Topic outline

  • General

    • 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.

    • 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

    • 1.2: The Evolution of Project Management

    • 1.3: Operations vs. Project Management

    • 1.4: Project Management Overview

    • 1.5: Project Leadership Skills & Roles

    • 1.6: Profiling a Project

      • Project Management from Simple to Complex: "Chapter 2: Project Profiling" URL

        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.

      • National Programme on Technology Enhanced Learning: Arun Kanda's "Project Appraisal: Part One" Page
        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.
      • National Programme on Technology Enhanced Learning: Arun Kanda's "Project Appraisal: Part Two" Page

        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.

    • 1.7: Project Management Success or Failure

    • 1.8: Discussion and Assessment

      • Saylor Academy: "BUS402 Unit 1 Discussion Questions" URL

        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.

        1. According to PMBOK (2008), what is a project? What is project management?
        2. What is your experience as a project manager? What key skills should a successful project manager have?
        3. 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

      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?

    • 2.2: Initiation Phase

    • 2.3: Planning Phase

    • 2.4: Execution Phase

    • 2.5: Closure Phase

    • 2.6: Project Success vs. Failure

    • 2.7: Discussion and Activity

      • Saylor Academy: "BUS402 Unit 2 Discussion Questions" URL

        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.

        1. What is a project life cycle? Please describe each project phase with one example.
        2. 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.
        3. 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?   
        4. As a project manager, what techniques, tools, or strategies can you use to effectively manage project risks? 

    • 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

      • Boundless Management: "Chapter 2: Organizational Structure" URL

        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?

      • Project Management from Simple to Complex: "Chapter 3, Section 2: Project Organization" URL

        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?

      • National Programme on Technology Enhanced Learning: Arun Kanda's "Organizational and Behavioral Issues" Page

        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:

        1. How might the point of view of Professor Kanda differ from yours, culturally?
        2. What impact does technology have in this area?

    • 3.2: Working with Individuals

      • Project Management from Simple to Complex: "Chapter 5, Section 1: Working with Individuals" URL

        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.

      • The Open University: "Managing Projects through People - Part 1" URL

        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.

      • National Programme on Technology Enhanced Learning: Arun Kanda's "Project Representation" Page

        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.

      • Terry Schmidt's "Strategic Planning Mistakes: Not Involving the Right People" Page

        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

    • 3.4: Communication Tactics

      • Project Management from Simple to Complex: "Chapter 6: Communication Technologies" URL

        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.

      • The Open University: "Managing Projects through People - Part 3" URL

        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.

      • Exploring Business: "Chapter 8: Teamwork and Communication" URL

        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

    • 3.6: Discussion

      • Saylor Academy: "BUS402 Unit 3 Discussion Questions" URL

        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. 

        1. What characteristics should an effective project team have?  
        2. As a project manager, what challenges may you experience when you manage your team?
        3. When conflicts occur in your project, what strategies would be helpful for you to manage project conflicts?

    • 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

      • BCcampus: Adrienne Watt's Project Management: "Chapter 4: Framework for Project Management" URL

        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).

      • Cisco Trainings: "Project Initiation" Page

        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.

      • BCcampus: Adrienne Watt's Project Management: "Chapter 7: Project Initiation" URL

        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.

      • GEDPRO: Open Project Management Methodology: "Project Charter Template" File

        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

    • 4.3: Project Planning Tools

    • 4.4: Discussion and Activities

      • Saylor Academy: "BUS402 Unit 4 Discussion Questions" URL

        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.

        1. What is a project charter? Based on the project charter, what are your responsibilities as a project manager?
        2. What is WBS? Why is the WBS necessary for project planning?   
        3. What are key lessons you have learned from subunit 4.2?
        4. What techniques can you use to identify the critical path and a float in a project?

      • Merrie Barron and Andrew Barron's Project Management: "An Example of a Project Charter" File

        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

      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

    • 5.2: Project Quality

      • Project Management from Simple to Complex: "Chapter 10: Managing Project Quality" URL

        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

    • 5.4: Discussion

      • Saylor Academy: "BUS402 Unit 5 Discussion Questions" URL

        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.

        1. From Unit 5, what is most useful technique/tool you have learned to control project quality, and why?
        2. In your opinion, what are top three risks for managing a large project? Please give a few examples for each identified risk.
        3. What is Six Sigma? How does the Six Sigma relate to project management practices?

    • 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

    • 6.2: Acceptance of Deliverables and Client Approval

      • Project Management from Simple to Complex: "Chapter 4: Understanding and Meeting Client Expectations" URL

        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

    • 6.4: Discussion

      • Saylor Academy: "BUS402 Unit 6 Discussion Questions" URL

        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.

        1. 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?
        2. How can you handle changes requested by your clients after the project deliverables have been officially accepted?  
        3. 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?

    • 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. 

      • Oliver F. Lehman's Project Management Training: "Seventy-Five Test Questions" URL

        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.

      • Robsonnasc's "Project Management Professional (PMP) Certification Study Guide" URL

        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).