/td>UK<\/td>Watch Episode 1 of a shortened version of the series of 7 epicodes.<\/td><\/tr>
6<\/td>Space Dive<\/strong><\/td>2012<\/td>1h 30m<\/td>UK, USA<\/td>There is very little about project management in the film. Just some scenes when the budget runs out and they have to persuade Red Bull not to close the project. But the psychological stages of the project are shown well.<\/td><\/tr>
6<\/td>The Dam Busters<\/strong><\/td>1955<\/td>1h 45m<\/td>UK<\/td>PMDoc.ua\/ru\/the-Dam-Busters<\/a> (Google Translate)<\/td><\/tr>
5<\/td>The Walk<\/strong><\/td>2015<\/td>2h 3m<\/td>USA<\/td>The first half of the film shows the preparation of the project: goal setting, team gathering, prototypes, testing, training, equipment selection, and research. The second part is a pure show. There is also the documentary Man on Wire (2008). The moderator should watch before the pm.CinemaHall<\/a>.<\/td><\/tr>
5<\/td>Wag the Dog<\/strong><\/td>1997<\/td>1h 37m<\/td>USA<\/td>The management of stakeholders, changes, work with uncertainty, and orientation to the general goal and strategy are well shown. Not Scrum, but Agile.<\/td><\/tr>
5<\/td>Brexit: The Uncivil War<\/strong><\/td>2019<\/td>1h 32m<\/td>UK<\/td>The behavior of the team leader, collection of requirements, and work with stakeholders.<\/td><\/tr>
5<\/td>Raid on Entebbe<\/strong><\/td>1976<\/td>2h 25m<\/td>USA<\/td>PMDoc.ua\/ru\/Raid-on-Entebbe<\/a> (Google Translate)<\/td><\/tr>
5<\/td>Fat Man and Little Boy<\/strong><\/td>1989<\/td>2h 7m<\/td>USA<\/td>The movie portrays the complex project management aspects of the Manhattan Project in New Mexico, focusing on the development of the first atomic bombs. General Leslie Groves, previously successful with the Pentagon construction, oversees the multifaceted project. While he’s showcased in the movie alongside chief scientist Robert Oppenheimer, Groves was actually managing multiple large-scale operations, including uranium and plutonium production plants in Washington State and Tennessee. The project demanded innovative designs due to the distinctive properties of plutonium and uranium. Challenges included rigorous scientific research, mathematical computations, and pioneering processes such as precision high-explosive machining. Oppenheimer’s leadership was pivotal in directing a diverse, multi-ethnic team of professionals, with their commitment unwavering due to the pressing wartime scenario and the global threat posed by Hitler. However, post the German surrender, ethical reservations about the weapon’s usage became evident. The movie provides a glimpse into the intense pressures, deadlines, and moral dilemmas faced during this monumental project.<\/td><\/tr>
5<\/td>The Dogs of War<\/strong><\/td>1980<\/td>1h 42m<\/td>UK<\/td>Organization of a special operation. International stakeholders. Team gathering. Secret deliveries. Fort prototype. The sponsor’s goal is to infiltrate the platinum mines. But the goal of the PM is different. He completes the task but spoils everything in the end.<\/td><\/tr>
4<\/td>Apollo 13<\/strong><\/td>1995<\/td>2h 20m<\/td>USA<\/td>PMDoc.ua\/ru\/Apollo-13<\/a> (Google Translate)<\/td><\/tr>
4<\/td>\u0414\u0436\u0435\u043d\u0442\u043b\u044c\u043c\u0435\u043d\u044b \u0443\u0434\u0430\u0447\u0438<\/strong> (Gentlemen of Fortune<\/em>)<\/td>1971<\/td>1h 28m<\/td>USSR<\/td>The Tuckman model in team building.<\/td><\/tr>
4<\/td>\u0410\u043d\u0434\u0440\u0435\u0439 \u0420\u0443\u0431\u043b\u0451\u0432: \u042d\u043f\u0438\u0437\u043e\u0434 \u00ab\u041a\u043e\u043b\u043e\u043a\u043e\u043b\u00bb <\/strong>(Andrei Rublev: “The Bell” Episode<\/em>)<\/td>1981<\/td>3h 25m<\/td>USSR<\/td>PMDoc.ua\/ru\/Andrei-Rublev-the-Bell<\/a> (Google Translate)<\/td><\/tr>
3<\/td>The Bridge on the River Kwai<\/strong><\/td>1957<\/td>2h 41m<\/td>UK<\/td>In the movie, a British commander embarks on a project to build a bridge to uplift troop morale and negotiate improved conditions from their Japanese captors. Prioritizing site selection, as emphasized by his lead engineer, the commander leverages his team’s expertise to plan and execute the construction. Simultaneously, another operation focuses on the bridge’s demolition. Both projects culminate successfully in a twist of events. The film delves deep into project planning, execution, and the unforeseen challenges in project management.
The movie is long and boring. Before viewing, remove all the tediousness, and leave only projects for the construction and undermining of the bridge.<\/td><\/tr>
3<\/td>The Devil Wears Prada<\/strong><\/td>2006<\/td>1h 49m<\/td>USA<\/td>The journey of the Junior Project Manager.<\/td><\/tr>
3<\/td>\u041f\u0440\u0435\u043c\u0438\u044f <\/strong>(Bonus<\/em>)<\/td>1974<\/td>1h 23m<\/td>USSR<\/td>The Avalanche Method in stakeholder and risk management.<\/td><\/tr>
2<\/td>From the Earth to the Moon<\/strong><\/td>1998<\/td>12 episodes<\/td>USA<\/td>This show presents the development of the United States special program. There are many examples of project management like a scene where a WBS is designed.
For self-viewing. This is a series, so you won\u2019t be able to watch it at the pm.CinemaHall<\/a>.<\/td><\/tr>
2<\/td>The Great Escape<\/strong><\/td>1963<\/td>2h 52m<\/td>USA<\/td>The movie is based on a real-life project that has been widely recognized for its rich lessons in project management. The original story exemplifies meticulous planning and execution, collective team decisions, and the ambitious goal of orchestrating a mass escape under limited resources. It showcases a team with diverse skill sets, high qualifications, and immense motivation, all working under stringent time constraints. However, the film adaptation diverges significantly from this focus. While the narrative remains intriguing and suspenseful, the film predominantly centers on the prisoners’ conflicts with their German captors, only offering glimpses into the project planning and preparation. Those interested in the project management insights would benefit more from reading the account directly, such as the detailed piece available on the PMI website – PMI.org\/learning\/library\/project-lessons-great-escape-wwii-6716<\/a><\/td><\/tr>
2<\/td>The Endurance: Shackleton’s Legendary Antarctic Expedition<\/strong><\/td>2000<\/td>1h 37m<\/td>UK<\/td>A good example of leadership. There is also the 2001 film Shackleton’s Antarctic Adventure. Shorter and also interesting.<\/td><\/tr>
2<\/td>A Bridge Too Far<\/strong><\/td>1977<\/td>2h 55m<\/td>USA, UK<\/td>The film based on Cornelius Ryan’s 1974 book, delves into Operation Market Garden – the Allies’ 1944 endeavor to seize a strategic bridgehead across the Rhine at Arnem, Netherlands. The operation, while backed by seasoned troops and competent leadership, serves as a cautionary tale in project management. Despite its meticulous planning, the mission was hampered by overlooked intelligence on German defenses, resulting in insufficiently equipped airborne troops facing formidable German armor. Further, inadequate communication tools stymied coordination among Allied forces. These shortcomings highlight the critical importance of risk assessment, stakeholder communication, and appropriate resource allocation in project execution. The operation’s failure, underlined by the inability to secure the final bridge, underscores the challenges of managing ambitious projects without addressing key vulnerabilities.
The movie is long and boring. There is little about project management, except for the constant mention of the ‘schedule’, ignoring risks, problems with communication of stakeholders, and summing up the lessons of experience before the retreat.<\/td><\/tr>
1<\/td>Deepwater Horizon<\/strong><\/td>2016<\/td>1h 47m<\/td>USA<\/td>Watch how the situation unfolds before the crisis. It is no longer possible to get out of it until the crisis itself breaks out. Elements of problem-solving.<\/td><\/tr>
1<\/td>The Towering Inferno<\/strong><\/td>1974<\/td>2h 45m<\/td>USA<\/td>The film provides insights into the challenges and perils of construction project management. Newman portrays an architect who has meticulously designed a state-of-the-art skyscraper equipped with advanced safety features. However, cost-cutting measures by the builder and subcontractors compromise the building’s integrity, leading to a catastrophic fire during its grand unveiling. McQueen, embodying a resourceful fire chief, collaborates with Newman in devising innovative solutions to control the blaze. Their combined leadership underscores the importance of interdisciplinary collaboration \u2014 in this case, between architects and emergency services \u2014 to anticipate and mitigate risks. The film, besides its thrilling plot, serves as a cautionary tale on the consequences of sacrificing quality for budgetary gains in project management. The supplementary features offer a deeper dive into the filmmaking process and the genre’s evolution.
By modern standards, it was filmed and played in a very primitive and stupid way. Not even interested in how the crisis develops. View only as a retrospective on construction risk management. Perhaps as a guide to building the right buildings and cutting project budgets the wrong way.<\/td><\/tr>
1<\/td>The Ghost and the Darkness<\/strong><\/td>1996<\/td>1h 50m<\/td>USA<\/td>Project management goes behind the scenes. The main thing in the film is hunting. It can be shown as an example of working with uncertainty, or as solving problems and working with a team.
The main stakeholder puts pressure on the project engineer, the team first rejoices at the arrival of the engineer and accepts him, but then blames him for all the troubles.
It is not possible to cope with problems for a long time, but the main goal and perseverance of the engineer give his result.<\/td><\/tr>
1<\/td>The Internship<\/strong><\/td>2013<\/td>1h 59m<\/td>USA<\/td>You can try on the topic of team building according to the Tuckman model. But with a big stretch.<\/td><\/tr><\/tbody><\/table><\/figure>\n","protected":false},"excerpt":{"rendered":"

PM2Db – a unique resource for all project management enthusiasts and cinephiles alike! At PM2Db, we rank films based on their portrayal of project management methodologies, tools, and practices. Dive into our extensive collection, categorized by PM2Db score, and with a brief description. Whether you’re looking to learn or simply be entertained, pm.CinemaHall is the forum where you can watch and discuss these films with peers.<\/p>\n","protected":false},"author":1,"featured_media":17119,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[361,367],"tags":[743],"class_list":{"0":"post-17094","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","6":"hentry","7":"category-video","9":"tag-cinemahall"},"_links":{"self":[{"href":"https:\/\/pmdoc.ua\/en\/wp-json\/wp\/v2\/posts\/17094","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/pmdoc.ua\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/pmdoc.ua\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/pmdoc.ua\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/pmdoc.ua\/en\/wp-json\/wp\/v2\/comments?post=17094"}],"version-history":[{"count":2,"href":"https:\/\/pmdoc.ua\/en\/wp-json\/wp\/v2\/posts\/17094\/revisions"}],"predecessor-version":[{"id":18737,"href":"https:\/\/pmdoc.ua\/en\/wp-json\/wp\/v2\/posts\/17094\/revisions\/18737"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/pmdoc.ua\/en\/wp-json\/wp\/v2\/media\/17119"}],"wp:attachment":[{"href":"https:\/\/pmdoc.ua\/en\/wp-json\/wp\/v2\/media?parent=17094"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/pmdoc.ua\/en\/wp-json\/wp\/v2\/categories?post=17094"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/pmdoc.ua\/en\/wp-json\/wp\/v2\/tags?post=17094"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}