Purpose of the course:
Course outcomes and assessment criteria :
|After completion of this course, participants will:||Participant will be assessed on the following criteria:|
|Introduction to Project Management.||Understand the nature of projects and project management.||
- Understand terms such as project, deliverable, stakeholder, programme, project management, due date, cost account and work package.
- Indicate how project management differs from programme management, functional management and from production and operations management
- Describe the concept of project hierarchy and explain the three-dimensional goal of a project.
- Understand and explain the trade-offs between the objectives of cost, schedule and performance.
- Provide an explanation of why certain projects are successful in meeting the three-dimensional goal while others fail to meet this goal.
- Describe the multi-disciplinary nature of projects and the consequences thereof.
- Motivate the benefits of project management.
|Project Management Principles and Cycles.||Understand project lifecycles and phases.||
- Explain the aim and value of breaking up the project lifecycle into phases.
- Classify projects as ones with physical deliverables and ones without physical deliverables.
- Explain how the project lifecycle differs from product lifecycle by giving an example.
- Explain how a phased project approach could be utilised to control a project and to manage project risks.
- Describe the terms: “milestone”, “project phase”, “fast-tracking” and “baseline”. Explain the role of a milestone meeting.
- Given project phases, determine what to plan in detail and what to plan only roughly.
- For his or her study project and for other project within his or her work environment, define and describe the phases and main deliverables of each phase.
- Explain how the personalities of some people are better suited to serve as team members during the initials stages of a project while others fit in better during the late stages.
- Explain how the style of the project manager should change over the project lifecycle.
- Explain the S-curve of project progress.
- Give examples of projects that must be completed as soon as possible and of other projects that have a fixed due date.
- Explain why many projects must be complete as soon as possible.
- Explain the term “concurrent development” and indicate the benefits of this approach.
|Project Human Resource Management.||
Understand human resource management.
- Identify the people (or stakeholders) in the project environment, their roles and responsibilities.
- Describe the importance of human resource management during the project lifecycle.
- Explain the process of obtaining “the right people, for the right project at the right time and keeping them right” during the project lifecycle.
- Explain the project team development phases and group dynamics in each phase.
- Name and explain the roles, characteristics and competencies of a successful project manager and leader.
- Describe the two categories of group roles and their importance in a project team.
- Identify barriers to team effectiveness.
- Explain the process of building a high-performance project team.
- Identify and describe the criteria for an effective and efficient project team.
- List the problems that are associated with extrinsic motivation.
- Describe the techniques that could be used to motivate people in the project environment.
- Discuss the impact of stress and conflict on project performance.
- Describe the different conflict resolution techniques and when to use each.
- Explain how they would negotiate successfully in the project environment.
- Explain the importance of power and politics in the project environment. Identify the power bases utilised in the project environment.
- List the political tactics that could be used and indicate which would be the more ethical ones.
- Describe leadership styles applied during the project lifecycle.
|Project Structuring.||Understand how to structure the organisation for project work.||
- Describe the differences among the functional, pure project and matrix structures.
- Explain how projects are performed within a functional structure.
- Indicate the advantages and disadvantages of the functional, pure project and matrix structures.
- Indicate the difference situations that would favour the use of the functional, pure project and matrix structures.
- Describe the differences between a “strong” and a “weak” matrix structure.
- Know how to set up a “project support office”.
|Project Communication Management (including Business Planning)||Understand Communications management.||
- Explain and demonstrate the importance of effective communication.
- Describe the basic communication model.
- List and explain the various communication constraints.
- Describe the requirements of the communication management plan.
- Describe the tool san techniques of project information distribution.
- Explain performance reporting and discuss the tools used for performance reporting.
- Reflect on the importance and procedures for project closure reporting.
|Projet Scope and Integration Management.||Understand the initiation and defining of a project.||
- Draft a project for approval by the executive.
- Know why it is necessary to involve all relevant stakeholders’ right from the start.
- Provide reasons why changes to a project scope should be made as early as possible in the project lifecycle.
- Determine the various objectives and expectations of key stakeholders and take these into account.
- Delineate the boundaries of a project by defining inclusions and exclusions.
- Develop, document and present a scope statement for approval.
- Identify changes to a project scope.
- Appreciate why a formal procedure for approval of scope changes is essential.
- List and explain the key elements of a change control system.
- Record changes to a project scope.
- Explain the terms: ‘project charter”, “project scope statement” and “scope baseline”.
|Project Quality Management (including TQM, performance indicators and standards)||Understand Quality Management.||
- Describe the following:
- What Quality is
- Quality Control
- Quality Assurance
- Quality Planning
- Fitness for purpose
- Inspection and test
- Describe the basic philosophies of quality on projects.
- Explain the role of quality in projects.
- Explain the approach to be followed when planning and setting up the quality important deliverables of a project.
- Know how to identify the quality important deliverables of a project.
- Explain the value of quality on projects.
- Provide plans and schedules for the quality processes in a project.
- Provide examples of activity quality plans and checklist.
- Provide a list of typical quality tools and techniques that are commonly used on projects.
|Project Work Breakdown Structure.||Identify work, responsibilities and roles.||
- Describe the roles and benefits of work breakdown structures.
- Given a scope statement, project constraints and assumptions, develop work breakdown structures for projects in which he or she is involved.
- Understand and explain how a WBS relates to subcontracting of work.
- Explain how the WBS relates to reporting relationships.
- Explain when a rough WBS should be developed and when it should be detailed.
- Convert a graphical WBS into an indented list.
- Convert a WBS provided as an indented list, into a graphical one.
- Explain the role of a WBS in cost estimating.
- Explain why the number of levels within a WBS should be limited.
- Develop responsibility assignment matrixes for projects in which you are involved.
|Project Time Management.||Understand Project time planning.||
- Appreciate the reasons why project scheduling is essential.
- Explain why it is essential that certain projects should be finished as quickly as possible.
- Differentiate between mandatory, discretionary and external dependencies.
- Explain the importance of knowing what activities are critical.
- Differentiate between milestones, events and activities.
- Explain the terms “lag” and “lead”.
|Project Scheduling.||Understand Critical chain project scheduling.||
- Use the critical chain method to schedule individual projects.
- Explain why reserves, which are built into projects, are normally excessive.
- Explain why, in spite of excessive amounts of reserve in schedules, projects are still often late.
- Explain how and why the critical chain method reduces project duration: the principle of aggregation and that of human behaviour.
- Explain why people responsible for project activities should not commit themselves to the duration of their activities.
- Discuss how the critical chain differs from the critical path.
|Project Cost Management.||Understand Cost Management.||
- Explain what cost management on projects is.
- List the typical cost management activities on a project.
- Explain which factors affect the economic feasibility of a project the most.
- Discuss some of the other significant activities and factors that influence cost during a project.
- Broadly plan and identify the resources need for a project.
- List the activities involved in the cost-estimating phase.
- Carry out a cost estimate on a straight-forward project.
- Formulate a budget for cost allocation and control process.
- List the outcomes of the cost control process.
- Discuss what retention money is and why this approach is used.
- Explain how projects are ‘closed out’ and what is involved in this.
|Project Risk Management.||Understand Risk management.||
- List the steps of the project risk management process (typically the PMBoK process), and explain the meaning of each step.
- Use various techniques to identify risks for projects in his or her work environment.
- Quantify project risks in terms of probability and consequences, and prioritise these risks.
- Develop effective responses to important risks.
- Explain how risks should be controlled during project execution.
|Project Procurement Management.||Understand Project procurement and contract management.||
- Select an appropriate type of procurement contract given the characteristics of the specific project or product.
- Compile documentation for procurement.
- Select a vendor by following procedures that would ensure transparency of the process.
- Compile and complete the necessary documentation for the signing of a legal contract between the Buyer and the Vendor.
- Manage the agreed contract fairly and efficiently.
- Manage all scope changes during the implementation phase.
- Develop and manage all procedures necessary to ensure adherence to time, cost and quality during implementation.
- Manage the closeout phase of a contract.