1 Certificate IV in Project Management Week 1 and 2 Course Structure Course Number Qualification Code BSB41507

2 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

3 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).

4 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

5 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

6 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.

7 Course Outcomes At the end of the course you will - Understand the key knowledge areas of project management Be able to apply the tools and techniques covered in the 8 units of study Contribute 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-ordinator Project officer Project team member Project administrator

8 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

9 Course Facilitator The role of the your course facilitator is to provide - Guidance throughout the course via 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

10 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?

11 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

12 Certificate IV in Project Management Week 1 and 2 Introduction to Project Management Course Number Qualification Code BSB41507

13 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 4 th edition

14 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 4 th edition

15 Project Characteristics What are the characteristics of Projects?

16 Project Characteristics Scope Phases Tasks Activities Deliverables Team is disbanded Temporary Definite End Definite Start Materials Cost Controlled Monitored Planned Objectives Long or Short Timeframe Tangible Outcome Client Sponsor

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

18 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?

19 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

20 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

21 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, 4 th Edition

22 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, 4 th Edition

23 Project Management Definition Project Management 9 defined project management knowledge areas Skills Tools and techniques to deliver project requirements. Examples? Source – Adapted from PMBOK, 4 th Edition

24 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. Source – Adapted from PMBOK, 4 th Edition

25 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. Source – Adapted from PMBOK, 4 th Edition

26 Project, Program & Portfolio Roles Project Officer Project Manager Program ManagerPortfolio 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. Project Planning 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. People Management 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 Success Measures 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. Source – Adapted from PMBOK, 4 th Edition

27 Project Management Office (PMO) Primary function of a PMO is to support project managers by – Managing shared resources Specifying and developing the project management methodology, best practice, standards and tools Coaching, mentoring, training and career management Project assurance and compliance with methodologies and standards Co-ordinating communication across projects and within the project management community Assistance with project establishment and approval processes Project reviews and health checks to ensure projects are running according to plans and expected outcomes Source – Adapted from PMBOK, 4 th Edition

28 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 ManagerPMO Source – Adapted from PMBOK, 4 th Edition

29 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, 4 th Edition, Appendix G Interpersonal Skills

30 Certificate IV in Project Management Project Management Environment Course Number Qualification Code BSB41507

31 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

32 Project Management Framework Cost Scope Risk Human Resources Communication Time Quality Procurement

33 Project Management Environment Cost Scope Risk Human Resources Communication Time Quality Procurement Policies Regulations Organisational Maturity Standards Procedures IndustrySkills MethodologyExperience

34 PMBOK – Project Lifecycle 5 Process Groups Figure 3-1 Project Management Process Groups (PMBOK 4 th edition) InitiationPlanning ExecutionClose 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

35 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

36 PMBOK Project Initiation Processes InitiationPlanning ExecutionClose Monitor Control –Develop Project Charter –Develop preliminary scope statement

37 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 InitiationPlanning ExecutionClose Monitor Control

38 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 InitiationPlanning ExecutionClose Monitor Control

39 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 InitiationPlanning ExecutionClose Monitor Control

40 PMBOK Project Closure Processes –Close project –Review project against success measures –Transition from project to business as usual InitiationPlanning ExecutionClose Monitor Control

41 Enterprise Environmental Factors These can greatly influence the success of any project, examples – Organisational culture, structure and processes Government or industry standards and regulations Existing human resources and personnel policies Stakeholder risk tolerances Established communication and approval channels Infrastructure and facilities Project management information systems Political and economic climate Level of project management maturity PMBoK Guide – Fourth Edition

42 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 PMBoK Guide – Fourth Edition

43 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 PMBoK Guide – Fourth Edition

44 External Factors and Influences Legislation Scientific Advances Regulations Labour Market Public Opinion Local & International Conditions Technological Advances Competitor Actions Standards Economic Climate Political Climate Supplier & Partner Structures

45 Organisational Structure Organisational structure can greatly impact how projects are conducted Organisational Structure vs Project Characteristics FunctionalWeak Matrix Balanced Matrix Strong Matrix Project Based Project Manager’s Authority Little or NoneLimited Low to Moderate Moderate to High High to Almost Total Resource Availability Little or NoneLimited Low to Moderate Moderate to High High to Almost Total Control of Project Budget Functional Manager Functional Manager Mixed Project Manager Project Manager’s Role Part-time Full-time Project Management Support Staff Part-time Full-time PMBOK 4 th edition – Table 2-1

46 Templates Organisational Project Processes Approval Procedures Procurement Guidelines Quality Procedures Standards Project Management Methodology Risk Management Guidelines Project Management Tools Policies & Procedures HR Policies & Procedures Project Management Tools Project Review Guidelines Post Implementation Review Guidelines Status Reporting Procedures Project History Project Lessons Learned Risk and Issue Logs Past Project Statistics

47 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

48 Certificate IV in Project Management Assessment Outline Course Number Qualification Code BSB41507

49 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 chosen by your course facilitator for each group of students Individual Assignment (1a or 1b) Team Assignment Unit Tests 50%30%20%

50 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

51 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

52 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

53 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.

54 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.

55 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.

56 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

57 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