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
Course Number 17871Qualification Code BSB41507
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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?
Source – Adapted from PMBOK, 4th Edition
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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.
Source – Adapted from PMBOK, 4th Edition
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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.
Source – Adapted from PMBOK, 4th Edition
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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.
Source – Adapted from PMBOK, 4th Edition
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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
Source – Adapted from PMBOK, 4th Edition
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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
Source – Adapted from PMBOK, 4th Edition
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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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Certificate IV in Project Management
Project ManagementEnvironment
Course Number 17871Qualification Code BSB41507
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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
Initiation Planning Execution Close
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
Initiation Planning Execution Close
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
Initiation Planning Execution Close
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
Initiation Planning Execution Close
Monitor
Control
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PMBOK Project Closure Processes
– Close project– Review project against success measures– Transition from project to business as usual
Initiation Planning Execution Close
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
PMBoK Guide – Fourth Edition
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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
PMBoK Guide – Fourth Edition
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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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Certificate IV in Project Management
Assessment Outline
Course Number 17871Qualification Code BSB41507
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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