Module 1: Introduction

1. Module 1: Introduction We would like to acknowledge the support of the Project Management Institute and the International Institute for Learning, Inc. for permitting the use of their intellectual property in this curriculum.

2. Introductions • Name • Background • Experience and/or previous training in the area of project management • “How do you hope that this course will change your project management work moving forward?”

3. Housekeeping

4. Describe the roles and responsibilities of project managers across the Project Life Cycle Employ tools for 4-levels of project analysis Describe and Develop a Logical Framework Matrix Explain the steps of project initiation and planning Identify and Manage Project Scope Use tools to accurately estimate project time, resources and cost. Manage, monitor and control the project against the baseline Close out a project effectively Course Objectives

5. PMI’S Body of Knowledge • Who is PMI? • What is the CAPM? • What is the PMBOK Guide — Third Edition • Essential reading to pass the CAPM exam • Companion to the 5 Process Groups • Guide to the 9 Knowledge Areas

6. Module One Objectives • Define a project as distinct from ongoing work • Define the discipline of project management • Describe the triple constraint and how it impacts projects • Describe the project life cycle • List the skill sets and roles of a project manager • Differentiate project management from program management from portfolio management.

7. What is a project? A temporary endeavor undertaken to create a unique product or service. CAN YOU GUESS… What percentage of all projects SUCCEED, which is defined as projects that were on/under budget AND on/under schedule AND the scope was completed)? What percentage of projects FAIL, which is defined projects that were abandoned or cancelled mid-stream)?

8. Project Outcomes History 1994-2000 Standish Group - 2001 Successful - on time, on budget, with all features and functions initially specified. Failed- cancelled before completion or never implemented. Challenged projects were completed and operational, but over-budget, over the time estimate, and with fewer features.

9. Why Projects Fail • Lack of participation • Incomplete User Requirements Standish Group Internation, 1995

10. The planning, organizing, scheduling, leading, communicating and controlling of work activities to achieve a pre-defined outcome on time and within budget. Project Management

11. The Triple Constraint Within client satisfaction

12. Project Life Cycle Monitoring and Controlling Planning Processes Conceptual Design Initiating Processes Closing Processes Executing Processes Adapted from PMBOK Guide – Third Edition, p. 40

13. 9 Knowledge Areas

14. Making the Connection

15. The Project Manager Challenge The challenge of being a project manager is getting other people to do what your project needs, often with limited authority. It’s a complex job that requires multiple skill sets.

16. Categories of Project Manager Skills

17. Process Group Interaction

18. Portfolio, Programs and Projects

19. Project vs. Program Project - “A temporary endeavor undertaken to create a unique product, service or result.” PMBOK Guide – Third Edition, p. 5 Program - “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects in the program.” PMBOK Guide – Third Edition, p. 16