SETTING UP NORMS
UNDERSTANDING THE STRUCTURE AND
PURPOSE OF THE COURSE
SETTING UP NORMS
• No Mobiles in the Class, also avoid cross talking
• Please do pay your Fee and other dues in time
• Late comers will also be noted and taken care in the attendance marking
• Making –up of deficiency is sole responsibility of the participant missing the class
Course Learning Objectives
Inculcate an understanding of PM Skills with
core and supporting knowledge areas.
Inculcate an understanding of principles and
fundamentals of effective project Management.
The contextual issues inherent in Project
Management would be highlighted in terms of
integration with various other forms of
Management.
•
Each Session Format
–
First Half of each session
• Resource Person (RP) will present some example from real
world related to the topic of the day while introducing; deriving few lessons for the house, to be related with the topic during main topic discussion.
• Class Discussion with the Resource Person on the Topic of the day with interactive study and experience sharing.
–
Second Half of each session
• Class discussion at the end of each lectures, on the topics listed in this schema.
COURSE CONTENTS
Session 1 : Introduction to the Course & Project
One-to-one introduction
Course Introduction, Teaching & Assessment Methodology
Distribution and discussion on Course Outlines
Setting up of Norms
A Brief introduction to Project and Project Management
Session 2 : What is a Project and Project life Cycle and
Processes
What is Project and its’ attributes
Project and Operational Works
Understanding Project life Cycle and Characteristics
Project Phases, process groups and their relationship
Project and Strategical Planning
Project success factors and it’s constraint
Understanding Project / Portfolio / Program / PMO
Roles of Project Manager / Project Expeditor / Project Coordinator
COURSE CONTENTS
Session 3 : Managers and Project Management
Project management tools and techniques
Project management and its’ constraint
Project management Functional framework / knowledge areas
Project Management Tools and techniques
Project management processes, process groups and knowledge area
mapping
Session 4 : Types of Organizations and their influence on
Projects
Types of Organizational Structure
Understanding Functional, Project and Matrix structures
Advantages and Disadvantages of Organizational Structure
COURSE CONTENTS
Session 5 : Project Integration Management
Define and understand integration management
Project Selection and Develop Project Charter
Project Management Plan
Project Management Plan
Direct and Manage Project execution
Monitor and control project work
Perform integrated change control
Closing project and / or phase
Session 6 : Project Scope Management
Define and understand scope management
Collect and Balance stakeholder’s requirement
Define scope and project scope statement
Create Work Breakdown Structure (WBS)
COURSE CONTENTS
1. Session 7 : Project Time Management
Define and understand time management
Define activities, sequence activities
Estimate activity resource and duration
Develop Schedule and critical path
Control schedule
Session 8 : Project Cost Management
Define and understand cost management
Estimate cost and quality/accuracy of cost estimation
Determine Budget
Control cost
COURSE CONTENTS
Session 9 : Project Quality Management
Define and understand quality management and concepts
Plan quality, quality planning techniques
Cost of quality
Perform quality assurance
Perform quality control
Session 10 :
Project Communication Management
Define and understand communication management
Identify and analyze stakeholders
Plan communication
Communication models and methods
Communication management plan
COURSE CONTENTS
Session 11 :
Human Resource Management
Define and understand HR management
Develop HR plan
Acquire, develop and manage project team
Conflict management and problem solving
Project management power
Management and leadership styles
Session 12 :
Project Risk Management
Define and understand risk management and factors
Plan risk management
Identify risk
Perform qualitative risk analysis
Perform quantitative risk analysis
Plan risk response
COURSE CONTENTS
1. Session 13 :
Project Procurement Management
Define and understand procurement management and concepts
Plan procurement
Contract types Vs risk
Procurement management plan, Procurement statement of work
Procurement documents
Source selection criteria
Conduct procurement
Administer procurement
COURSE CONTENTS
Recommended Book (s) & Text:
As it is a master’s level program so the reading is not restricted but some of the bestseller books are recommended below:
1. Project Management Body of Knowledge by PMI 2. Rita 6 Edition PMP Exam Preparation
3. Beginning Project Management by Russel and Preston 4. Key Management Ideas by Straurt Crainer.
5. Project Management A Strategic Planning Approach by Paul D. Gardiner, Palgrave MacMillan.
6. International Journal of Project Management (www.elsevier.nl)
7. Project Management Journal (www.pmi.org/publictn/pmjournal/index.htm) 8. Engineering News Record (www.enr.com)
9. Project (www.apm.org.uk)
Quiz I & II
10
Class Participation
15
Assignments / Case Study
20
Final Presentation
20
Final Paper
25
Class Attendance
10
Total Marks
100
CALANDER OF ACTIVITIES
Sess-ion
Date Sub-Topic Discussio
ns
Activitie s 1 Feb 20,
2016
Introduction to the Course & Setting up of Norms and
Procedures
Yes Yes
2 Feb 27, 2016
Understanding a Project, Project life Cycle and
Processes
Yes Yes
3 Mar 05, 2016
Managers and Project Management
Yes Yes
4 Mar 12, 2016
Types of Organizations and their influence on Projects
Yes Yes
5 Mar 19, 2016
Project Integration Management
Yes Yes
6 Mar 26, 2016
Project Scope Management Yes Yes
7 Apr 02, 2016
Project Time Management Yes Yes
8 Apr 09, 2016
Project Cost Management Yes Yes
CALANDER OF ACTIVITIES
Sess-ion
Date Sub-Topic Discussio ns
Activiti es 10 Apr 23,
2016
Project Communication Management
Yes Yes
11 Apr 30, 2016
Human Resource Management
Yes Yes
12 May 07, 2016
Project Risk Management
Yes Yes
13 May 14, 2016
Project Procurement Management
Yes Yes
14 May 21, 2016
Final Presentations Yes Yes
15 May 28, 2016
Guest Speaker from Defence Housing Authority Lahore
Yes Yes
THE STRUCTURE OF THE COURSE
Project
Management
Professionals
PROJECT
MANAGEMENT
FOR
What is project?
Where from the project manger come
from?
Why use project management, what are
the benefits?
Why project management is important?
Who are the stakeholders of project,
who is the most important?
What are the positive and negative sides
for having project teams?
Do we have standard rules, patent
solutions to project management?
What is the difference between
managing and project managing?
History of Project management starts
from?
WHAT IS A PROJECT
WHAT IS A PROJECT
•
Temporary
– definitive begin and end (either because the goals are met or the project is closed - goals cannot or will not be met) – projects’ results are not necessarily temporary (see project
and product lifecycle)
•
Unique products, service, or result
– A product which is quantifiable (e.g. a component)
– A capability to perform a service, such a business function – A result, such as knowledge (collected in documents,
presentation, …)
•
Progressive elaboration
•
Projects can be seen from (at least) two points
of view:
–
As a
sequence of phases
–
As a variation of the
plan-do-act-check
loop
•
Some common characteristics and
relationships:
–
Hierarchical
(each major process is
decomposed in smaller processes)
–
Iterative
(it may repeat over time)
–
(sort of) mutually
recursive
(think, e.g., of
subprojects)
WHY DO WE DO PROJECTS
•
Output
•
Product or part of product
•
Service
•
Process Improvement
•
Beneficiary
EXAMPLES
•
Cooking dinner
•
Preparing a picnic for family
•
Mass producing a car
•
Designing a car
•
Publishing papers
Today’s problems come from yesterday’s “solutions.”
The harder you push, the harder the system pushes back.
Behavior will grow better before it grows worse.
The easy way out usually leads back in. The cure can be worse than the disease. Faster is slower.
Cause and effect are not closely related in time and space.
Small changes can produce big results, but the areas of highest leverage are often the least obvious.
You can have your cake and eat it too but not all at once.
Dividing an elephant in half does not produce two small elephants.
There is no blame.
