Topic outline
- General
- Course Introduction
Course Introduction
A Guide to the Project Management Body of Knowledge defines project as "a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end. The end is reached when the project's objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists.” (PMBOK, 2008, p. 5).
The discipline of project management has various definitions. Some describe it as a systematic method of planning and guiding a project from start to finish, while others have defined project management as a methodical approach of achieving targets and goals while optimizing the use of resources such as people, money, time, and space. Some have referred to project management as the ability to be open and to elicit commitments through effective communication regarding how team members are willing to participate. More specifically, the PMBOK (2008) defines project management as "the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.” (p. 6). Project management is therefore accomplished through the appropriate application and integration of systematic and logically grouped project management processes within five process groups including initiating, planning, executing, monitoring and controlling, as well as closing. Thus, good project managers should be able to understand and effectively execute all project management processes for each unique project while communicating effectively within their own teams as well as with all stakeholders across the organizational network. Project managers must also be artful at delegation, and they must understand that a cohesive team that works well together is critical to their success.
While many associate project management with military logistics, information technology, and construction, project management procedures are integrated in some aspect of most occupations. Today, in addition to their normal duties, employees are often expected to take on additional assignments to get the job done on time and under budget.
This course will walk you through the nuts and bolts of project management. From understanding the project life cycle to setting priorities and expectations to controlling expenses and reporting results, project management touches several resources within organizations. You will examine roles and environments and various techniques of planning, evaluation, and control. An overview of the tools used in contemporary project management will also be discussed throughout the course.
You will be prompted to read sections of this book throughout the course. You may choose to browse the book online here.
- Unit 1: Project Management Defined
Unit 1: Project Management Defined
According to A Guide to the Project Management Body of Knowledge, a project is "a temporary endeavor undertaken to create a unique product, service, or result." The broader definition states that a project is "an endeavor that requires an organized set of work efforts that are planned in a level of detail that is progressively elaborated as more information is discovered." Projects should result in developing a new product or service, improving or modifying existing goods, services, and procedures. The bringing together of skilled resources to create something new or different using effective management processes is the cornerstone of project management. In practice, project management is defined as "the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements”. A project manager should be able to identify project requirements, address the various needs, concerns, and expectations of the stakeholders as the project is planned and carried out, and also to balance the competing project constraints in terms of project scope, quality, schedule, budget, resources and risk.
In this unit, you will be given a foundation in project management through explorations of the history of the discipline, as well as a discussion of the contemporary frameworks used by organizations today.Completing this unit should take you approximately 27 hours.
- 1.1: Introduction to Projects
1.1: Introduction to Projects
This short, animated video is meant as a teaser introduction to get you started on the right foot in this course. As you watch this video, think about everything you will learn to put in your "project management arsenal." Good luck in the course!
Read this chapter, which is here to help you better understand what actually constitutes a formal project. Ask yourself what goes into the making of a project and how many times you have been involved in a project that followed these parameters.
Read Appendix 2 with the aim of gaining a high-level understanding of the different positionsand roles within project management.
- 1.2: The Evolution of Project Management
1.2: The Evolution of Project Management
Read this chapter on the history of project management. While reading, think about the following questions and jot a response in your notes:
- Why does the history of project management matter to you?
- What can learning about the history of project management teach you about your future as a project manager?
Read this chapter to get a sense of how project management principles and project management roles are applied throughout a variety of disciplines and fields. You may stop when you get to the last section, "History," as this material is derived from the Barron and Barron chapter you read in this subunit.
- 1.3: Operations vs. Project Management
1.3: Operations vs. Project Management
Please watch this video, which is the first part of a lecture series on project and production management. As you watch, consider how project management and production management differ. Then think about the industry in which you currently work or in which you will ideally work in your career; how is this distinction apparent in your industry?
Read this article on operations management and the concept of implementing organization-wide processes by using total quality management (TQM) guidelines. If you would like to learn more about operations management, please consider taking Saylor Academy's BUS300: Operations Management course.
- 1.4: Project Management Overview
1.4: Project Management Overview
Read this chapter, which will provide you with an overview of project management and will define the terms project and project management. The differences between project management and operations management are also explored. While this text uses information-technology projects as examples, the principles are the same for the management of any type of complex project and activity. Attempt the exercises at the end of each section.
Read this article, which defines the term project management. When have you experienced being a part of a project?
Read this chapter to get a good handle on what project managers must juggle. Project managers consider needs and priorities, budgets and timelines, quality and documentation, and team dynamics and organizational structure, among may other challenges.
Watch this lecture, which is the second part of the series by Professor Kanda that you began in the previous subunit. Keep in mind that Professor Kanda is working to differentiate between project management, on one hand, and production or operations, on the other hand. He further elucidates this distinction by going into more depth about project management.
- 1.5: Project Leadership Skills & Roles
1.5: Project Leadership Skills & Roles
This is a very simplified introduction at leadership in organizations and project management. Of the four qualities of transformational leaders put forward in this vidoe, which two are the most important as they relate to project management? Think about if there were an additional quality or two you think characterize transformational leaders; what are they? What types of qualities do you like to see in the managers you have worked for?
Read the section "Managing People" on pages 36-38. This section covers managing and leading people during project execution as well as how to build effective teams.
Learning how to practice good stakeholder design is important to the success of any project. Why? What are some of the negative consequences of not practicing good stakeholder design?
- 1.6: Profiling a Project
1.6: Profiling a Project
Read this chapter, which will provide you with an overview of how to create a snapshot of the project in an effort to create an outline of the tasks involved in the project endeavor. Be sure to attempt the exercises at the end of each section.
- Watch this video, which covers how to evaluate a project's potential to be effective. Professor Kanda indicates methods companies use to choose the right project and prepare a project feasibility report. In developing a project feasibility report, you have to consider whether the project is worthwhile by evaluating many factors such as economic, financial, technical, etc., factors. This lecture will go through the process of project identification, appraisal, and selection. You will learn how to calculate net present value (NPV), internal rate of return (IRR), payback period, loan return capability, and so on. This video will improve your understanding of how to successfully create an initial assessment of a project's viability.
Watch this video, which covers financial appraisal of projects:
- estimation of the cost of
the project and its timing;
- estimation of the likely revenues during
each period;
- the cost of capital;
- the planning horizon of the project;
- the risk in the project as evidenced by the worst and best values of
costs and revenues;
- benefit/cost ratio of discounted cash flows;
- debt
service coverage ratio; and
- a company's reputation in terms of assets,
liabilities, and record of previous repayments, etc.
This video will improve your understanding of how to successfully create an initial assessment of a project's viability.
- estimation of the cost of
the project and its timing;
- 1.7: Project Management Success or Failure
1.7: Project Management Success or Failure
Read Sections 11.1 and 11.3, which discuss how to manage project risk to ensure the success of a project and how improper management can lead to project failure.
- Read pages 4-11, stopping at "A Decent Proposal," which covers the ten axioms for project success, as well as the importance of documenting the critical path of a successful project and assessing scope to ensure successful outcomes.
- 1.8: Discussion and Assessment
1.8: Discussion and Assessment
Consider responding to the following questions by posting your response on the course discussion board for BUS402. You may also respond to other students' posts.
- According to PMBOK (2008), what is a project? What is project management?
- What is your experience as a project manager? What key skills should a successful project manager have?
- What factors do you need to consider when you start to prepare a project feasibility report? Please describe key factors and provide a few examples for each.
- Unit 2: Project Life Cycle
Unit 2: Project Life Cycle
Every project has a life cycle, or a series of milestones and accomplishments that must be met throughout the project. The first stage of the project management life cycle (PML) is initiation. In this stage, the project is chartered and mission statements as well as the project's overall goals are defined. The project manager is identified and the team is assembled. In this stage, some organizations draft a mission statement just for the project.
The next phase is the planning phase. During this second phase, tasks are assigned and details are provided to describe each task. Project deliverables are also identified. In phase three, prototypes are developed, the project is tested, quality is reviewed, and production is initiated. This is called the execution phase. It is also referred to as the control or implementation phase.
The last phase of a project is closure. Reviews are held when the project is complete. During this last phase, one has the opportunity to review lessons learned and to archive data and records. Customer feedback is sought regarding the life cycle and delivery of the system. In this unit, you will learn that projects should follow a systematic approach with a defined beginning and ending.Completing this unit should take you approximately 24 hours.
- 2.1: What Is a Project Life Cycle?
2.1: What Is a Project Life Cycle?
Read this chapter, which provides an overview of organizational structure and the phases of a project. As you read, ask yourself at what stage of a project are problems most liable to grow and have long-lasting negative consequences? Be sure to complete the exercises at the end of each section.
Read this article, which details the processes involved in carrying out the tasks in the various phases that help the organization meet the project's objectives.
Watch this lecture, which covers the lifecycle that is typically followed with project and product management.
Read this article, which will help you understand the sequential flow of a project and how it differs from the traditional project life cycle. Communication is a vital component of this model. What is the benefit of good communication for a project? How can communication be improved among members of virtual teams using this model?
- 2.2: Initiation Phase
2.2: Initiation Phase
Read this chapter, which discusses the first phase of the project management lifecycle. You will add to your understanding of this topic in subunit 4.1.
- 2.3: Planning Phase
2.3: Planning Phase
Read this chapter, which discusses the the planning phase of the project lifecycle. What are some of the pain points in this part of the project management process? What tools do project management professionals typically use to help them plan projects?
Read the section on "Planning” on pages 23-34, which discusses the planning stage of the life cycle including budgeting, allocating resources, scheduling, and creating the project plan.
Although this video is brief, it gives a very thorough summary of the vast majority of both PMBOK-G and PRINCE2 approaches to planning in project management. This video is skills-focused, so be sure to take good notes.
- 2.4: Execution Phase
2.4: Execution Phase
Read "Staying on Track” on page 35, which discusses project execution and how to keep resources on track throughout the project life cycle.
Read this section, paying particular attention to the section on the execution phase, which may also be called the implementation phase. All the planning a project team did in the previous phase is set in motion in this phase.
Read this section as a review of the phased approach to project management. Did you know some organizations opt not to follow a phased approach to project management? Can you think of why this might be? Pay particular attention to the implementation and follow-up phases, as this will largely be new information for you.
- 2.5: Closure Phase
2.5: Closure Phase
The goal of this resource is to present how to close out projects effectively. Can you think of any other important steps to closing out a project that are missing here?
This chapter presents much the same information as the previous resource you read, howevever, it includes key takeaways, and an all-important section on remembering to celebrate your success upon closing out a project!
- 2.6: Project Success vs. Failure
2.6: Project Success vs. Failure
Read this article and the two case studies that are linked at the end. Have you ever had one of your projects fail? What did you do about it?
- Think about the characteristics of an effective team, as John Potter describes them in this video. Can you think of an additional quality or two that could improve the effectiveness of a team? What about project teams specifically -- how are they unique?
The benefit of good communication to sucessful project management should be clear to you. From email and video conferencing to text messages and in-person meetings, we discover daily how technology is bring teams closer, whether virtual or not. What is your preferred communication tool and why? Think about what you consider to be your "best practices."
In this section, you have the opportunity to further explore risk in project management through the eyes of three different designers who share their experiences. View this section in conjunction with what you previously learned from the Adrienne Watt chapter.
Properly planning for and managing risk is a huge predictor of the success of a project. When trouble comes, and it likely will, how do you get out of it? This chapter has some tried and tested methods. How will you track the issues and what will you do to address them?
- 2.7: Discussion and Activity
2.7: Discussion and Activity
Consider responding to the following questions by posting your response on the course discussion board for BUS402. You may also respond to other students' posts.
- What is a project life cycle? Please describe each project phase with one example.
- Have you experienced any project failure as a project manager? If so, what lessons have you learned? If not, what successful experiences would you like to share? If you haven't had any project management experience, please answer this question based on the course content so far.
- According to subunit 2.6, what key project management processes and knowledge areas are covered in PMBOK (2008)? How do they represent your real-world project management experiences?
- As a project manager, what techniques, tools, or strategies can you use to effectively manage project risks?
- Unit 3: Organizational Design
Unit 3: Organizational Design
Many businesses have struggled with organizing projects under a separate organizational system than their ongoing operations. Upon the chartering of a project, organizations must determine how their project will be implemented. In many cases, traditional organization designs fall short of providing the type of structure needed for successful project implementation. Thus, the manner in which a project is organized may change with each new charter through a temporary design project which fits the current project's needs.
There are various project management systems that provide the proper framework for implementing project activities within organizations. This unit will discuss how project managers can balance the needs of both the overall organization and the project by utilizing effective design techniques.Completing this unit should take you approximately 22 hours.
- 3.1: Establishing the Proper Organizational Structure
3.1: Establishing the Proper Organizational Structure
Having a basic understanding of organizational design is beneficial to being able to strategize on risk management, project initiation, leadership and more. What is the most important aspect of understanding organizational design you would like to take away from this section? Why?
The goal of this chapter is to provide an overview of organizational structure from several points of view, including cultural, communicatons, and management perspectives. Questions to consider are the convergence of cultures amongst team members, stakeholders and you, the project manager. How do you engage the team and what are are issues that can adversely affect the project when dealing with different cultures and expectations?
Watch this entire video, which covers the organizational issues that management must discuss prior to the start of a project. The strategies for identifying and preventing these issues to prevent project failure will be presented. Consider the following as you listen to Professor Kanda's lecture:
- How might the point of view of Professor Kanda differ from yours, culturally?
- What impact does technology have in this area?
- 3.2: Working with Individuals
3.2: Working with Individuals
As you read this section, take note of how a project management professional's communication style, personality type, and leadership style can affect how he or she interacts with members of the project team. What communication style or personality type do you prefer in a manager? Is there a certain type of leader with whom you work best? Think also about what type of communicator and what type of leader you would like to be.
Please read the first section of this chapter: "Why people management matters to the successful delivery of projects." The aim of of this reading is to demonstrate the importance of managing people for the success of a project. Pay close attention to the learning outcomes at the top of the page. When you have finished reading this section, revisit those outcomes and ensure they you can do these things before moving on to the next resource.
Watch this video, which covers how to select the right personnel for project implementations. Professor Kanda offers tips on identifying the not only the right people, but also resources such as facilities, funding and other critical needs to carry out project tasks.
This video focuses on how to get buy-in from your team members and your stakeholders. Part of that is how you make hiring decisions. Give some examples from your work or volunteer experience in which you had to make a teambuilding decision.
- 3.3: Working with Groups
3.3: Working with Groups
You read the first section of this chapter in the previous subunit. Please read the remainder of the chapter now, beginning with the section "Working with Groups and Teams." Creating a good working team with a group culture that benefits all member is vital to the smooth functioning of a project team. Think about times when you have had positive interactions with team members on a project. Think about negative interactions you have had. What can you attribute these moments to? How was the project ultimately affected? Be sure to attempt the exercises at the end of the chapter.
Read this section from the Open University article you began in the previous subunit. This reading discusses how to build an effective team of high performers for successful project implementation.
Watch this lecture, which discusses the importance of identifying the right resources in project teams, team-building tactics, and the effect that leadership has on outcomes.
This video posits that one of the benefits of building diverse teams is interdisciplinarity, or the thinking and creating across disciplines that can happen when team members have diverse perspectives, points of view, or backgrounds. Can you think of any additional benefits of collaboration of this type? Are there drawbacks?
- 3.4: Communication Tactics
3.4: Communication Tactics
Read this chapter and attempt the exercises at the end of the sections. This chapter discusses how communication technology can facilitate faster and better communication among project team members. Pay close attention to the learning outcomes listed at the outset of each section. When you have finished reading, be sure to revisit these outcomes and ask yourself if you have achieved them.
Read this article, which discusses why it is essential that project managers communicate effectively. Spend twenty minutes or so on Activity 1. Record your reflections in your notes.
Read this chapter and attempt the exercises. Use the learning objectives at the top of each section to frame your understanding of the material presented in the chapter. Although some of the information about teams will be a review of the previous subunits, take note of how communication surrounds all of the other factors that go into the success of a project manager with his or her team and all the team members.
- 3.5: Conflict Resolution
3.5: Conflict Resolution
Please read all five articles in this section and attempt the brief section quiz when you have finished reading. Keep in mind that there is a difference between constructive conflict and the type of conflict which can damage teams and projects. Have you noticed this distinction in any organizations for which you have worked?
Managing conflict can mean more than just settling disputes among the project team members. Project managers may have to settle conflicts with their clients. In this section, you will consider the project manager's role in settling issues around competing interests, decisions to revise previous decisions (or not), and deal with the client's concerns.
Read this section, which discusses why political skills will be necessary to make deals and resolve conflicts with stakeholders, over whom project managers may have little formal authority.
This refereed article examines five strategies for solving common disagreements: confronting, dominating, compromising, accomodation, and avoiding. Pay particular attention to the literature review section of this article. If you would like to explore conflict resoultion in even more depth, check out Saylor Academy's BUS403: Negotiations and Conflict Management course.
- 3.6: Discussion
3.6: Discussion
Consider responding to the following questions by posting your response on the course discussion board for BUS402. You may also respond to other students' posts.
- What characteristics should an effective project team have?
- As a project manager, what challenges may you experience when you manage your team?
- When conflicts occur in your project, what strategies would be helpful for you to manage project conflicts?
- What characteristics should an effective project team have?
- Unit 4: Project Initiation and Planning
Unit 4: Project Initiation and Planning
Project initiation is the most critical phase in the project life cycle, as it is the first phase of the overall initiative. During this phase, the scope is defined and the team and other resources are positioned. The organization defines the objectives, purpose, and mission of the project as well as determines the deliverables and expected outcomes. The project manager is responsible for creating the baseline project plan. In this unit, you will learn about the project charter and the various frameworks and tools that can be utilized in this phase to create the proper foundation for project success.
Completing this unit should take you approximately 19 hours.
- 4.1: Project Selection
4.1: Project Selection
This chapter gives a more detailed introduction to the Project Management Body of Knowledge (PMBOK) that defined the term project for you in the course introduction and which is mentioned by a few other resources. You will also learn about the work of the Project Management Institute (PMI) the organization that authors and maintains the PMBOK. Pay particular attention to the final section, on project management offices (PMO).
This video discusses the first of the five process groups defined by the PMBOK guide, which is initiating the project. The other four process groups are: planning, executing, monitoring/controlling, and closing. You will see other videos about the remaining four process groups later in this course.
Note: This video is titled incorrectly on YouTube. It actually refers to project intiation, rather than how to implement a PMO.
Please begin reading at the section "Project Charter," about three-quarters of the way down the page. The majority of this chapter is based on Merrie Barron and Andrew Barron's Project Management, which you read in subunit 2.2. Feel free to review this information if you would like, but pay particular attention to the section on project charters and examine the example project charters and template at the bottom of the page.
The project charter is a statement of the scope, objectives, and participants in a project. It provides a preliminary delineation of roles and responsibilities, outlines the project objectives, identifies the main stakeholders, and defines the authority of the project manager. It serves as a reference of authority for the future of the project.
GEDPRO's Open Project Management Methodology site has a number of project management template documents which will be of practical to use to you throughout your career as a project management professional. You can download these templates and forms at: http://www.gedpro.com/en/Community/Templates.aspx (Requires free registration via an email address.)
- 4.2: Project Scope and Baseline
4.2: Project Scope and Baseline
Read this section and attempt the exercises at the end. At what point should the scope of a project be defined?
Read this section for a final word on work breakdown structure and graphic representations of component activities and responsibility in a project. Attempt the exercises at the end of the section.
Read Chapter 9 and Chapter 10. Pay close attention to the material presented in Chapter 9 on the work breakdown structure (WBS). WBS is a common tool that project managers use to decompose big, daunting tasks for which entire teams or organizations are responsible into manageable, approachable tasks that individual team members may be expected to complete. When you have finished reading Chapter 9, click the right arrow two-third of the way down the page to move on to Chapter 10.
- As you read this article, think about which process group is best associated with setting the scope of a project. What do you think it is?
Watch this video to learn how to set up and use a project baseline document. You may need to employ this type of documentation in your own career soon enough.
Read this resource, which focuses on optimizing using project resources and time required to complete a project.
- 4.3: Project Planning Tools
4.3: Project Planning Tools
Please watch this video. Note that the video is titled incorrectly on YouTube. The video discusses project planning rather than project initiation.
Critical path is a crucial concept in project management. This video shows how to use activity networks to calculate earliest and latest completion times for various project activities and how to determine which activities lie on the critical path.
This video provides a basic introduction to project management network diagramming techniques, including the basic rules for network diagrams, and what network diagrams tell us. What are two key takeaways from this video?
Watch this video, which presents various technology tools that aide in effective project management. As you watch, think about a problem a virtual team might face, in particular, and propose a technological solution to counter that issue.
Read the remainder of this chapter. You have already read section two, "Elements of Time Management." Be sure to attempt the exercises at the end of each section. This chapter discusses the scheduling aspect of project management and introduces technology and tools that will help project managers stay on track. While this text uses information technology projects as examples, the principles are the same for the management of any type of complex project and activity.
- 4.4: Discussion and Activities
4.4: Discussion and Activities
Consider responding to the following questions by posting your response on the course discussion board for BUS402. You may also respond to other students' posts.
- What is a project charter? Based on the project charter, what are your responsibilities as a project manager?
- What is WBS? Why is the WBS necessary for project planning?
- What are key lessons you have learned from subunit 4.2?
- What techniques can you use to identify the critical path and a float in a project?
- What is a project charter? Based on the project charter, what are your responsibilities as a project manager?
Using the same project that you used for the activity in Unit 2, create a sample project charter using the template in this article.
- Unit 5: Project Execution
Unit 5: Project Execution
Execution involves building the deliverables and controlling the project scope and costs. Risks must also be managed during this phase. Control mechanisms should be in place to control issues and problems as well as to ensure quality. Once the project initiation and planning is complete, the execution phase begins. Ideally the project plan has been approved and base-lined so that the actual work can start.
This phase includes the coordination of resources to perform the activities outlined in the plan. The project manager must unify all associated areas of the project and engage all stakeholders, project staff, customers, and other resources to achieve a successful outcome. Report gathering is performed regularly during this phase to analyze ongoing status, task changes, and other variances to the plan. Administratively, the project manager must complete or coordinate all status reports to keep the organization abreast of project standing. The majority of the project's tasks are performed during this phase. In this unit, you will learn the core of project management through a review of the organizational techniques required to make sure deliverables are completed on time and on budget.
Completing this unit should take you approximately 23 hours.
- 5.1: Project Control and Reporting
5.1: Project Control and Reporting
Please watch this video. Note that the video is titled incorrectly on YouTube. The video discusses project execution rather than project planning.
- As you watch this video, think about what type of controls you will put in place in your next project. Can you identify the principles discussed in this video in any previous projects you have worked on? How does effectively monitoring a project allow you to succeed?
Watch this lecture, which discusses how to track and control projects and production lifecycles with PERT/cost.
- 5.2: Project Quality
5.2: Project Quality
Read this chapter and attempt the exercises at the end of each section. This chapter provides an overview of quality assurance and quality control. While this text uses information technology projects as examples, the principles are the same for the management of any type of complex project and activity. How do you manage project quality? What do you look for? Are there differences depending on the industry or sector, i.e., IT vs. manufacturing?
- 5.3: Managing Risks
5.3: Managing Risks
You read the first three sections of Chapter 11 in Unit 1 of this course. You may re-read them now as a refresher if you choose. Then, concentrate on Section 4, "Project Risk and the Project Complexity Profile." This section discusses how to manage project risk to ensure the success of a project and how improper management can lead to project failure. Attempt the exercises at the end of the section and at the end of Chapter 11.
Read this entire article. Pay particular attention to the section on attitudes toward risk. Think about your industry. Is it risk averse or open to taking smart risks? What about you, personally?
Watch this video, which discusses how to evaluate risks and use decision trees.
Read this article, which defines risk management and how it relates to the information systems process. This topic can be generalized to all types of projects.
- 5.4: Discussion
5.4: Discussion
Consider responding to the following questions by posting your response on the course discussion board for BUS402. You may also respond to other students' posts.
- From Unit 5, what is most useful technique/tool you have learned to control project quality, and why?
- In your opinion, what are top three risks for managing a large project? Please give a few examples for each identified risk.
- What is Six Sigma? How does the Six Sigma relate to project management practices?
- From Unit 5, what is most useful technique/tool you have learned to control project quality, and why?
- Unit 6: Project Implementation and Closure
Unit 6: Project Implementation and Closure
The final phase of the project life cycle is the implementation and closure phase. This includes winding down tasks, implementing the product or service to the client or internally within the organization, releasing staff and conducting a lessons-learned review. This phase is very crucial to preventing the project from moving beyond the original scope and budget as defined in the baseline project plan. There must be acceptance of the project deliverables and feedback must be sought regarding project performance. Evaluation reports must also be created and lessons-learned, or post-mortem meeting must be held to discuss project strengths and weaknesses. Outstanding contributors are also recognized during this phase and the achievements of the overall project team are celebrated.
This unit will review how to close down projects and use the insights gained to make improvements going forward; it will also discuss how to celebrate the team for peak-performance and how to seek and obtain customer feedback and acceptance.Completing this unit should take you approximately 22 hours.
- 6.1: Project Implementation
6.1: Project Implementation
Read this chapter, which discusses project execution.
Read the section titled "Implementation" on pages 39-41.
- 6.2: Acceptance of Deliverables and Client Approval
6.2: Acceptance of Deliverables and Client Approval
You read Section 3 of this chapter, "Dealing with Problems" in subunit 3.5 within the context of the project management professional's role in resolving conflicts. Read the rest of this chapter, which will help you recall how to define client expectations and how to determine the proper organizational structure to deliver an acceptable project. The client brings their own set of expectations to each project. That said, how will you manage a disruptive client? A passive aggressive client? What are tools you can use for each situation and what are the commonalities? Please attempt the exercises at the end of each section.
- 6.3: Project Procurement and Closure
6.3: Project Procurement and Closure
Read this chapter, which discusses the procurement and closure aspect of closing out the project and delivering it to the client. Attempt the exercises at the end of each section.
Read this chapter, which discusses the final stage of the project management lifecycle. As the project draws to a close, you must define the closeout process. What areas are you comfortable with and what do you need to work on as you "close out" your study of project management in this course? Can you make a closeout plan for your time taking this course?
Watch this video, which discusses how to close a project and close project contracts.
Watch this lecture, which discusses how to close a project. The review of the project is an important time for self-reflection and think about opportunities for future improvement.
- 6.4: Discussion
6.4: Discussion
Consider responding to the following questions by posting your response on the course discussion board for BUS402. You may also respond to other students' posts.
- In general, what types of project contracts exist? What are differences among them? As a project manager, what would be your most favorite contract to manage? Why?
- How can you handle changes requested by your clients after the project deliverables have been officially accepted?
- Assume you are assigned to an international project, what kind of potential issues or challenges do you need to be aware of when you start to plan the project?
- In general, what types of project contracts exist? What are differences among them? As a project manager, what would be your most favorite contract to manage? Why?
- Course Review
Course Review
After completing all six units for this project management course, you should be able to define the terms project and project management; explain the role of the project manager during the project life cycle; identify human resource skills for forming and developing teams; balance project time, budget, and resource constraints; and apply project management tools and techniques for managing a project. More specifically, you should be capable of explaining what 5 key project management process groups are and what 9 key project management knowledge areas are. You should also be able to discuss what makes a project successful and what risks projects may have during the whole project life cycle. In today's global world, you also should be able to explain main challenges of managing global projects.
This test was designed for the PMP exam. However, most of the concepts were covered in this course. Each question in this self-assessment test has one best answer. You have 90 minutes to complete the assessment.
If you plan to take a Project Management Professional (PMP) Certificate Exam, please be aware of the key contents covered by PMBOK (2008), as this study guide lecture points out. Click on the link above, and study these lecture notes, using the arrow button at the bottom of each slide to navigate through the whole lecture (284 slides total). This lecture highlights all key PM processes and knowledge areas that are expected to be covered in your PMP certificate exam based on PMBOK (2008).