This document outlines the syllabus for an advanced project management course. It introduces the professor, Dr. G.K. Viju, and states that the course objectives are to build on basic project management concepts and examine advanced topics. The course will be taught through lectures, seminars, and discussions. Attendance is essential and students will be graded based on exams, assignments, seminars, and an external examination. The syllabus will cover topics like risk management, new contracting forms, and global project management.

1. Advanced Topics in Project Management
PART-ONE
INTRODUCTION TO PROJECT MANAGEMENT
ADVANCED TOPICS IN PROJECT MANAGEMENT [PROF.G.K.VIJU] 1

2. About Me
Prof (Dr).G.K.Viju,
Professor And Dean (Post Graduate Studies)
University Of Garden City
Vijugk2005@gmail.Com / +249 960092514
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3. Course Objectives
This course builds from a basic understanding of project
management concepts to look at advanced topics that help
improve the effectiveness of project management as a discipline.
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4. Teaching Strategy
Lectures
Seminars
Discussions
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5. Attendance
Essential:
◦The seminar approach we’ll follow requires your presence and
active participation during each class period.
Classroom Discussion
◦Sharing your ideas and work history with your peers
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6. Grading
Internal Examination: 40 %
◦Mid-Term Examination – 20%
◦Assignment – 10%
◦Seminar – 10%
External Examination: 60 %
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7. Syllabus
Introduction
Risk management
New forms of contracting
The role of trust in project management
Managing in a multi-project environment
Linking project management to organizational strategy
Project management offices
Global project management
Virtual teams
Project information systems
Etc.…..
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8. Project Management
Project Management is not new, it has been in use for hundreds of years.
 Pyramids of Giza
 Great Wall of China
 Taj Mahal
 Publication of Children’s Book
 Etc……
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9. The outcomes of these projects were the result of leaders
and managers applying project management practices,
principles, processes, tools and techniques to their work.
Also the managers of these projects used a set of key skills
and applied knowledge to satisfy their customers and other
people involved in and affected by the project.
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10. General Project Management Theory and Skills
Project Management Body Of Knowledge (PMBOK)
While terminology may vary, Project Management are consistent.
A Project Manager needs more than one tools to succeed in delivering
Quality Projects “On Time” and “Within Budget”.
Project Managers with the Knowledge and Skills to lead a team towards a
common goal will optimize the team member talents to the best benefit to
the team.
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11. Where did PMBOK Came From ?
By the mid-20th century, project managers began the work of
seeking recognition for project management as a Profession.
One aspect of this work involved obtaining agreement on the
content of the Project Management Body of Knowledge [PMBOK]
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12. Project managers soon realized that no single book could contain
the entire PMBOK. Therefore, Project Management Institute (PMI)
developed and published A Guide to the Project Management Body
of Knowledge (PMBOK® Guide).
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13. Over 750 Pages
Content what the project manager
needs to know
Foundations and Standards
Guidelines
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14. ADVANCED TOPICS IN PROJECT MANAGEMENT [PROF.G.K.VIJU] 14
 10 Knowledge areas.
 5 Process Group.
 Each process has it’s tools
and technique and outputs.

15. The 10 Project Management Knowledge Areas
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 Integration Management
 Scope Management
 Time Management
 Cost Management
 Quality Management
 Human Resource Management
 Communications Management
 Risk Management
 Procurement Management
 Stakeholder Management

16. General Management Area
 Strategic Management
 Economics
 Values and Ethics
 Business Law
 Leadership
 Etc
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17. Project Management Knowledge Areas coincide
with the process group
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Initiation Planning Execution Monitoring and
controlling Closing
The Knowledge Areas take place during anyone of these
process groups.

18. Project Life Cycle
Project Management is about acquiring or achieving the project goal.
Most projects need to be broken down into a logical sequence of
“PHASES”, known as “The Project Life Cycle”.
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19. Phases of a Project
Organizations normally break a project down into several project
phases for better management control.
Collectively, the project phases are known as the PROJECT LIFE
CYCLE.
Each project phase is marked by the completion of one or more
DELIVERABLES.
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20. Stage Gates
Each phase ends with a review of the deliverables and performance in
order to detect and correct errors and to decide if the project should
continue into next phase.
The phase end reviews are often called PHASE EXISTS or STAGE GATES
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21. Allocation of Time & Money
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Initiation Planning Execution and control Closing
Time
Cost
and
staffing
level

22. Allocation of Time and Money
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Closing
Implementation
Planning
Typical Successful projects
Initiation
10%
25%
60%
5%
Initiation
20%
30%
40%
10%
Planning
Implementation
Closing

23. Sydney Opera House
Good / Bad Project ?
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24. Sydney Opera House
Planned : 1959 – 1963 (4 Years) : $7 Million
Actual : 1959 – 1973 (14 Years) : $102 Million
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Poor or Bad Project Management.

25. Project Life Cycle [PLC] as a Tool
PLC is a management tool to make it easier to manage the project
sequence.
The choice of phases vary from industry to industry and the PLC will
vary to suit the needs of the participants.
Different project managers choose different PLC’s depending on the
nature of the task (i.e. Engineering, Software Development etc.)
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26. Project Life Cycle Uses
 To maintain an overview of the project
 To help identify tasks
 Break the project into manageable parts
 Integrate activities
 To help with the timing of decisions (go/no go)
 To guide the level of contingency* needed
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*A future event or circumstance which is possible but cannot be predicted with certainty

27. Common Characteristics of PLCs
Cost and staff levels low in early phases of the project.
Probability of failure, risk and uncertainty are highest in the early phases.
Ability of stakeholders to influence the outcome of the project are highest
at the beginning of the project.
Although many projects have similar phase names, with similar work
requirements, few are identical
Sub-projects within the project also have distinct project life cycle.
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28. Project Stakeholders
Project Stakeholders are individuals and/or organizations who are actively
involved in the project and whose interests are directly affected by the
outcome of the project.
Key Stakeholders:-
The project advocate or champion (promotes the idea)
The project sponsor (for funding)
The project manager (for the execution)
Customer or Client (the user)
The performing organization (the team)
Other categories of stakeholders can be identified such as internal and external clients, team
members & families, suppliers, contractors, Government etc.
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29. The Project Management Dilemma
Managing Stakeholders expectations can be difficult because of the
different objectives of the various groups of stakeholders.
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Your understanding of the project needs to match stakeholders’ understanding.
Work to make sure it is what you end up with!