PMGT401-01 Introduction To Project Management PDF

PMGT- 401: Project Management Fundamentals
01
Introduction to Project Management
01 Introduction to Project Management: Learning Objectives

By the end of this module, you will be able to:
Understand the key terms and the basic structure of project management. The tropics that will be covered are:
Definition of a project and its attributes/characteristics and key constraints within which a project must be managed
How a project is born and main ingredients for project success Discuss the relationship between project, program, and portfolio management and the contributions they each make to enterprise success Understand the role of the project manager, what skills they need, and what the career field is like. Describe the project management profession, the role of professional organizations like the Project Management Institute, the importance of certification and ethics
PMGT- 401: Project Management Fundamentals 01 Introduction to Project Management 2009 Bob Xourafas, P.Eng, PMP, Proprietary
Page 2
Reading Material
Text Book:
Chapter 1: Introduction to Project Management
References:
PMBOK: Section 1.2 What is a Project Section 1.5 Related Endeavors
PMGT- 401: Project Management Fundamentals 01 Introduction to Project Management
2009 Bob Xourafas, P.Eng, PMP, Proprietary
Page 3
What does this Symbol Mean?
This slide is important. The contents of this slide will be parts of tests/exams
Page 4
Project Management Statistics

Many organizations today have a new or renewed interest in project management
The U.S. spends $2.3 trillion on projects every year, or one-quarter of its gross domestic product, and the world as a whole spends nearly $10 trillion of its $40.7 gross product on projects of all kinds More than sixteen million people regard project management as their profession. In 2005, the total compensation for the average senior project manager was $99,183 per year in the United States, $94,646 in Australia, and $106,374 in the United Kingdom
Worldwide IT spending totaled more than $1.8 trillion in 2005, a 6 percent increase from 2004, and spending is projected to grow 8 percent in 2006 and 4 percent in 2007
Famous business authors and consultants are stressing the importance of project management. As Tom Peters writes in his book, Reinventing Work: the Project 50, To win today you must master the art of the project!
Page 5
Benefits of Project Management

The ultimate benefit of implementing project management techniques is having a satisfied customer.
Completing the full project scope in a quality manner, on time, and within budget provides a great feeling of satisfaction. It could lead to additional business.
Successful projects can expand your career opportunities. You feel the satisfaction of being on a winning team. Through the project you expand your knowledge, enhance your skills, and prepare for more complicated projects. When projects are successful, everybody wins!
Page 6
The Project Management Profession

The profession of project management is growing at a very rapid pace It is helpful to understand the history of the field, the role of professional societies like the Project Management Institute, and the growth in project management software
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PMI-Project Management Institute

PMI is an international organization focusing on the needs of project management professionals worldwide. Its membership consists of more than 200,000 professionals, representing 125 countries. PMI professionals come from virtually every major industry. http://www.pmi.org PMI is the worlds leading publisher of project management books, training tools, and learning products. Over 1,000 titles are currently available from our online bookstore. PMI also publishes three periodicals for the benefit of our members PM Network a monthly professional magazine Project Management Journal a quarterly professional journal. PMI Today the monthly newsletter of PMI
Page 8
Project Management Knowledge Continues to Grow and Mature

There are specific interest groups in many areas like engineering, financial services, health care, IT, etc.
Project management research and certification programs continue to grow PMI hosted their first research conference in June 2000 in Paris, France, and the second one in Seattle in July 2002 The PMBOK Guide is an ANSI standard PMIs certification department earned ISO 9000 certification Hundreds of new books, articles, and presentations related to project management have been written in recent years
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Project Management Certification

PMI provides certification as a Project Management Professional (PMP) A PMP has documented sufficient project experience, agreed to follow a code of ethics, and has passed the PMP exam The number of people earning PMP certification is increasing quickly PMI and other organizations are offering new certification programs (see Appendix B of the text)
The PMI boasts a worldwide membership of more than 220,000, with members from 150 different countries.
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Growth in PMP Certification, 1993-2006
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Why Become PMP Certified?

Local PMI chapters meet regularly and allow project managers to exchange information and learn about new tools and techniques of project management or new ways to use established techniques. I encourage you to join a local chapter and get to know other professionals in your field. The following benefits are associated with becoming PMP certified:
It demonstrates proof of professional achievement. It increases your marketability. It provides greater opportunity for advancement in your field. It raises customer confidence in you and in your companys services.
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Ethics in Project Management

Ethics, loosely defined, is a set of principles that guide our decision making based on personal values of what is right and wrong Project managers often face ethical dilemmas
In order to earn PMP certification, applicants must agree to PMIs Code of Ethics and Professional Conduct
Several questions on the PMP exam are related to professional responsibility, including ethics
Page 13
PMBOK- Project Management Body of Knowledge

What is PMBOK?
In short, PMBOK is guide that consists of a set of tools recognized by the American National Standards Institute (ANSI) to manage projects. PMBOK provides basic references, terms, skills and techniques for project management
What is PMBOKs purpose?

The primary purpose of the Project Management Body of Knowledge (PMBOK) material is to identify practices in project management that are generally recognized as good practices.
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Can you name a few projects?Class Discussion

Planning a wedding Designing and implementing a computer system
Hosting a holiday party Designing and producing a brochure Executing an environmental clean-up of a contaminated site Holding a high school reunion Performing a series of surgeries on an accident victim
What are some of the project attributes?
Page 15
What is a Project? Class Discussion

What is a project?
identify projects you have been involved
what were the objective, the constraints, the schedule, the resources were used?
can you identify any project managers in the real world?

discuss something you did during the past summer or winter break, such as take a vacation, etc. how those activities relate to project management.
Page 16
What is a project?
A project is a temporary endeavor undertaken to create unique product or service
Attributes of projects:
Temporary: Projects have a definite beginning and end, not an on-going effort. Projects end when the project objectives have been attained or when it becomes clear that the project objectives will not or cannot be met, or the need for the project no longer exists and the project is terminated. Unique: Projects involve doing something that has not been done before and which is, therefore, unique. i.e., they are different in some distinguishing way from all other projects. Because they are temporary and unique, their characteristics are progressively elaborated. Progressively Elaborated: Progressively means proceeding in steps; continuing steadily by increments. Elaborated means worked out with care and detail; developed thoroughly.
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Other Project Characteristics

Well Define Objectives (expected result or product).
The objective of a project is usually defined in terms of scope, schedule, and cost. It is also expected that the scope will be accomplished in a quality manner and to the customers satisfaction.
Series of interdependent tasks

A project is carried out through a series of interdependent tasks in a certain sequence (logic) in order to achieve the project objective.
Requires resources, often from various areas.

Resources to carry out the tasks can be internal or external to an organization and they can be provided from organizations the project manager has very little influence/control.
Has customers/sponsors/stakeholders
Persons whose interests may be positively or negatively impacted by the project
Involves uncertainty
Because each project is unique, it is sometimes difficult to define clearly the project objectives, estimate, time, quality, etc.
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Other Project Characteristics

Projects are multidisciplinary
They require input from people with different kinds of knowledge and expertise.
Projects are complex

They are composed of many interconnected elements and require inputs from groups outside the project.
Projects are characterized by conflict

Scope, schedule and estimate are conflicting with each other. The needs of various stakeholders conflict with each other. Some of the most intense and intractable conflicts are those between members of the project team.
Projects do not exist in isolation.

They are often parts of other entities or programs.
Page 19
The Triple Constraint of Project Management

Scope
Customer Satisfaction Cost
Schedule
The successful accomplishment of the project objective is usually constrained by three factors: scope, cost, and schedule. A fourth factor is the customer satisfaction Scope is all the work that must be done to satisfy the customer that the deliverables (the tangible product or items to be provided) meet the requirements or acceptance criteria agreed upon at the onset of the project.
Schedule specifies when each activity should start and finish. The project objective usually states the time by which the project scope must be completed in terms of a specific date agreed upon by the customer and the project. Customer satisfaction is based on a set of criteria agreed upon with the customer. To help the achievement of this objective, it is important to develop the criteria before the start of the project execution, usually at the planning stage of the project lifecycle.
Page 20
Customer Satisfaction
Today, customers expect projects not only will be delivered:
On time, on budget, on schedule and with the agreed quality
BUT ALSO THEY EXPECT:

The projects will be managed with sound project management practices
Projects will be delivered with minimum disruption to their business. Projects will add value to their business by bringing innovative ideas and solutions
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Customer Satisfaction CriteriaExample

Satisfaction Criteria
1. How well do we demonstrate expertise and bring innovative ideas to your organization? This includes how well do we understand your industry and provide you with industry expertise. 2. How well our technical knowledge meet your expectations? 3. How well did the quality of deliverables meet your expectations? 4. How well does the project meet your expectations regarding dates accepted and agreed to by both parties regarding key events and deliverables? 5. How do you rate projects performance on staying within the budget, as well as getting your agreement on revisions to the budget? 6. How do you rate the projects ability to listen and communicate effectively? 7. How do you rate our responsiveness? Are request acknowledged, understood and acted upon appropriately? 8. How well does the project anticipate your needs and provide value-added suggestions? 9. How effectively does project explain their work and transfer knowledge to your staff? 10. How well does the project staff meet your standards of reliability, integrity, and appearance? Do they show a sincere interest in your company while keeping your needs and objectives in mind at all times? 11. How do you rate the projects ability to work effectively with your staff while demonstrating an understanding of your culture? 12. How well did the project execute their assignments with an appropriate level of managerial attention from you? 13. Does the project deliver effective and efficient results? 14. How well do the project deliverables comply with your predefined technical standards? 15. For IT projects, how closely did the count approved functionality meet the released functionality?
1
Weight Score1 (15) (15)
1 = very dissatisfied, 2 = dissatisfied, 3 = satisfied, 4 = very satisfied, 5 = WOW

Page 22
Unforeseen CircumstancesClass Discussion

Once a project is started, unforeseen circumstances may impact the project in various ways such as scope, cost, or schedule.
Can you name a few unforeseen events? What should the manager do in such cases?
Prevent, anticipate, and/or overcome such circumstances in order to complete the project scope on schedule, on budget, and to the customers satisfaction.
Good planning and communication are essential to prevent problems from occurring and to minimize their impact.
Ultimately, the responsibility of the project manager is to make sure the customer is satisfied. This goes beyond just completing the project scope within budget and on schedule. It requires ongoing communication with the customer. Before taking any action: Analyze and understand the unforeseen event and determine its impact on the project. Use the agreed change control process to obtain approval prior to implementing any changes.
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How Projects are Born

Projects are born when a need is identified by the customer
Sources of projects can be:

Market Demand Business need
Customer request
Technological advance Legal requirement
Social need
Page 24
Ways the Work of Project Management is Organized

An organization typically exists to meet the present and future needs of its customers. Organizations develop strategic plans and business directions/goals in order to meet the future needs of their customers as well as stay competitive in the market place. Every project undertaken by the organization should add value to the organizations strategic plan/direction otherwise the organizations resources are poorly used and the project should be terminated. The process linking the various projects directly to the goals and strategy of the organization is called Project Portfolio Management Process (PPMP). Through the PPMP many project portfolios can exist within an organization each linked to the strategic plan. Several projects within a specific portfolio can be grouped together to form a program. There is often a hierarchy of strategic plan, program, project, and subproject, in which a program consisting of several associated projects will contribute to the achievement of a strategic plan.
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Traditional Strategic Planning Model

Gathering Environmental of Information Opportunities And Threats
External Analysis
Gathering of Information
Internal Analysis
Organizational Strengths & Weaknesses
Firms Social Responsibility
Evaluation of Information
Managerial Values of Management
Strategy Evaluation
Strategy Selection
Strategy Implementation
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Project Portfolio Management Process (PPMP)

Identification of Projects
Identify needs & Sources of Ideas
Preliminary Evaluation
Feasibility Study
Preliminary Evaluation
PPMP
Feasibility Study Cost/Benefit Analysis
Cost/Benefit Analysis
Strategic Selection of Projects

Startegic Fit & Prioritazation
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Program Structure
The hierarchy structure consists of Strategic Plan, Portfolio, Program, Project and Subproject Several projects within a specific portfolio can be grouped together to form a program A program is a group of projects managed in a coordinated way, to obtain benefits not available from managing them individually
Project R
Program
Project B M E Operations Project A
Note: Many programs consist of projects as well as of ongoing operations.
Operations are ongoing and repetitive. They involve work that is continuous without an ending date, and often repeat the same processes and produce the same results. The purpose of operations is to keep the organization functioning, while the purpose of a project is to meet its goals and to conclude. Ongoing operations must not be included as part of the project.
Ongoing operations MUST NOT be included as part of the project.
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Project vs. Program Managers

Project managers work with project sponsors, a project team, and other people involved in a project to meet project goals Program managers oversee programs and often act as bosses for project managers
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Program Example
Building a new shopping mall
Many projects exist underneath this program, such as excavation, construction, interior design, store placement, marketing, facilities management, and so on. Each of the projects has its own project manager, who reports to a project manager with responsibility over several of the areas, who in turn reports to the head project manager over the entire program. All the projects are related and are managed together so that collective benefits are realized and controls are implemented and managed in a coordinated fashion. Sometimes programs involve aspects of ongoing operations as well. After the shopping mall in our example is built, the management of the facility becomes the ongoing operations part of this program. The management of this collection of projects is called program management. Program management involves centrally managing and coordinating groups of related projects to meet the objectives of the program.
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Project Portfolio Management

As part of project portfolio management, organizations group and manage projects and programs as a portfolio of investments that contribute to the entire enterprises success
Portfolio management encompasses managing the collections of programs and projects in the portfolio. Portfolio managers help their organizations make wise investment decisions by helping to select and analyze projects from a strategic perspective
This includes weighing the value of each project, or potential project, against the portfolios strategic objectives. It also concerns monitoring active projects for adherence to objectives, balancing the portfolio among the other investments of the organization, and assuring the efficient use of resources.
Portfolio management is generally performed by a senior manager in the organization.
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Project Management vs. Project Portfolio Management
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Portfolio Example
Lets say our company is in the construction business. Our organization has several business units:
retail, single-family residential, and multifamily residential.
All projects and programs associated with the retail business unit belong to the retail portfolio.
The program with the building of the new mall (see program example) is one of the programs that belongs to the retail portfolio.
Other programs and projects could be within this portfolio as well. For example, implementing a waste management system for the retail facilities.
The objective of any program or project in the retail portfolio is to meet the strategic objectives of the portfolio, which in turn should meet the objectives of the department and ultimately the corporation.
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Figure 1-4: Sample Project Portfolio Approach
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What is Project Management?

Project management brings together a set of tools and techniques -performed by people- to describe, organize, and monitor the work of project activities to meet project requirements Project managers are the people responsible for managing the project processes and applying the tools and techniques used to carry out the project activities. All projects are composed of processes, even if they employ a haphazard approach.
It is the responsibility of the project manager to ensure that project management techniques are applied and followed.
Project managers strive to meet the triple constraint by balancing project scope, time, and cost goals
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Project Management Framework
Page 36
Project Stakeholders
Stakeholders are the people involved in or affected by project activities Stakeholders include:
The project sponsor
The project manager The project team
Support staff
Customers Users
Suppliers
Opponents to the project
Page 37
Nine Project Management Knowledge Areas

Knowledge areas describe the key competencies that project managers must develop
Four core knowledge areas lead to specific project objectives (scope, time, cost, and quality) Four facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management One knowledge area (project integration management) affects and is affected by all of the other knowledge areas
All knowledge areas are important!
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Best Practices
A best practice is an optimal way recognized by industry to achieve a stated goal or objective-PMI Robert Butrick suggests that organizations need to follow basic principles of project management, including these two mentioned earlier in this chapter
Make sure your projects are driven by your strategy; be able to demonstrate how each project you undertake fits your business strategy, and screen out unwanted projects as soon as possible
Engage your stakeholders; ignoring stakeholders often leads to project failure

Be sure to engage stakeholders at all stages of a project, and encourage teamwork and commitment at all times
Page 39
Project Management Tools and Techniques

Project management tools and techniques assist project managers and their teams in various aspects of project management Some specific ones include:
Project charter, scope statement, and WBS (scope)
Gantt charts, network diagrams, critical path analysis, and critical chain scheduling (time) Cost estimates and earned value management (cost) See Table 1-1 for many more
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Main tools used by Project Management

Work Breakdown Structures (WBS) a deliverable-oriented grouping of project components that organizes and defines the total scope of the project work Critical Path Analysis determines the earliest completion time of the project
Page 41
Project Management Software

There are hundreds of different products to assist in performing project management
Three main categories of tools
Low-end tools: handle single or smaller projects well, cost under $200 per user Midrange tools: handle multiple projects and users, cost $200-600 per user, Project 2007 most popular High-end tools: also called enterprise project management software, often licensed on a per-user basis, like VPMi Enterprise Online (www.vcsonline.com); see front cover for trial version information
See the Project Management Center Web site or Top Ten Reviews for links to many companies that provide project management software
Page 42
Project Success
There are several ways to define project success
The project met scope, time, and cost goals
The project satisfied the customer/sponsor The results of the project met its main objective, such as making or saving a certain amount of money, providing a good return on investment, or simply making the sponsors happy
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Table 1-2: What Helps Projects Succeed?*

1. Executive support
2. User involvement 3. Experienced project manager 4. Clear business objectives 5. Minimized scope 6. Standard software infrastructure
7. Firm basic requirements

8. Formal methodology 9. Reliable estimates
10. Other criteria, such as small milestones, proper planning, competent staff, and ownership
*The Standish Group, Extreme CHAOS, (2001).

Page 44
Skills & Competencies for Project Managers

Ten Most Important Skills and Competencies
1. People skills
2. Leadership 3. Listening
4. Integrity, ethical behavior, consistent

5. Strong at building trust 6. Verbal communication
7. Strong at building teams

8. Conflict resolution, conflict management 9. Critical thinking, problem solving
10. Understands, balances priorities
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Core Project Management Competencies

Business/Organizational competencies
Management Competencies
Professional Project Management Competencies
Page 46
Business / Organizational Competencies

Business Literacy
Understand contemporary business fundamentals and comprehend the business environment of the company, Align the project vision with the companys business vision.
Corporate Procedures and Tools

Understand established policies, procedures and tools, and how to apply them to the project.
Institutional or Corporate Culture

recognize and understand the corporate culture and its impact on the project
Organizational Structure
Understand and work within the corporate organization and team culture
Page 47
These are the soft-skills or people-oriented competencies that are required of any manager, but especially important for project managers in dealing with all project stakeholders
Communications
Communicate effectively using clear writing and verbal skills Communicate tactfully and candidly, avoid jargon Make stakeholders aware of all relevant issues
Be an excellent listener.
Identify, analyze, prioritize and develop mitigation plans for issues threatening the project. Comprehend how decisions affect the projects bottom line Grasp general financial and accounting principles and practices that affect operations Appreciate and recognize the links between operations and companys financial performance, which is essential to create value for all of the organizations stakeholders.
Issue Management
Financial Acumen

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Leadership Motivate project team members Set SMART objectives Maintain a positive outlook Take responsibility Make decisions Provide constructive feedback Learning and Knowledge Management Keep abreast of technological change Learn from and reflect on past experience Ensure effective training and development of self and team members Find the most expedient way to develop new skills and knowledge required to undertake new projects Negotiations Undertake continual adjustments with stakeholders in a persuasive manner Keep the project on course by taking a integrative win/win orientation in negotiations
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Organization
Arrange and organize assets so that needed tools, resources and data are easily accessible Create, organize and maintain an effective team structure Analyze and correctly define a problem Evaluate potential alternatives to solve the problem Select the optimum solution, Implement, monitor and control the selected solution. Consult and provide advice Facilitate discussions and resolve conflicts Develop positive relationships with key project stakeholders Recognize and impartially deal with people from other cultures Establish trust, credibility and earn respect Be willing and contented to give more than one will receive
Problem Solving & Decision Making

Relationship Management

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Strategic Thinking
Anticipate future impact of decisions by analyzing a big-picture view Strategically position the project within the business to align it to the enterprises short and long term objectives Assemble the project team with the right mix of skills, then promote and create teamwork Understand and know how to share information Coach and mentor members as required Delegate responsibility, promote support and positive interaction Effectively manage competing priorities Be resourceful Use time as a valuable resource
Team Building

Time Management

Page 51
Technical Competencies
These are competencies required for a project manager to be accountable for and lead the project to a successful completion by satisfying customer expectations, and the implementing organizations objectives
Budget Planning
Understand and know how to perform cost/benefit analyses Use sound rationale Ensure that all factors are included Maintain focus on budget Consults with client and management if estimated final costs are above budget Develop familiarity with and a thorough understanding of clients needs Be able to satisfy realistic expectations Interact and reach agreements with the client from the projects outset Understand and know how to use purchasing procedures and tools Draft contracts with clear and agreed upon term and conditions Administer contracts to achieve successful completion
Customer Focus

Contract/procurement Management

Page 52
Environmental, Health and Safety
Understand and know how to comply with regulations Implement a positive attitude toward health and safety in the design and execution of the project Ensure safe and environmentally friendly deliverables
Hand-over management
Understand and know how to co-ordinate, implement, test and deliver a project in order to produce an effective working system or product
Information Management
Ability to manage project documentation (technical and management) and data or information requirements
Page 53
Issues/Change/Assumptions Management
Devise and implement a change control process when needed Document and track issues Monitor assumptions and make decisions in a timely manner Understand and use problem-solving techniques Understand how to identify, assess, document and manage internal and external project risks Develop response plans, contingencies and mitigation measures Understand and know how to use standard project management tools and techniques to schedule, plan, track and correct project performance Know how to make effective use of technical and management methodologies
Risk Management

Project Controls and Process Management

Page 54
Quality Management
Plan and implement steps to obtain and assure quality results or products for total customer satisfaction Be able to take corrective actions Effectively perform verification of project quality standards
Resource Management
Ability to identify and make optimal use of both human and non-human resources
Ability to organize the work in a logical way so that it is executed effectively Ability to manage the schedule
Schedule Management

Scope Definition
Ability to establish a clear scope and define the extend of the project
Set up and understand verification and approval procedures.
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Question and Answers
Page 56

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PMGT- 401: Project Management Fundamentals

Introduction to Project Management

01 Introduction to Project Management: Learning Objectives

PMGT- 401: Project Management Fundamentals 01 Introduction to Project Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

What does this Symbol Mean?

PMGT- 401: Project Management Fundamentals 01 Introduction to Project Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

Project Management Statistics

PMGT- 401: Project Management Fundamentals 01 Introduction to Project Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

Benefits of Project Management

PMGT- 401: Project Management Fundamentals 01 Introduction to Project Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

The Project Management Profession

PMGT- 401: Project Management Fundamentals 01 Introduction to Project Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

PMI-Project Management Institute

PMGT- 401: Project Management Fundamentals 01 Introduction to Project Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

Project Management Knowledge Continues to Grow and Mature

Project Management Certification

PMGT- 401: Project Management Fundamentals 01 Introduction to Project Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

Growth in PMP Certification, 1993-2006

PMGT- 401: Project Management Fundamentals 01 Introduction to Project Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

Why Become PMP Certified?

PMGT- 401: Project Management Fundamentals 01 Introduction to Project Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

Ethics in Project Management

PMGT- 401: Project Management Fundamentals 01 Introduction to Project Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

PMBOK- Project Management Body of Knowledge

What is PMBOKs purpose?

Can you name a few projects?Class Discussion

What is a Project? Class Discussion

can you identify any project managers in the real world?

PMGT- 401: Project Management Fundamentals 01 Introduction to Project Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

Other Project Characteristics

Series of interdependent tasks

Requires resources, often from various areas.

Other Project Characteristics

Projects are complex

Projects are characterized by conflict

Projects do not exist in isolation.

PMGT- 401: Project Management Fundamentals 01 Introduction to Project Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

The Triple Constraint of Project Management

Customer Satisfaction Cost

BUT ALSO THEY EXPECT:

PMGT- 401: Project Management Fundamentals 01 Introduction to Project Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

Customer Satisfaction CriteriaExample

Weight Score1 (15) (15)

1 = very dissatisfied, 2 = dissatisfied, 3 = satisfied, 4 = very satisfied, 5 = WOW

PMGT- 401: Project Management Fundamentals 01 Introduction to Project Management

Unforeseen CircumstancesClass Discussion

How Projects are Born

Sources of projects can be:

PMGT- 401: Project Management Fundamentals 01 Introduction to Project Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary