PROJECT MANAGEMENT INSTITUTE OF

ZIMBABWE (PMIZ)

POST GRADUATE DIPLOMA

IN
PROJECT MANAGEMENT
TRAINING WORKSHOP

Student Workbook Module 1:

Project Management Fundamentals
VENUE:

HARARE & BYO GROUPS

NAME OF PARTICIPANT:..

DATES: 11 FEBRUARY TO MAY 2012 SEMESTER 1.

1
Course overview
Project management is critical to the success of every organization. Industry research
indicates that 74% of all projects hit roadblocks, are over budget or are late. 28% of these
projects fail altogether. Project managers face constant pressure to cut costs, implement
projects quickly, and deliver high quality. Without thoughtful planning, execution and
monitoring of efforts, organizations will lose business to those that effectively manage
their projects. Project management isnt just for construction engineers and military
logistics experts anymore. Today, in addition to the regular duties of your job, you are
often expected to take on extra assignments - and to get that additional job done well,
done under budget, and done on time.

Proper training and certification can significantly reduce project failure risks because
certified professionals have the knowledge to overcome obstacles and complete projects
on time and under budget. The Post Graduate Diploma in PROJECT MANAGEMENT
course provides you with the tools and techniques to make projects successful. Project
Management is one of the world's most in-demand skill sets and is one of the fastest
growing professional disciplines globally. Project Management is used by large
corporations, governments, and smaller organizations to standardize and reduce the tasks
necessary to complete a project in the most effective and efficient manner.

Students who master project management learn to lead improvement initiatives that result
in measurable growth in return on investment, economic value added, sales growth,
customer satisfaction and retention, market share, time to market, employee satisfaction,
and employee motivation. In this programme, you will gain skills that you can use
immediately in your current job and that will lead to career advancement in the future.

All rights reserved world-wide under copyright agreements, no part of this document can be reproduced,
stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise without the prior written permission of the PMIZ.

PMIZ

www.pmiz.org.zw
Harare Zimbabwe 2011

2
SEMESTER 1 OVERVIEW
1. SEMESTER 1 PMIZ POST GRADUATE DIPLOMA IN
PROJECT MANAGEMENT (PGDPM) PART
1.
2. AIMS OF SEMESTER 1 To equip aspiring and practicing Project Management Practitioners
with formal ,basic and generic tools and techniques of managing
small to medium size projects in commerce and industry
competently.
3. STANDARD SEMESTER 240hrs
DURATION
4. MINIMUM ENTRY Practicing Project Managers over 25years of age with at
QUALIFICATIONS least a Diploma or Degree qualification. Candidates who
possess other project management qualifications such as
the PMIZ COCPM, ADV. PM , PRINCE2 etc will be exempted
from Module1 and 2 as per recommendations of the
academic committee.
5. STANDARD OBJECTIVES At the end of the SEMESTER students should be able
OF THE SEMESTER to:
COVERAGE a) Design a complete and feasible work based project
plan
b) Establish project implementation processes for a
given work based project
c) Develop effective project monitoring and evaluation
skills within a controlled project environment
d) Understand the global principles and practices of the
fundamental project management tools and
techniques
6. MODULES COVERED (4) CODE MODULE & DESIGN LENGTH
PPPM1 Principles & Practice of Project Mgt (60 Hours)
PP2 Project Planning & Implementation (60 Hours)
P M&E3 Project Monitoring and Evaluation (60 Hours)
PDP4 Personal Development Planning (60
Hours)

ASSESSMENT REQUIRED TO QUALIFY FOR PROCEEDING TO SEMESTER 2

Module Module Title Coursework Final Exam

code
40% 60%
1 PPPM1 Principles and Practice of Project Mgt 2 Assignments, 2practicals and 1 Test 3 Hour paper
Written exam
2 PP2 Project Planning & Implementation 2 Assignments, 2practicals and 1 Test 3 Hour paper
Written exam
3 P M&E3 Project Monitoring and Evaluation 2 Assignments, 2practicals and 1 Test 3 Hour paper
Written exam
4 PDP4 Personal Development Planning 2 Assignments, 2practicals and 1 Test 3 Hour paper
Written exam

3
GENERAL GROUND RULES FOR ALL MODULES

1. Participants are expected to attend all lecture sessions for all modules punctually
and fully as per the given programme.

2. Participants are expected to conduct themselves professionally and orderly during

lectures. Excuses to leave in session should be communicated through the
Facilitator. Movement in and out of the lecture theatre during presentations should
be minimized

3. Participants are expected to contribute their experiences to the group as much as

possible and feel free to ask any questions at any time.

4. Participants who fail to attend at least 85% of the training per module may be
disqualified and fail to graduate. A register of attendance will be marked daily.

5. Participants will be requested to submit their coursework on time as project

managers ; late submissions will not be tolerated.

6. All cell phones must be switched off or kept on silent DURING LECTURES

4
GETTING STARTED - BASIC FUNDAMENTALS

Defining Projects and Project Management

What is a Project?
If we understand what projects are, hopefully we will be more successful. Projects differ
from other kinds of work. How do they differ?
One important distinction is that they have a beginning and an end. They require a budget
of their own, separate from or as a separate part of, operating expenses. They may
demand some new or different skills from those you use in your regular job.
Projects differ from ordinary work and thus need special management techniques
to make them successful.
The factors of time, resources, results, and customer satisfaction are interrelated.
If you change one of these, you must change the others to keep things in balance.
Even though projects share attributes, they are still unique because of their different
contexts and their particular use of resources, time, and results.
All projects are work but not all work is a project.

What is Project Management?

Project management knowledge and practices are best described in terms of their
component processes. These processes can be placed into five process groups:
Initiating
Planning
Executing
Controlling
Closing
Processes can also be placed into nine knowledge areas:
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communications Management
Risk Management
Procurement Management

Project management requires resources. What are some examples?

5
Who Are the Key Players?
There are typically seven key players in a project, although the roles may overlap.

The Sponsor
This person is the most senior team member. They typically initiate the project and
provide the authority within the organization.
Their responsibilities can include:
Representing the interests of the organization, ensuring goals, objectives, and the
project itself benefits the company as a whole.
Providing resources.
Making the team aware of constraints. (Constraints are factors that may interfere with
things getting done on time, such as other projects, construction, labor disputes, budgets,
etc.)
Helping to inspire and motivate the team.
The Project Manager
This is the team leader who is responsible for making sure the project is completed and
the goals and objectives are achieved.
This team member has some of the more hands-on responsibilities, including:
Producing documents such as the plan of action, vision statement, target chart, planning
tools. Some of these projects will be done by the manager; others will be
done by the team and led by the manager.
Keeping an eye on the big picture to ensure the progress is on track.
Motivating the project team and helping them grow.
Communicating with sponsors, stakeholders, and team members to ensure everyone is
on the same page.
Acting as representative for the customers of the project.
Stakeholders
The name says it all: this team member is someone who has a stake in the project. They
may be affected by the outcome of the project, or they may simply have an interest in the
project. This person is often involved only at particular stages. Their main responsibilities
include providing feedback and guidance.
Key Team Member
This is a team member who has expertise in a particular area. They typically assist the
project manager directly, contributing their expertise when necessary.
Their responsibilities include:
Helping to determine whether or not the project is feasible
Helping to plan the project
Ensuring that the project comes in on time and on budget
Team Member
These people are the workhorses of the team. Typically, each member focuses on a few
tasks (or perhaps just even one task), as assigned by the project manager. They may also
act in a consulting capacity if specialized expertise is needed.
The major responsibilities include completing the task(s) as laid out in the project plan.
Customers
Believe it or not, customers are a part of your project plan, too. These are the people

6
internal or external to your company who are affected by the project.
Although the customer may not have a direct role on the project team, the customer
should influence some decisions made by the project manager, including the objectives,
how success is measured, and the direction for the project.
Suppliers
These are the people who provide the resources for your project. These resources can
include services, materials, or products. These people are crucial to the success of the
project.
Their sole responsibility is to work with the project manager to deliver the promised
items or services on time and at the agreed cost.
Example
Acme Widgets Inc. has just received a contract to build 10,000 special widgets for Smith
Manufacturing. However, they need to build a separate area in the factory for this new
product. This has been assigned to Adrian Kronsky as a project. (a project within a
project) ?

The Role of a Project Manager

Doing a project can be extremely rewarding work. Because projects are usually set up to
accomplish an important purpose, the success of a project can do wonders for a
supervisors career aspirations.
As a project manager, you need a clear idea of what you are to accomplish. So what do
you do?
First of all, sit down with your supervisor to discuss in some detail his or her
expectations. Try to get down on paper exactly what your goal is, what the project is to
accomplish, how long you have to complete it, how many staff members are to be
involved, to whom you must report, and so forth. (See the sample on the next page.)
8
Improvement Proposal
Part 1 To Be Completed By Proposer
From (proposer): Date:
To (manager): Department:
Idea/Problem/Opportunity for Improvement: Measure(s) of Success:
Anticipated Benefits of Tackling this Project:
Part 2 To Be Completed By Your Manager
Yes No If No, provide details.
This proposal is within my authority:
This proposal is approved:
Agreed sponsor:
Agreed team leader:
Agreed facilitator:
Signed:
NB
If the project team is to be members of your department, hold a meeting to discuss the
upcoming effort and define the objectives. Give project assignments based on what your
staff members are capable of handling. If you are charged with the task of selecting a
project team, you should consider exactly what skills will be needed before making any

7
team assignments.
What is the role that the project manager plays in managing the project?
What is the role that the project manager plays in dealing with the sponsor?
What do you consider to be the most five important skills a project manager needs?
10
Here is a look at some of the key skill areas a project manager should have.
Problem Solving, Achievement, Time Management AND Influence
Diagnostic thinking
Concern for achievement
Time management Team building
Systematic
Results orientation
Cost Management
Developing others
Conceptual Initiative HR management Client/user orientation
Monitoring
Information gathering
Business orientation
Risk management
Quality management
Self-control

Pre-Assignment Review
In todays world, many of us are accidental project managers: people who never intended
to lead projects until suddenly we found ourselves heading up one at the request of our
manager.
You were asked to come to this workshop with an idea for a project you would like to do
or a project you have just been assigned to do. You will not have time to do the project in
this workshop, but you can use it to see how what we talk about applies to your specific
project.
Some key questions to answer when planning include:
Background information about your company or organization
Name of your project
Why you are doing it (the purpose)
Who will be involved
Whether this is a project you have asked to do or if it has been assigned to you
How it will benefit you, your department, a specific group of individuals, or your
organization as a whole
How much time you expect it to take
Whether you have identified any costs or not (remember time is a cost)
What planning and tracking tools you will use
What are the Eight Aspects of a Project Q? Complete the other 5 aspects
1.Scope 2.Time
3.Money4.5678

8
CHOOSING THE
PROJECT TEAM 1

Session One: Course Overview

Course Overview
Its easy to forget the manager part of your project manager title amongst all the
activity during a project. However, it is crucial that you hone your management skills as
they are an important part of your success as a project manager. There are also some
advanced project management techniques that you can master to help bring your projects
to the next level..
Learning Objectives
At the end of this SESSION, you will be able to:
Think critically when choosing a project team
Make the best of an assigned project team
Help teams move through various stages to become a high-functioning machine
Maximize productivity at team meetings
Reward and motivate your team
Develop and execute a communication plan
Communicate with sponsors and executives more effectively
Identify problem team members and strategies for working with them
Choosing the Team
In some organizations, when you are assigned a project, your first task is to choose the
members of your project team. Think carefully about who you choose!
To start, think about the areas that your project will involve. Will it be a marketing
venture? An IT project? A hybrid of areas? Or will it be a brand-new venture that no one
in your company has expertise in?
You will also want people with skills in a variety of areas, including planning,
communicating, scheduling, and budgeting. You also want people who are, or who have
the potential to be, high performers and good team workers.
Once you have identified the skills that you want, take a look at the people in your
organization. Determine who matches your projects needs. You may even want to list
your desired team members by role. (If you do this, make sure you include a second
choice for the major roles.) If your project is in a particularly specialized area (especially
if this area is new for your company), you may want to consider adding consultants or
subject matter experts to your dream team list. Your choices should consider skills and
personality.
Ask yourself:
Can general experience be sufficient? Does the individual need specific
experience?
What interpersonal skills are required?

9
 How many of each of these skilled people will be needed?
What level of supervision will be required for this role?
Not everyone is a team player. Is this important?
Now that youve identified who you want, identify the possible obstacles to getting these
people on your team and how to get around them. For example, you may want the star
member of another departments team on your project. Perhaps if you speak to the head
of that department and show them the value of your project they will be more willing to
let that person work with you.
Once you have a plan in place, its time to act!

Tips for Getting the People You Need

In many situations, the people that you will want on your project will be on another team,
under the direction of someone else. Although you may need this person on your project,
chances are their supervisor needs them too. To get these people on your team (both
figuratively and literally), you must act with grace and diplomacy. These interpersonal
skills are a crucial component of being a project manager.
It is essential that you first go to the staff members supervisor. Explain what the project
is and how it will benefit the organization. You may also want to outline what skills you
believe the staff member will gain while they are on the project and how it will benefit
their usual role and team. You can also outline what benefit you will have to the staff
members supervisor; perhaps you can provide information for the employees evaluation
or provide some much-needed training.
Work with what their supervisor gives you. If the person you want on your team is only
available during a certain time frame or for a certain percentage of the day or week, try to
work with that. Or perhaps there is another staff member who has a similar skill set but is
more available. Think outside the box to get the best solution for the employee, their
manager, and your project.
Once you have the supervisors buy-in, you will want to get the employees buy-in, too.
Phrase the new assignment as an exciting option for the employee. You may even want to
involve their supervisor in the discussion.
Ive just been assigned an exciting project that involves re-designing the accounting
package that our bookkeepers use. I know you had a lot of accounting experience before
you joined IT, and I think you would find this project interesting. Ive already discussed
this with Karen, and she is willing to let you move over to this project for the next six
months. Would you be willing to take on the task?
Make sure you provide the employee with as much information as you can and let them
know that you will share more information when it becomes available. (Later on today,
well discuss meeting with team members once the team is formed.)
Making the Best of an Assigned Team
In the ideal world, when you are tackling a project that involves more than just you, you
would get to select the people with the right skills and the commitment to get the job
done. However, in the real world, you wont always have the advantage of being able to
choose every member of your team. Sometimes people are selected because they are
available, rather than because of their skill or talent.
In this situation, you will still want to make that wish list of skills, expertise, and
personality traits that you are looking for. Then, compare this list with your team
members. Who is the best fit for each role or task? Remember, youre looking for

10
potential as well as actual skills and expertise.
If you find that you have a major gap between what you want and what you have, there
are three options to consider. One option is training for the project members to make up
for the skills that they lack. Another option is to bring in an outside consultant or subject
matter expert. Or, you can simply proceed with what you have and hope that the gap is
filled in with what the team learns as they go along. This last option is typically the only
one that most project managers have. It can be very risky to expect people to learn new
skills while executing an important project, but it can also be very rewarding for the team
members.
Assigning Work
Sometimes you are just handed a job that has to get done. The projects may be less a
team effort and more an assignment to be completed by a certain deadline. Knowing how
to give effective work assignments can be a powerful motivational tool, encouraging
employee creativity and commitment. Likewise, poorly assigned work can cause a
project to come unglued.
Who will do the task?
Consider the training, experience and skill requirements and compare staff members
against these needs. At the same time, include opportunities for employee development
and growth.
How will the task be done?
Make sure the expected results are clear in your mind. Have a snapshot of success that
you can share with employees. Putting your snapshot of success in writing often helps to
clarify expectations in your own mind.
Communicating the Task
Before you give out the assignment, find a way to put the employee at ease. Help the
employee understand the bigger picture.
Make sure you have allowed for adequate time to explain the assignment fully and why it
is being done. Communicate objectives and standards of performance expected.
The communication should be a two-way process. Allow time for questions and
clarification, and get feedback from the employee as to how they see the task getting
done.
Define any limits or constraints on the employee, such as budget constraints, time limits,
or overtime concerns.

Help the employee to feel comfortable asking questions and discussing concerns. If you
seem rushed or look at employees like they are stupid when they ask questions, you
wont get much of a response from them.
Get a commitment from the employee that he/she will do the task.
Plan on following up on your assignment to see that the task is being completed as
expectedon time and on budget.

11
Four Issues to Address with Project Teams
There is no question that teams can unleash a tremendous energy for a project. But there
are four issues that are critical to the success of that team.
Accountability
The biggest problem when forming teams and assigning them projects is that
accountability may be lost. Teams are often formed spontaneously by asking people to
volunteer for assignments; they choose their own leader and then proceed with the work.
Or, people may feel forced into joining a team.
Team members must be chosen carefully. You must obtain buy-in from both the
employee and their supervisor. The employee must be aware that they have specific
responsibilities, that they will be expected to perform to the normal standards, and that
they will be evaluated at the end of the project.
Leadership
Teams also need a leader with more than technical expertise. Team leaders need to
understand brainstorming, group dynamics, and the ability to get information from others.
Team leaders also need to meet the same expectations as their team.
Resources
Resource allocation at the appropriate managerial level is another critical factor in
forming and commissioning a team. Teams should not be formed from the bottom up and
have to search and beg for resources or technical expertise. The accountable manager
should see that these resources are provided.
Responsibility
Finally, teams formed to address strategic issues should not be formed at too low a level.
Hands-on workers can deal with operational concerns but they frequently do not have
enough information to address strategic considerations.
Session Three: Building a Winning Team
Why is Teamwork Important?
One of the essential ingredients of a successful project is teamwork. Members of the
group must be all made to think they are working toward a common goal. Therefore,
assignments should be common knowledge to all participants. Each individual should
understand his/her own area of responsibility and know who is responsible for other
facets of the project. Unless this is clear from the outset, problems will occur, involving
hurt egos and/or assignments that are neglected because nobody knew who was supposed
to do what.
On long-term projects, it can be difficult to hold the interest of all team members.
How can you keep interest high and the momentum going?
Before you decide that someone on your team is incompetent, give him or her a chance.
People can often do more than you think they can. Theyve just been waiting for a chance
to prove their ability.
Remember the self fulfilling prophecy: if you believe they can do it, they can! Be realistic
about your teams ability, but dont wear yourself and everyone else down with negative
energy before the project starts.
Here are some tips for building a winning team:
Define roles. You give teams a fighting chance if everyone knows what his/her
roles and responsibilities are from the outset.

12
 Make a list of all the skills needed to complete each task on your project.
Do a skills inventory of the people you have, to see where you stand.
Be prepared to negotiate for the team members you need. Dont just complain;
come up with alternatives and solutions.
Do the best you can with the people you have, but make sure resulting problems
are documented as they occur.
If your team doesnt have all the skills they need, build training into the project.
If your team isnt qualified for some tasks and training would take too long,
consider hiring a contract position for that particular skill/task.
A diverse group of people may be difficult to work with initially, but over the
long-term they may prove more creative and add more value to the project.
Note: In the long term, learning to work with different people on different projects, and
developing your ability to bring out the best in everyone, will make you a more valuable
and respected project manager.

Team Development
As people come together in a team, they evolve or develop together. Teams are created
(structure); then they begin their work (process). As teams work, they form values
(culture), and the teams learn to influence (politics).An ongoing assessment (renewal)
helps teams to revise their structure; then the whole framework cycle begins again.
In 1965, Bruce Tuckman defined the team cycle as: Forming, Storming, Norming, and
Performing.
Stage 1: Forming
Characteristics of this stage:
Group members may be anxious, adopt wait-and-see attitude, and be formal.
No clear idea of goals or expectations.
Not sure why they are there.
What you can do to help:
Team writes its own charter or mission statement and clarifies goals. Remember,
goals must have personal buy-in.
Help team establish boundaries and determine what is expected.
Team members get to know each other doing non-conflict laden task. This builds
commitment towards one larger goal.
Help them know what to expect; communicate and reassure.
Have the team help plan the project.
Stage 2: Storming
Characteristics of this stage:
Team members eager to get going.
Conflict can arise as people bring different ideas of how to accomplish goals,
notice differences rather than similarities.
Some members may drop out mentally or physically.
What you can do to help:
Continue with no surprises and communicate.
Tensions will increase; this is normal, so recognize and publicly acknowledge
accomplishments.
Lead/participate in meetings.

13
 Show respect for all team members.
Value diversity.
Gather information and be supportive.

Stage 3: Norming
Characteristics of this stage:
People begin to recognize ways they are alike.
They realize its sink or swim; were in this together.
People get more social.
May forget their focus in favor of having a good time.
What you can do to help:
Recognize how they are alike.
Help with training if applicable.
Encourage them to feel comfortable with each other and with systems.
Help group stay focused on goal.
Stage 4: Performing
Characteristics of this stage:
Team members are trained, competent, and able to do their own problem-solving.
Now the leader will ask for critical self-assessment and look at ways to challenge
them and develop them.
Mature, understand their roles and responsibilities.
Want more input in processes.
Self-motivated and self-trained.
What you can do to help:
Recognize their efforts.
Encourage growth through feedback sessions.
Give members new challenges.

This table shows the factors of a team and how these factors play out in the various
stages.
Factors Forming Storming Norming Performing
Commitment Not a team Sub-groups Committed to job Cohesive
Trust Wait and see Know who to trust and not Developing Opening trust
Purpose/Mission Understood, but no motivation Developing needs Reassurance and
guide Focus on performance and achieving team goals Clear vision/mission
Communication Tentative, top down (from the leader)
Conflicts may direct Aggressive Members develop relationship with
support groups outside their team Complex Less structured
Involve Mixed asserters Dominate members Members comfortable with
their roles Everyone fully nvolved
Process Orientation
(How It Works)
New ,Confusing ,Drawn on own experience Standard processes are emerging,
Unfamiliar Becomes fluid, natural Continuous improvement and quality become
internal values (attitude) of each member

14
MODULE 1: PGDPM IN PROJECT MANAGEMENT
PARTICIPANTS PRE-COURSE EVALUATION (Total 53 marks) Assignment 1.

Instructions
1. Using your background knowledge; answer all the following 10 questions
and submit on or before Day 2.. .Read student workbook as well.
2. Answers must be written on the spaces provided ; CANDIDATES
MUST THEREFORE DOWNLOAD THIS PAPER FIRST
3.The outcome of the evaluation will not disqualify participants from
attending on campus training but will assist in training needs analysis

FULL NAME

PRESENT JOB TITLE :.

EMPLOYER/ORGANISATION: ..

E-mail ADDRESS: .CELL:.

Question 1 (4MARKS)
In your own words define what you understand by;
(a) PROJECT

(b) PROJECTMANAGEMENT

Question 2 (2 MARKS)

Give two other terms synonymous with the term PROJECT MANAGEMENT

1. --------------------------------------------------------------------------

2. --------------------------------------------------------------------------

15
Question 3 (5 MARKS)
Complete the illustration below which represents the (five) possible stages in the
PROJECT LIFE CYCLE or Process.

1.

2.

3.

4.

5.

Question 4 (3MARKS)
List three types of Projects that you know:

(1) (ii).(iii)

Question 5 (8MARKS)
A project is typically said to have about 7(seven) key players with different roles.
Name at least four of these players with different roles. Name at least four (4) of
these players.

1.

2.

3.

4.

16
Question 6. (6MARKS)
List 3 key of the many roles of a project manager that you know.

1.

2.

3.

Question 7. (5MARKS)
In the space provided below; justify in your own words why learning project
management skills is important.

Question 8 (4MARKS)
Achieving the objectives of any project is almost impossible without co-
operation amongst the project team. What are the four critical issues of
definition to the success of the project team:

(i).(ii)

(iii)(iv)

17
Question 9 (16 MARKS)
Project Management Training covers 8 standard areas of knowledge as shown
below: Justify briefly in the spaces provided on the right against each domain what
you understand is covered in each area:

Knowledge area Issues covered (complete IN BRIEF)

1 Integration and Scope
Management
2 Time Management

3 Cost Management

4 Quality Management

5 Human Resources
Management

6 Communication
Management

7 Risk Management

8 Procurement
Management

Question 10
Have you previously received any formal training in Project Management
(tick) Yes No

18
LIST OF GENERAL SELF PRACTICE PAST EXAM QUESTIONS

1. Differentiate between projects planning and other types of

planning.
2. Explain how project planning and project scheduling relate.
3. Provide an example, not given in this chapter of a project
describe the project, identifying the beginning and ending points
the activities, and the time sequencing of the activities in relation
to each other and the calendar.
4. Discuss how a Gantt chart can be used as a scheduling tool.
What type of model is a Gantt?
5. CPM has characteristics of both a mathematical model and a
schematic model, explain.
6. Explain how the scheduling and cost performance of a project
might be measured. When might such a measure be useful?
7. Discuss the key behavior exhibited with project teams. In your
discussion, explain who exhibits, each behavior, and explain the
possible consequences of such behavior on reaching projects
goals.
8. Contrast the advantages and disadvantages of project
organization.
9. Describe the conditions under which CPM may be appropriately
used.
10. In CPM, the terms are important. Explain the difference
between an activity and an event. What is a critical path?
11. Present the logic of CPM that is, explain how CPM works.

19
 12. Explain how time/cost tradeoffs could exist in a project involving
the construction, staffing and opening of a new clubhouse at an
existing country club.
13. Managers often complain that statistical analysis is too
complicated. Suppose that your supervisor feels this way, but he
likes CPM. In minimally technical terms, explain the
advantages of CPM to your supervisor and try to convince him
to accept it.
14. Your project is to design and build an insulated dog house for
your favorite collie, show how to use a work breakdown
structure to develop the project network
Explain the following terms used in time management: (Use
examples):
15. Work breakdown structure
16. Progress reporting
17. Slack time
18. Optimistic time
19. Explain the feature of a movie project and painting by numbers.
20. Describe the triple constraint in project management
21. Draw an example of a functional project structure.
22. Draw an example of typical project structure
23. Draw an example of strong matrix project structure
24. Distinguish between Variance AND Overrun

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REFERENCES AND BIBLIOGRAPHY
The following is a list of some of the literature that was used in researching and writing this
course. The list can also be used as a starter list for your library on Project Management.
Recommended reference material for each Module is listed in the course outlines.

Anderson E S: Grude K V Haug T

Goal Directed Project Management [2nd edition] 1998
Goal Directed Project Management [with Turner, JR] 1987
Kogan Page/Coopers & Lybrand

Baker S; Baker K; 1998

The Complete Idiots Guide to Project Management
Alpha Books: Macmillan General Reference

Burke R; 2003
Project Management Planning and control [4th edition]
Management Press

Flemming Q W; Koppelman J M; 1996

Earned Value Project Management
Project Management Institute

Frame J D; 1994
The New Project Management
Jossey-Bass

Frigenti E and Comninos DN; 2002

The Practice of Project Management A guide to the Business-focused Approach
Kogan Page

Graham R J; Englund R L: 1997

Creating an Environment for Successful Projects
Jossey-Bass

Heerkens GR; 2002

Project Management
McGraw-Hill

Heldman K; 2003
Project Management Jump Start
Sybex

Kerner H; 1992
Project Management A Systems Approach to Planning, Scheduling and Controlling Van
Nostrand Rheinhold

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