Project Management

1

Module One: Introduction to Project Management

2

3

• This module will provide an overview of projects, the relationship of portfolios, programs, and projects, and discussion on the processes within project management.

Renewed interest in project management and its many benefits.

Used on all levels of the organization and is now seen as a valuable profession.

Project success relies on the knowledge, processes, skills, tools, and techniques that skilled project managers can bring to the project.

4

This course will focus on the CAPM and the PMP certifications.

You complete the 3-day CAPM® course followed by an additional 2 day course to prepare you to sit the PMP® examination.

This course will provide you with practice questions for the PMP® exam.

5

A unique undertaking so the approach to managing projects must be different compared to operations.

Temporary endeavor and have a clearly defined start and end date.

6

Key relationship among portfolios, programs, and projects. ◦ Projects are a temporary endeavor and have a

clearly defined start and end date.

◦ A program is a group of projects that are similar in scope, activities, and similar subprograms.

◦ The portfolio includes all programs, projects, and subprograms that meet the strategic objective of the organization.

7

Application of knowledge, tools, skill, and techniques to project activities in order to meet project requirements.

Five distinct processes that projects go through:◦ Initiating◦ Planning◦ Executing◦ Monitoring and Controlling◦ Closing

8

9

Module Two: Portfolio Management, Program Management, Project

Management and Organizational Project Management

10

Discuss the activities and relationship of portfolio management, program management, project management, and organization project management.

Review the role projects have in strategic planning.

Discuss what a project management office is and its importance.

11

Portfolio management, program management, and project management all contribute to the achievement of the strategic goals of the organisation in different ways.

The various activities of these three areas all relate to the organizational project management (OPM).

12

Involves providing the application of knowledge, skills, tools, and techniques to the program in order for program requirements to be met.

Purpose of program management is to provide these areas of application to the projects within the program that will produce benefits that would not be possible by managing projects individually.

13

Centralized management of one or more portfolios that will help the organization achieve its overall strategic objectives.

Concerned with all projects and programs and part of the management process is to ensure that all projects and programs have the proper resource allocation and that all programs and projects are aligned and support the overall strategic objectives of the organization.

14

Projects are undertaken as a result of the following strategic considerations:

◦ Market Demand◦ Strategic opportunity or a business need◦ Social need◦ Environmental considerations◦ Customer request◦ Technological advances◦ Legal requirements

15

Management structure that is used to standardize projects’ processes and also allow for the sharing of resources, methodologies, tools, and techniques.

The PMO can be supportive, controlling, or directive.

16

17

Module Three

Project ManagementOperations Management, Organisational StrategyBusiness Value

18

Focus on the relationship between project management, operations management, and the operational strategy.

Discuss the business value and how project management can increase business value.

19

Changes in operations may result in new projects and both are related to the organisational strategy.

Projects require project management skill sets and activities and operations require business process management and operations skill sets.

20

Operations and projects often interest at various points during the product life cycle.

Needs of the stakeholders who perform the operations are necessary for successful project management.

21

Organizational strategy should provide the guidance and direction for all projects.

If project is not aligned and conflicts with the organisational strategy, the project manager needs to document this early-on and identify a solution before the project moves forward.

22

Unique to every organization and is the value of the entire business; this includes all tangible and intangible elements.

Created through effective management of on-going operations and also projects.

23

Module Three

Project ManagementOperations Management, Organisational StrategyBusiness Value

24

Module Four: Role of the Project Manager

25

Discuss the important role of the project manager.

The responsibilities and competencies of the project manager are reviewed.

The interpersonal skills of the project manager are discussed.

26

Person assigned by the organization to oversee and lead the project team that will ultimately be responsible for achieving the project objectives.

Responsible for providing on-going support and guidance for a business unit or a certain business operation.

Lead the projects and are involved in various projects throughout the organization.

27

Knowledge

Performance

Personal

28

29

Provided an overview of projects, the relationship of portfolios, programs, and projects, and discussion on the processes within project management.

Discussed the activities and relationship of portfolio management, program management, project management, and organization project management.

Explored the relationship between project management,

operations management, and the operational strategy.

Discussed the important role, responsibilities, competencies, and required skills of the project manager.

30