1. Chapter 1 Raw Project Management
An agile and adaptable body of knowledge
Instructor Information
The intent behind these slides is not to perpetuate ‘death by PowerPoint’ in reproducing the content and graphics from the text. I think it’s pointless having exactly the same information in two places. Rather, they have been designed to both support and challenge your learners by summarising key information and providing a platform to trigger an exploration of the topic, robust discussion, critical analysis and private study.
The information covered aligns with PMBOK (2012) and is applicable for all projects, all contexts and all sectors (public, private and not-for-profit). While each of the units is presented as a separate set of slides, they should not be treated as mutually exclusive and cannot be covered in a siloed delivery. Each constantly integrates with the others throughout all of the lifecycle stages.
Consider the option of holistic assessment and direct the learner’s attention to the elements and performance criteria, the required skill and knowledge they must demonstrate along with the nominated critical aspects for assessment and evidence.
I encourage you to expand on these slides, add material and inject your expertise.
Enjoy your delivery.
Stephen Hartley

2. Chapter overview The rise and rise of project management
Characteristics of projects
Traditional management
Wanted: a project leader
Project management – a defining moment
Methodologies or madness
Navigating project lifecycles
Project management principles

3. The rise and rise of project management
constant cycle of change that business operates within
‘time poor’ businesses driven by tight (even impossible) deadlines
the increasing influence of market pressures
global competition and the need to remain competitive
the greater rates of financial and non-financial return required
higher degrees of transparency, accountability and consistency
increased interest in measured outcomes/benefits
increased attention on legal and contractual obligations
more precise and demanding acceptance criteria in satisfying the client
the need to deliver products or services meeting benchmarks, quality assurance or best practice
greater emphasis on business producing cost-effective solutions

4. Characteristics of projects
Unique
Scope
Time frame
Budget
Resource pool
Stakeholders
Dependencies

5. Traditional management
Planning
Leading
Organising
Controlling

6. Wanted: a project leader
The ability to influence the behaviour of individuals and to ‘move them in a new direction’.
A range of personal traits (energy, enthusiasm, empathy, emotional intelligence, honesty…)
Conceptual, interpersonal and transactional attributes
Change agents

7. Project management – a defining moment
identifying, planning, scheduling and controlling the project requirements
negotiating the agreed trade-off between time, budget, resources and scope
managing change initiatives over time
managing changing stakeholder expectations
scheduling an agreed solution to a specific need, problem or opportunity
balancing task and resource decisions
creating a unique product or service through a temporary endeavour

8. Methodologies or madness
The ‘right’ project methodology plays a crucial part in guiding the project’s success. Projects can’t be allowed to merely meander from start to finish. The need to be:
planned, directed, executed and managed in line with a workable, agreed and communicated approach
aligned with both strategic initiatives and operational realities (if required)
adding value to the project
underpinned with targeted professional development initiatives that address technical, social, and strategic knowledge and skills
constantly reviewed and adapted to reflect the (changing) strategic direction of the organisation

9. Navigating project lifecycles
The phased evolution of the project from start to finish:
publishes an overriding narrative of the total project
orders the project’s progress through clearly defined stages
provides reference points against which stakeholders can assess progress
facilitates appropriate levels of governance throughout the project
enables an overview of the total project to be maintained and in perspective
allows for tasks to be identified and partitioned under the appropriate stage
fosters the sequential management of the project schedule
promotes a sense of urgency throughout the project
integrates all the project activities along a continuum
details responsibility among project stakeholders

10. Project management principles
identifying, analysing and communicating the real business need
directly involving all key stakeholders
committing to planning the project through iteration and elaboration
defining, agreeing and measuring the targeted benefits
developing explicit, version controlled documentation
allowing regular reviews, audits, adjustments and revisions
proactive decision-making involving all stakeholders
direction, guidance and mentoring from a senior management project group/committee
single point accountability with matching (and communicated) authority along with visibility
open, honest, complete and timely communication
transparent processes including roles, responsibilities and standard documentation
cohesive and committed teamwork drawn from across the organisation’s expertise
balanced and demonstrable leadership from both the ‘dance floor’ and the ‘balcony’.

11. Review questions What is meant be the term project management?
How does project managing differ from project leading?
What are the four variables/constraints forming the initial project boundary?
How do methodologies assist in the planning and managing of projects?
What is the intent of following a lifecycle approach to project management?

12. Group learning activities
Identify the challenges modern day project managers face and what needs to be done to address this
Debate the difference between management and leadership
Develop a forced-choice questionnaire that confirms work as either operational or project
Explore the interdependencies between scope, time, cost and resources when one of the variables is changed
Discuss what best-practice project management would look like in the learner’s workplace

13. Assessment options
Written assignment differentiating between project management and project leadership and why both are needed
Development of a project management lifecycle framework (flowchart of document) previewing lifecycle stages, activities and documentation
Critique, recommendations and presentation of how a popular project management methodology could be integrated in the learner’s workplace
Re-working Table 1.2 to reflect what management and leadership actually looks like in the learners project workplace
Short answer questions
Multiple choice questions