Project Management Instructor Guide
TABLE OF CONTENTS Preface ..............................................................................................................................................6 What is Courseware? ................................................................................................................................ 6 How Do I Customize My Course? .............................................................................................................. 6 Materials Required ................................................................................................................................... 8 Maximizing Your Training Power .............................................................................................................. 8 Module One: Getting Started ........................................................................................................... 10 Housekeeping Items................................................................................................................................ 10 The Parking Lot ....................................................................................................................................... 11 Workshop Objectives .............................................................................................................................. 11 Pre-Assignment Review .......................................................................................................................... 12 Action Plans and Evaluations.................................................................................................................. 12 Module Two: Key Concepts (I) .......................................................................................................... 13 What is a Project? ................................................................................................................................... 13 What is Project Management? ............................................................................................................... 15 What is a Project Manager? ................................................................................................................... 15 Module Two: Case Study......................................................................................................................... 17 Module Two: Review Questions.............................................................................................................. 18 Module Three: Key Concepts (II) ....................................................................................................... 20 About the Project Management Institute (PMI) ..................................................................................... 20 About the Project Management Body of Knowledge (PMBOK).............................................................. 21 The Five Process Groups ......................................................................................................................... 22 The Ten Knowledge Areas....................................................................................................................... 24 The Triple Constraint............................................................................................................................... 26
Module Three: Case Study ...................................................................................................................... 27 Module Three: Review Questions ........................................................................................................... 28 Module Four: Initiation (I) ................................................................................................................ 31 Identifying Your Stakeholders ................................................................................................................. 31 Assessing Needs and Wants ................................................................................................................... 32 Setting a SMART Project Goal................................................................................................................. 33 Creating Requirements and Deliverables ............................................................................................... 35 Module Four: Case Study ........................................................................................................................ 36 Module Four: Review Questions ............................................................................................................. 37 Module Five: Initiation (II) ................................................................................................................ 39 Creating a Statement of Work ................................................................................................................ 39 Completing the Project Planning Worksheet .......................................................................................... 41 Completing the Project Charter .............................................................................................................. 43 Module Five: Case Study ......................................................................................................................... 44 Module Five: Review Questions .............................................................................................................. 45 Module Six: Planning (I) ................................................................................................................... 47 Managing Expectations .......................................................................................................................... 47 Creating a Task List ................................................................................................................................. 49 Estimating Time ...................................................................................................................................... 50 Estimating Resources .............................................................................................................................. 52 Estimating Costs ..................................................................................................................................... 53 Module Six: Case Study ........................................................................................................................... 54 Module Six: Review Questions ................................................................................................................ 55 Module Seven: Planning (II).............................................................................................................. 57 Building the Work Breakdown Structure ................................................................................................ 57 Creating the Schedule ............................................................................................................................. 59
Creating a Risk Management Plan ......................................................................................................... 62 Creating a Communication Plan ............................................................................................................. 63 Module Seven: Case Study ...................................................................................................................... 64 Module Seven: Review Questions ........................................................................................................... 65 Module Eight: Planning Tools ........................................................................................................... 67 The Gantt Chart ...................................................................................................................................... 67 The Network Diagram ............................................................................................................................ 68 Using a RACI Chart .................................................................................................................................. 70 Going the Extra Mile: Microsoft Project ................................................................................................. 71 Module Eight: Case Study ....................................................................................................................... 72 Module Eight: Review Questions ............................................................................................................ 73 Module Nine: Executing the Project.................................................................................................. 75 Establishing Baselines ............................................................................................................................. 75 Monitoring Project Progress ................................................................................................................... 77 Triple Constraint Reduction Methods ..................................................................................................... 78 Module Nine: Case Study ........................................................................................................................ 79 Module Nine: Review Questions ............................................................................................................. 80 Module Ten: Maintaining and Controlling the Project ....................................................................... 82 Making the Most of Status Updates ....................................................................................................... 82 Managing Change .................................................................................................................................. 84 Monitoring Risks ..................................................................................................................................... 85 Module Ten: Case Study ......................................................................................................................... 86 Module Ten: Review Questions .............................................................................................................. 87 Module Eleven: Closing Out ............................................................................................................. 89 Preparing for Closeout ............................................................................................................................ 89 Celebrating Successes ............................................................................................................................. 90
Learning from Project Challenges ........................................................................................................... 91 Scope Verification ................................................................................................................................... 92 A Final To-Do List .................................................................................................................................... 93 Module Eleven: Case Study ..................................................................................................................... 94 Module Eleven: Review Questions .......................................................................................................... 95 Module Twelve: Wrapping Up .......................................................................................................... 97 Words from the Wise .............................................................................................................................. 97 Parking Lot .............................................................................................................................................. 97 Action Plans and Evaluations.................................................................................................................. 97
Learning is a treasure that will follow its owner everywhere. Chinese Proverb Preface What is Courseware? Welcome to Courseware.com, a completely new training experience! Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a takehome reference sheet for the student. You simply need to prepare and train! Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and e-mail training materials.
How Do I Customize My Course? Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants’ industry, or additional information. You can, of course, also use all of your word processor’s other features, including text formatting and editing tools (such as cutting and pasting). To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click “Update entire table” and press OK.
(You will also want to perform this step if you add modules or move them around.)
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If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once. If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options. For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do:
Now, we can change our formatting and it will apply to all the headings in the document. For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Courseware.com.
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Materials Required All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.) We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets. We recommend these additional materials for all workshops:
Laptop with projector, for PowerPoint slides
Quick Reference Sheets for students to take home
Timer or watch (separate from your laptop)
Masking tape
Blank paper
Maximizing Your Training Power We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants.
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Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold. o
Use examples, case studies, and stories that are relevant to the group.
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Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately.
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Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.)
Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your
participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures. 
Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life.
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Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops.
And now, time for the training!
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It must be considered that there is nothing more difficult to carry out nor more doubtful of success nor more dangerous to handle than to initiate a new order of things. Machiavelli Module One: Getting Started Welcome to the Project Management workshop. In the past few decades, organizations have discovered something incredible: principles that have been used to create enormous successes in large projects can be applied to projects of any size to create amazing success. As a result, many employees are expected to understand project management techniques and how to apply them to projects of any size. This workshop will give participants an overview of the entire project management process, as well as key project management tools that they can use every day.
Housekeeping Items Take a few moments to cover basic housekeeping items.
If you need an opening or a way to introduce the participants to each other, utilize the Icebreakers folder to begin or between breaks during the day.
Let participants know where they can find washrooms, break facilities, and fire exits.
Ask participants to turn off their cell phones or at least turn them to vibrate. If they must take a call, request that they do it outside.
Take this time to encourage the group to ask questions and make this an interactive workshop.
Write the words Respect, Confidentiality, and Practice on a piece of flip chart paper and tape it to the wall. Explain to participants that in order to get the most out of this workshop, we must all work together, listen to each other, explore new ideas, and make mistakes. After all, that’s how we learn!
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The Parking Lot Explain the concept of The Parking Lot to participants.
The Parking Lot is a visible place where you will “park” ideas that arise which are not on the agenda, may be off topic, or are better addressed outside of the program.
At the end of the session, we will review parked ideas and follow up, or make suggestions for your own investigation when you are back at work.
Suggestions for the trainer: 1. If you are working with a large group of participants, you may wish to nominate a recorder to park items as you are facilitating. 2. It’s a good idea to note the name of the contributor along with the parked item. 3. Items noted on the parking lot can be useful to you later as you plan future training sessions.
Workshop Objectives Research has consistently demonstrated that when clear goals are associated with learning that the learning occurs more easily and rapidly. With that in mind, let’s review our goals for today. By the end of this workshop, participants will be able to:
Define projects, project management, and project managers
Identify the importance of the PMBOK and PMI
Identify the five process groups and ten knowledge areas as defined by the PMI
Describe the triple constraint
Perform a project needs assessment and write goals, requirements, and deliverables
Create key project documents, including the statement of work, project planning worksheet, and project charter
Build a project schedule by estimating time, costs, and resources
Understand and use the work breakdown structure
Create project planning documents, such as a schedule, risk management plan, and communication plan
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Use planning tools, including the Gantt chart, network diagram, and RACI chart
Establish and use baselines
Monitor and maintain the project
Perform basic management tasks, including leading status meetings and ensuring all documents are complete at the end of the project
Pre-Assignment Review The purpose of the Pre-Assignment is to get participants thinking about the Project Management strategies they are already using and where they need to improve. As a pre-assignment, we asked participants to think of a project that they are about to begin. It could be a work project, like putting a budget together, or a home project, like building a deck. Have participants take a moment now to think about their project. Ask them to keep it in mind during the day as it will help them identify practical applications for the tools and techniques that we discuss.
Action Plans and Evaluations Pass out the participant action plans and evaluations, available in the activities folder. Ask participants to fill these out throughout the day as they learn new things and have ideas on how to incorporate the things we discuss into their lives.
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Do not repeat the tactics which have gained you one victory, but let your methods be regulated by the infinite variety of circumstances. Sun Tzu Module Two: Key Concepts (I) Before we get started, let’s make sure we all understand just what we mean by a project and by project management. We’ll also look at what a project manager’s role is.
What is a Project? A project is a limited endeavor (meaning it has specific start and finish dates) that is undertaken to meet particular goals and objectives. Projects are different than processes or everyday operations, which are repetitive, permanent, or semipermanent functional work taken on to produce products or services. All successful projects share the following characteristics:
Clear goals
Defined ownership/responsibility
Timeline
Dedicated team
Defined methodology
Controlled execution
Completion evaluated based on original plan
Linked to business objectives
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Supported by an organization’s management team
Estimated Time
10 minutes
Topic Objective
To understand what is meant by the term “project.”
Topic Summary
A project is a limited endeavor (meaning it has specific start and finish dates) that is undertaken to meet particular goals and objectives.
Materials Required
List of projects Before the workshop, write the following list on the flip chart.
Planning Checklist
Daily invoice processing
Planning for annual picnic
Construction of a new home
Widget manufacturing
Widget manufacturing process review
Installation of a new computer system
Review the list with the class and determine which items could be classified as a project. Here are our answers.
Recommended Activity
Daily invoice processing: No
Planning for annual picnic: Yes
Construction of a new home: Yes
Widget manufacturing: No
Widget manufacturing process review: Yes
Installation of a new computer system: Yes
Delivery Tips
This activity can be performed in small or large groups.
Review Questions
What is one characteristic of a successful project?
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What is Project Management? Project management is the combined art and science of planning, organizing, and managing resources to get a particular project done on time, within budget, and with the results that the organization set out to achieve. There are many types of project management designed for different scenarios and different industries. This workshop will focus on the traditional method, used by the Project Management Institute, which follows five process groups. (See Module Three for more information.)
Estimated Time
10 minutes
Topic Objective
To understand what is meant by “project management.�
Topic Summary
Project management is the combined art and science of planning, organizing, and managing resources to get a particular project done on time, within budget, and with the results that the organization set out to achieve.
Recommended Activity
Have group members share uses of project management in their organization.
Stories to Share
The Apollo program conducted by NASA in the 1960’s is considered the dawn of project management.
Delivery Tips
This activity can be performed in small or large groups.
Review Questions
Which project management approach will this workshop use?
What is a Project Manager? A project manager is the person responsible and accountable for accomplishing the stated project objectives. Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects. The project manager is often required to perform a juggling act, balancing what the customer wants, and needs with what the team can provide in a particular time frame and with a particular budget. A successful project manager has a hodgepodge of skills and continues learning. Key skills include: Page 15
Leadership
Negotiation
Influence and persuasion
Project management
Communication
Time management
Stress and anger management
Although you do need project management skills to be a project manager, you don’t need to be a project manager to use project management skills. You will find uses for most of the tools that we discuss today in your day-to-day life, both personal and professional.
Estimated Time
10 minutes
Topic Objective
To understand what the role of project manager encompasses.
Topic Summary
A project manager is the person responsible and accountable for accomplishing the stated project objectives.
Materials Required
Action plans
Planning Checklist
Print out one action plan per participant.
Recommended Activity
Have participants review the project management skill areas listed in the Student Training Guide and on the next page. Then, ask participants to choose three skill areas that they would like to work on and list them in their action plan. If participants think of skill areas that are not listed, encourage them to share the area with the class.
Delivery Tips
If you handed out the action plans at the beginning of the workshop, this activity should go smoothly.
Review Questions
Do you need to be a project manager to use project management skills?
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Module Two: Case Study Filipe had spent the last hour interviewing Sarah for the project manager position, and he had been impressed with the answers that she had given. When asked how she would handle too much or too little data, she reported that she knew what to pay attention to and what to ignore. She had experience setting, observing, and re-evaluating project priorities frequently, and just from speaking with her, Filipe could tell that she commanded authority naturally. Filipe asked, “Sarah, in the past, how have you worked with stakeholders?” Sarah answered, “I care about communication and want opinions from stakeholders involved. It’s equally important though to also be aware of how communication is being received by those shareholders as well.” Filipe smiled at the answer. The rest of interview went well, and he could tell that Sarah was the perfect person for the project manager position.
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Module Two: Review Questions 1. What is the definition of a project? a) b) c) d)
2.
What is an example of a characteristic of a successful project? a) b) c) d)
3.
Ambiguous communication Dedicated team Completion evaluated based on original plan Supported by an organization’s management team
What can be defined as “the combined art and science of planning, organizing, and managing resources to get a particular project done on time, within budget, and with the results that the organization set out to achieve”? a) b) c) d)
5.
Defined ownership and responsibility Vague goals A timeline that changes frequently Methodology that is “plan-as-you-go”
What is not an example of a characteristic of a successful project? a) b) c) d)
4.
A planned series of future events, items, or performances. A meeting of people face to face, especially for consultation. A limited endeavor that is undertaken to meet particular goals and objectives. An assembly of people, especially the members of a society or committee, for discussion or entertainment.
Meeting planning Project planning Office management Project management
Which of these statements is true of project management? a) Project management involves repetitive, permanent, or semi-permanent functional activities to produce products or services. b) Project management is just like meeting management, involving a chairperson, minute taker, and attendee participation. c) There are many types of project management designed for different scenarios and different industries. d) There is only one trusted method for project management, and that method is the traditional method.
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6.
What is the definition of a project manager? a) b) c) d)
7.
What is not an example of a key project management responsibility? a) b) c) d)
8.
The profession involving office supervisory positions. The person responsible and accountable for accomplishing the stated project objectives. The person ultimately responsible for the day-to-day operations or an organization. The person who presides over a meeting, committee, or board.
Organizing the office before the project begins Deconstructing the project requirements Managing the triple constraint for projects All of the above
What job is the project manager often required to do? a) Balancing what the customer wants, and needs with what the team can provide in a particular time frame and with a particular budget. b) Focusing on consistent and permanent projects that the company needs on a rolling basis. c) Giving a brief explanation of the purpose of the meeting and an idea of what you are looking for in terms of topics. d) Maintains focus while writing down information during the project’s many meetings.
9.
Which of these is not a key skill of a project manager? a) b) c) d)
Excellent at taking orders from the team Negotiation Leadership Stress and anger management
10. Which of these statements is true of project management? a) A successful project manager has a basic skill set and is focused on application of these skills, not on learning new ones. b) A project manager is the person who delegates responsibility for accomplishing the stated project objectives. c) There is only one type of project management, designed for specific scenarios and specific industries. d) One can find uses for most of the project management tools that are discussed in day-today life, both personal and professional.
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Life is a do-it-yourself project. Napoleon Hill Module Three: Key Concepts (II) Now that we understand what we mean by projects, project management, and project managers, let’s look at some of the other concepts related to projects. This module will look at the Project Management Institute, a global project management group that publishes and promotes project management standards, and its core ideas.
About the Project Management Institute (PMI) The Project Management Institute is a global association for the project management profession. Since being founded in 1969, they have been at the forefront of working with businesses to create project management standards and techniques that work. Their core ideas include:
The Project Management Body of Knowledge( PMBOK), which we will discuss in a moment
Five process groups, which outline the path a project should take
Ten knowledge areas, which outline various parts of each process group
The triple constraint, which illustrates how a project is balanced
Estimated Time
10 minutes
Topic Objective
To understand what the Project Management Institute is.
Topic Summary
The Project Management Institute is a global association for the project management profession. It was founded in 1969.
Recommended Activity
Discuss other alternatives to the PMI, including:
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Association for Project Management, based in the UK
Australian Institute for Project Management
The European Institute of Advanced Project and Contract Management
Asia Pacific Regional Project Management Forum
Project Management Institute South Africa
Stories to Share
The PMI was founded by five volunteers in 1969. In 2008, it had over 260,000 members in 150 different countries.
Delivery Tips
Encourage participants to share other organizations that they are familiar with.
About the Project Management Body of Knowledge (PMBOK) The Project Management Body of Knowledge (PMBOK) is the PMI bible. It includes a detailed overview of the processes and knowledge areas promoted by the PMI as best practice within the project management discipline. This global standard allows consistent procedures, methods, and processes to be applied to any project and measured equally, no matter what the actual project is about. The guide is built around five process groups and ten knowledge areas.
Estimated Time
10 minutes
Topic Objective
To understand what the PMBOK is.
Topic Summary
The Project Management Body of Knowledge (PMBOK) is the PMI bible.
Materials Required
Copy of the PMBOK
Planning Checklist
Obtain a copy of the PMBOK before the workshop.
Recommended Activity
Pass around the PMBOK for participants to look at.
Stories to Share
The PMBOK was first drafted in 1986. The first official edition was published in 1994. The latest version of the PMBOK is the 5th Edition.
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Delivery Tips
The latest edition of the PMBOK was released in 2008.
Review Questions
What does PMBOK stand for?
The Five Process Groups These processes form the core structure of any project. Although they are illustrated here as a continuous process, they can overlap and interact throughout a project. Processes are described in terms of:
Inputs (documents, plans, designs, etc.)
Tools and Techniques (mechanisms applied to inputs)
Outputs (documents, products, etc.)
Initiating
Planning
Executing
Monitoring & Controlling
Closing
Estimated Time
10 minutes
Topic Objective
To understand the life cycle of a project.
Topic Summary
The five phases are Initiating, Planning, Executing, Monitoring and Controlling, and Closing.
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Materials Required
Planning Checklist
Prepared sheets of flip chart paper
Sticky notes
Tape
Markers
Each sheet of flip chart paper should be divided into five columns. Each column should be headed with a process group name. Divide participants into groups of four to six. Ask each group to write these activities on sticky notes (one activity per note):
Recommended Activity
Setting project goals
Returning supplies
Deciding who will be on the project team
Building a schedule
Having a success party
Building a prototype widget
Adjusting the schedule due to a worker’s strike
Having weekly status meetings
Installing a new computer system
Setting up the project plan on a computer
Now, ask participants to place the notes in their proper column. Delivery Tips
We have included the answers in Worksheet One in the activities folder.
Review Questions
Name one process group.
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The Ten Knowledge Areas The PMBOK guide focuses on ten knowledge areas that are crucial to the project management processes. The areas are:
Integration Management
Procurement Management
Scope Management
Risk Management
Time Management
Communications Management
Cost Management
Human Resources Management
Quality Management
Stakeholder Management
Each knowledge area contains some or all of the project management processes. For example, Project Procurement Management includes:
Plan Procurement Management
Conduct Procurements
Control Procurements
Close Procurements
Estimated Time
10 minutes
Topic Objective
To understand the ten knowledge areas of the PMBOK.
Topic Summary
The PMBOK guide focuses on ten knowledge areas that are crucial to the project management processes.
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Integration Management
Procurement Management
Scope Management
Risk Management
Time Management
Communications Management
Cost Management
Human Resources Management
Quality Management
Stakeholder Management
Materials Required
Copy of the PMBOK
Planning Checklist
Obtain a copy of the PMBOK before the workshop.
Recommended Activity
Choose a few knowledge areas of interest to participants. Look these areas up in the PMBOK. This will spur participants to think of areas of further interest, and it will give them some practical experience with the PMBOK.
Delivery Tips
If you have a small group or several copies of the PMBOK, let participants look through the PMBOK on their own.
Review Questions
Name one of the knowledge areas.
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The Triple Constraint The Triple Constraint illustrates the balance of the project’s scope, schedule (time), and budget (cost). During the planning phase of a project, the project management team defines the project scope, schedule (time), and budget (cost)of a project. As the process continues, the project managers discover that there may be changes or adjustments to be made in one of these areas. When this happens, the other factors of the triple constraint are likely to be affected as well.
Schedule (Time)
Scope Quality Customer Satisfaction
Budget (Cost) Resources Risk
For example, if the budget (cost) increases, it is logical to assume that the scope and schedule (time) will increase as well. The same thing happens if the budget (cost) decreases; the scope and schedule (time) will decrease too. It is the job of the project manager, and sometimes the project team, to identify how a change to a single element will change the other elements.
Estimated Time
10 minutes
Topic Objective
To understand the triangle of factors that can affect a project.
Topic Summary
The Triple Constraint illustrates the balance of the project’s scope, schedule (time), and budget (cost).
Materials Required
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Flip chart paper
Planning Checklist
Markers
Review the scenarios below before the workshop and come up with some ideas of your own. Discuss the following scenarios with the group. Explore which constraint in each scenario is changing, and how that could affect the other elements.
Recommended Activity
Budget is reduced by 25%
Building needs to be completed three months earlier
Product must have 99% purity instead of 95%
Need to renovate three office buildings instead of one
Delivery Tips
There are no “right” answers for this activity. The objective is to have participants see how changes can have a ripple effect.
Review Questions
Name one of the triple constraints.
Module Three: Case Study Hector, a member of the project management team, knocked on Greg’s office door. Greg, the project manager, motioned for him to come inside. Greg asked, “How can I help you, Hector?” Hector sighed, “I looked into the costs for the project, like you asked me. It looks like the costs are going to be greater than we expected.” Greg nodded and said, “Thanks for letting me know, Hector. When the cost increases, many times the scope and the time increase as well. It’s good that we’re finding this out early. Let me look at the specific costs that you found.” Greg and Hector looked over the budget. They were able to bring the issue to the team the very next day, and from there, they brainstormed ways to decrease the cost and modified their scope and time.
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Module Three: Review Questions 1.
What is the Global Project Institute? a) The process of international integration arising from the interchange of world views, products, ideas, and other aspects of culture. b) A global association for the project management profession. c) The combined art and science of planning, organizing, and managing resources to get a particular project done on time, within budget, and with the results that the organization set out to achieve. d) A society or organization having a particular object or common factor, especially a scientific, educational, or social one.
2.
What is included in the Global Project Institute’s core ideas? a) b) c) d)
3.
Which of these forms the core structure of any project? a) b) c) d)
4.
Means Products Amounts Inputs
How many knowledge areas are crucial to the project management processes? a) b) c) d)
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The Five Process Groups The Five Management Groups The Four Process Groups The Four Management Groups
Which of these is a term that could describe the processes? a) b) c) d)
5.
The Project Management Body of Management ( PMBOM). Five process groups, which outline the path a project, should take. Seven knowledge areas, which outline various parts of each process group. The double constraint, which illustrates how a project is balanced.
Thirteen Ten Nine Three
6.
What is not a knowledge area the PMBOK focuses on? a) b) c) d)
7.
Which of these does Project Procurement Management include? a) b) c) d)
8.
Elements Predictions Human Resources Contract Administration
What illustrates the balance of the project’s scope, schedule (time), quality, and cost? a) b) c) d)
9.
Integration Settlement Scope Procurement
The triple constraint The double constraint Solicitation Planning Procurement Planning
During the planning phase of a project, who defines the scope, time, cost, and quality? a) b) c) d)
Human resources Solicitation team Planning resources Project Management Team
10. What is the job of the project manager? a) b) c) d)
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To take on long term, permanent projects that are managed on an ongoing basis. To balance day-to-day office management with project planning. To identify how a change to a single element will change the other elements. To procure funds for the projects that are being managed.
END OF FREE PREVIEW FULL WORKSHOP AVAILABLE EXCLUSIVELY AT:
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