1 certificate iv in project management week 1 and 2 course structure course number 17871...

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Certificate IV in Project ManagementWeek 1 and 2

Course Structure

Course Number 17871Qualification Code BSB41507

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Certificate IV Project Management

• In the Certificate IV in Project Management course site you will find information about the following –

– Course outline, structure and delivery schedule

– Assessment information

– Introduction to project management

– Project Management professional bodies

– Project Management standards

– Project Management Ethics and Code of Conduct

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Project Management Qualifications

• This course reflects the requirements of the Certificate IV in Project Management under the Business Services Training Package (BSB07).

• The Business Services Training Package (BSB07) includes three project management qualifications from Certificate IV to Advanced Diploma.

• The Northern Sydney Institute of TAFE has been running the Certificate for the last 4 years and the Diploma for the last 3 years. The Advanced Diploma is currently being phased out.

• The units of competency in this course map to the Project Management Body of Knowledge (PMBOK).

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Certificate Overview

• The Certificate IV in Project Management is a specialist qualification which covers the competencies required by project officers or project team members.

• A project team member usually performs their functions under the overall management of the project manager and works with other project team members to achieve project outcomes.

• The Certificate covers 8 of the 9 key knowledge areas detailed in the PMBOK, these are detailed on the next slide

• Project Integrative Processes is introduced in the Certificate within the Apply Project Scope Management Techniques unit. It becomes a separate area of study in the Diploma of Project Management

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Units of Study – Certificate

Units in the Certificate IV of Project Management

BSBPMG401A Apply Project Scope Management Techniques

BSBPMG402A Apply Time Management Techniques

BSBPMG403A Apply Costs Management Techniques

BSBPMG404A Apply Quality Management Techniques

BSBPMG405A Apply Human Resources Management Techniques

BSBPMG406A Apply Communication Management Techniques

BSBPMG407A Apply Risk Management Techniques

BSBPMG408A Apply Contract and Procurement Procedures

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Target Audience

• Anyone who requires project management skills to perform their work or who has some experience on projects and wishes to formalise their project management qualifications.

• Students from diverse backgrounds such as customer service, business analysis, information technology, trades, building, landscaping and event management have all benefited from the successful completion of this course.

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Course Outcomes

• At the end of the course you will -

Understand the key knowledge areas of project managementBe able to apply the tools and techniques covered in the 8

units of studyContribute to all aspects of project management Have well developed project planning and co-ordination skills

• The types of roles you should be able to obtain after completing this course include –

Project co-ordinatorProject officerProject team memberProject administrator

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• The Certificate has been designed to be undertaken over a 20 week period, including 2 weeks break in the middle.

• A timetable has been developed that will enable students get through the learning for all 8 units of study and submit assessment activities within this timeframe.

• If you haven’t already done so, please take a moment to review and download the Course Delivery Schedule. It is available under Resources in the Course Delivery Schedule folder and also as a link from the Learning Program for this module.

Course Delivery Schedule

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Course Facilitator

• The role of the your course facilitator is to provide -

Guidance throughout the course via email

Answer questions about course delivery

Answer questions about course content

Facilitate your learning outcomes

Provide feedback on activities

Track and monitor your progress

Mark and provide feedback on assessment events

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• Contact your course facilitator for help with the following-

Logging on to Sakai

Questions about assessments

Questions about the course delivery program

Guidance on how to make progress

• For help with using the Sakai online learning environment, please refer to the How to Use Sakai – Student Guide which is available in the Online Learning Resources module in the Learning Program.

How to get help?

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Submission of Work

• You will receive instructions from your facilitator as to their preferred mechanism for submission, generally -

Tests that count towards your mark are completed online using Tests & Tasks

Exercises are submitted online using the inline answer feature of Tests & Tasks

Individual and Team Assessment Activities are submitted online using the attachment feature of Assignments

Forum participation is assessed based on the frequency and quality of your contributions

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Certificate IV in Project Management

Week 1 and 2Introduction to

Project Management


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What is a project?

Definition from PMBOK -

• A project is a temporary endeavour undertaken to create a product, service or outcome

• There is a definite beginning and end

• Generally the end is reached when the project’s objectives have been met

Adapted from the PMBOK 4th edition

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Examples of Projects

Some Examples of Projects

• Developing a new product or service

• Effecting a change in an organisational structure

• Acquiring and implementing a new computer system

• Constructing a building

• Improving a business process

Adapted from the PMBOK 4th edition

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Project Characteristics

What are the characteristics of Projects?

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Project Characteristics

Scope

Phases

Tasks

Activities

Deliverables

Team isdisbanded

Temporary

DefiniteEnd

DefiniteStartMaterials

Cost

Controlled

Monitored

Planned

ObjectivesLong or Short

Timeframe

TangibleOutcome

Client

Sponsor

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Projects

For the examples given – are these projects? Why/why not?

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Project Success Measures

• Project success occurs when the –expectations of the project sponsor or client are

met

agreed project objectives have been met

business outcomes have been realised

timeframe and budget have been delivered

quality and scope requirements have been delivered

What would be the success measures for the two projects discussed previously?

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Project Tradeoffs

Cost

Time

Quality

Cheap

Quick

Good

Project success is often reliant on the project manager’s ability to manage stakeholder expectations and make trade offs between key project dimensions What are stakeholders?

Really means

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Project Management Roles (AIPM)

• There is a natural hierarchy of roles within the project management profession

• The AIPM’s competency framework has four levels -

Project Practitioner

Project Manager

Project Director

Executive Project Director

Source – AIPM Professional Competency Standards for Project Management, June 2008, Version 1

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Project Management Roles (PMI)

• The PMI has a different hierarchy of project management roles –

Project Manager

Program Manager

Portfolio Manager

• The PMI also includes a project support function known as the Project Management Office

Source – PMBOK, 4th Edition

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Project Management Definition

• Project Management

The application of the 9 defined project management knowledge areas, skills, tools and techniques to deliver project requirements.

Project management typically includes identifying requirements, addressing stakeholder expectations to ensure the project is planned and executed correctly, balancing competing project constraints such as time, cost, quality and scope, and reducing the impact of risks and issues.

Source – Adapted from PMBOK, 4th Edition

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Project Management Definition

• Project Management

9 defined project management knowledge areas

Skills

Tools and techniques

to deliver project requirements.

Examples?


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Program Management Definition

• Program Management

Grouping related projects in order to manage and co-ordinate the outcomes and enhance the achievement of benefits.

Program management is the centralised and co-ordinated management of a set of related projects in order to achieve broad strategic objectives and benefits.

Program management focuses on the project interdependencies and determines the optimal approach to managing the projects in order to maximise the benefits.


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Portfolio Management Definition

• Portfolio Management

Grouping of a collection of projects or programs together so they can be managed as a whole in order to achieve strategic business objectives.

Portfolio management refers to the centralised management of a collection of related projects and programs. This includes identifying, prioritising, authorising, managing and controlling and projects and programs within the portfolio so that they align with the strategic business objectives.

The focus is on prioritisation of resource allocation so that the portfolio objectives are aligned to organisational strategies.


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Project, Program & Portfolio Roles

Project Officer Project Manager Program Manager Portfolio Manager

Scope Management

Roles have defined responsibilities. Work under direction of the Project Manager. Contributes to scope management.

Projects have defined objectives. Scope is progressively elaborated throughout the project lifecycle.

Programmes have a larger scope and provide more significant benefits.

Portfolios have a business scope that changes with the strategic goals of the organisation.

Change Management

Contributes to change management, brings changes to scope, time, cost and quality to attention of Project Manager.

Project Managers expect change and implement processes to keep change managed and controlled.

The Program Manager must expect change from both inside and outside the program and be prepared to manage it.

Portfolio Managers continually monitor changes in the broad environment.

ProjectPlanning

Contributes to project planning and may take ownership of a set of deliverables or small sub project, under direction from the Project Manager.

Project managers progressively elaborate high-level information into detailed plans throughout the project lifecycle.

Program managers develop the overall program plan and create high-level plans to guide detailed planning by Project Managers.

Portfolio managers create and maintain necessary processes and communication relative to the planning for the overall portfolio.

PeopleManagement

Contributes to project human resource planning. Needs to work effectively as part of the project team.

Project managers manage the project team to meet the project objectives.

Program managers manage the program staff and the project managers, they provide vision and overall leadership.

Portfolio managers may manage and co-ordinate portfolio management staff and ensure the overall people management framework, policies and procedures are followed.

Project SuccessMeasures

Works under supervision of the Project Manager to ensure success measures are achieved.

Success is measured by product and project quality, timelines, budget compliance and degree of client satisfaction.

Success is measured by the degree to which the program satisfies the needs and benefits for which it was undertaken. Often linked back to a business case.

Success is measured in terms of aggregate performance of portfolio components and often linked back to a strategic plan and priorities for a business unit.

Monitoring & Controlling

Provides status updates to Project Manager on deliverables and activities.

Project managers monitor and control the work of producing the products, services and results committed to in the Project Charter.

Program managers monitor the progress of sub projects to ensure the overall goals, schedules, budgets and benefits are achieved.

Portfolio managers monitor the aggregate performance against strategic objectives.


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Project Management Office (PMO)

• Primary function of a PMO is to support project managers by –

Managing shared resourcesSpecifying and developing the project management

methodology, best practice, standards and toolsCoaching, mentoring, training and career managementProject assurance and compliance with methodologies and

standardsCo-ordinating communication across projects and within the

project management communityAssistance with project establishment and approval processesProject reviews and health checks to ensure projects are

running according to plans and expected outcomes


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Project Managers vs PMOs

– Focuses on the specified project objectives

– Controls the assigned project resources to best meet project objectives

– Manages the constraints of the individual project (scope, time, cost, quality, risk etc)

– Manages major program cope changes to optimise achievement of broader business objectives

– Optimises the use of shared organisational resources across all projects in their jurisdiction

– Manages methodologies, standards, overall risks and interdependencies in their jurisdiction

Project Manager PMO


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PM Interpersonal Skills

• In addition to the ability to apply the 9 key knowledge areas, Project Managers require important interpersonal skills to assist in the effective management of projects, specifically in the achievement of project objectives and success criteria –

1. Leadership

2. Team Building

3. Motivation

4. Communication

5. Influencing

6. Decision Making

7. Political and Cultural Awareness

8. Negotiation

Source – PMBOK, 4th Edition, Appendix G Interpersonal Skills

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Project ManagementEnvironment


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Project Management Environment

• Projects take place within environments that can greatly impact on the manner in which the project is executed and the achievement, or not, of the project’s objectives and success measures

• Success occurs when the –

expectations of the project sponsor or client are met

agreed project objectives have been met

business outcomes have been realised

timeframe and budget have been delivered

quality and scope requirements have been delivered

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Project Management Framework

Cost

Scope

Risk

Human Resources

Communication

Time

Quality

Procurement

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Project Management Environment

Cost

Scope

Risk

Human Resources

Communication

Time

Quality

Procurement

Policies

Regulations

Organisational Maturity

Standards

Procedures

IndustrySkills

MethodologyExperience

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PMBOK – Project Lifecycle 5 Process Groups

Figure 3-1 Project Management Process Groups (PMBOK 4th edition)

Initiation Planning Execution Close

Monitor

Control

Project management processes ensure the effective flow of the project throughout its existence. The processes encompass the tools and techniques involved in applying the 9 knowledge areas

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Other Lifecycles and Methodologies

• Many organisations and industries have different project management methodologies and lifecycles

• It is critical to be flexible in the application of project lifecycles and methodologies and to work within the policies and procedures of the organisation

• It is important to develop a common language and understanding within the project team during the planning process

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PMBOK Project Initiation Processes


Monitor

Control– Develop Project Charter– Develop preliminary scope statement

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PMBOK Project Planning Processes

– Develop Project Management Plan– Plan and define project scope– Create the Work Breakdown Structure– Estimate resources, budget and timeframes– Develop the project schedule– Identify risks and develop risk management plans– Plan and determine communication approach


Monitor

Control

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PMBOK Project Execution Processes

– Direct and manage project execution– Perform quality assurance– Assemble and develop the project team– Acquire project resources– Distribute information on project progress and

issues


Monitor

Control

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PMBOK Project Monitoring and Controlling

– Manage the project team– Verify and control project scope– Monitor and manage the project schedule– Monitor and manage project budget– Undertake quality control activities– Manage key stakeholders and project sponsor– Report on project performance and status– Monitor and control risks and issues


Monitor

Control

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PMBOK Project Closure Processes

– Close project– Review project against success measures– Transition from project to business as usual


Monitor

Control

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Enterprise Environmental Factors

• These can greatly influence the success of any project, examples –

Organisational culture, structure and processesGovernment or industry standards and regulationsExisting human resources and personnel policiesStakeholder risk tolerancesEstablished communication and approval channelsInfrastructure and facilitiesProject management information systemsPolitical and economic climateLevel of project management maturity

PMBoK Guide – Fourth Edition

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Organisational Influences

• Organisational culture, style and structure influence how projects are performed

• The degree of project management maturity is particularly critical

• Internal project management systems, methodologies and frameworks are important

• Influences can be both internal and external


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Organisational Culture and Style

• Organisational culture is an enterprise environmental factor that can manifest in many ways, examples –

Shared vision and values

Common norms, beliefs and expectations

Policies, methods and procedures

View of authority relationships

Work ethic and work hours


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External Factors and Influences

Legislation

ScientificAdvances

Regulations Labour Market Public Opinion

Local & InternationalConditions

TechnologicalAdvances

Competitor ActionsStandards

Economic Climate

Political Climate

Supplier & PartnerStructures

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Organisational Structure

• Organisational structure can greatly impact how projects are conducted

Organisational Structure vs Project Characteristics

Functional WeakMatrix

BalancedMatrix

Strong Matrix

ProjectBased

Project Manager’s Authority

Little or None Limited Low to Moderate

Moderate to High

High to Almost Total

Resource Availability

Little or None Limited Low to Moderate

Moderate to High

High to Almost Total

Control of Project Budget

Functional Manager

Functional Manager

Mixed Project Manager

Project Manager

Project Manager’s Role

Part-time Part-time Full-time Full-time Full-timeProject Management Support Staff Part-time Part-time Full-time Full-time Full-time

PMBOK 4th edition – Table 2-1

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Templates

Organisational Project Processes

Approval Procedures

ProcurementGuidelines

Quality Procedures Standards

Project ManagementMethodology

Risk ManagementGuidelines

Project ManagementTools

Policies &Procedures

HR Policies &Procedures

Project ManagementTools

Project ReviewGuidelines

Post Implementation Review Guidelines

Status ReportingProcedures

Project HistoryProject Lessons

Learned

Risk and IssueLogs

Past Project Statistics

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Influences of Organisation Size

• There is normally considerable task specialisation in large organisations, coupled with formal processes for delegating authority, business planning and managing performance

• In small organisations people often need to assume many roles and manage several functional areas. Management processes are often less formal

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Assessment Outline


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Assessment Activities

There are 3 primary assessment activities for this course –

1. Individual Assignment – Body of Evidence OR Individual Project Management Plan

2. Team Assignment – Case Study Project Management Plan

3. Unit Tests

Specific activities and percentage contributions are chosenby your course facilitator for each group of students

IndividualAssignment (1a or 1b)

TeamAssignment

Unit Tests

50% 30% 20%

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Primary Assessment Activities

• Team Assignment– Pairs of teams of small groups of three students– Produce a project management plan for a selected case study– Shows how they work in a team, organise activities and apply project management techniques

• Unit Tests– Assess knowledge of the Project Management Body of Knowledge and the Australian National

Competency Standards for Project Management for each of the 8 units of study

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• At the end of each unit of study you will be required to –1.Undertake your Unit Test

2.Participate in Forums (optional)

• At the end of some units of study you will be required to - 1.Submit the relevant component of your team assignment

• At half way through and at the end of the course you will be required to –

1.Submit your Individual assessment

Assessment Due Dates

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• You will receive instructions from your facilitator as to their preferred mechanism for submission

• Generally –

• Unit Tests that count towards your mark are completed online using Tests and Tasks

• Team and Individual Assessments are submitted online using the attachment feature of Assignments

Assessment Submission

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Assessment Grading

• To be awarded the Certificate IV in Project Management learners must achieve competency in ALL 8 units of study.

• All units of study in this course are Ungraded. Students will be assessed as either Competent or Not Yet Competent.

• A nominal mark is generally calculated for each assessment and for the overall level of achievement in each unit of study.

Competency requires a grade of 65% or higher • Awards for Outstanding Academic Achievement can be

awarded for students with grades of 85% and above.

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Assessment Resubmissions

• The student result is based on the grades for the assessment tasks and evidence provided to meet the criteria for competence as specified for each unit of study.

• Where students are not deemed competent after the first attempt, a resubmission may be requested and can be granted at the facilitator’s discretion.

• Resubmissions must be made as soon as possible after the initial assessment, preferably within two weeks.

• Extensions for assessment activities (particularly the Individual Assignment) can be granted where there are extenuating or difficult circumstances.

• Students in this situation must contact their facilitator immediately so that alternative arrangements can be agreed.

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Assessment Strategy

• The assessment strategy for this course is based on the principles of validity, reliability and fairness.

• Assessment Activities are designed to - cover a range of skills and knowledge required to demonstrate

achievement of the unit and course aims collect evidence on a number of occasions and in a variety of

contexts and situations – one source of evidence is not sufficient be appropriate to the knowledge, skills, methods of delivery and

needs of learners assist assessors to interpret evidence consistently

• Assessment activities and evidence collection can take place in the workplace or in a simulated environment.

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Assessment Strategy

• It is critical that the Team Assignment provides the following opportunities for the learner –

use up to date equipment and software reflect time pressures and deadlines show the complexity of dealing with multiple tasks involve prioritising amongst competing tasks work with others in a team communicate with diverse groups find, discuss and test solutions to problems explore health and safety issues answer practically oriented, applied knowledge questions show the level of written and verbal expression sufficient for, but not

exceeding, the work requirements

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Learning Activities and Assessments

The following symbols are used throughout the presentations to let you know that learning activities and

assessments are due for completion

Reading

Forum

Activity

Unit Test

1 certificate iv in project management week 1 and 2 course structure course number 17871...

Documents

diploma of project management

project management skills

aspects of project management

project management course

project managementweek

project officers

project manager

project outcomes