This document provides an overview of a project management training module. The module aims to give participants a good understanding of fundamental project management principles and how to apply them to successfully manage projects. Key topics that will be covered include the PMBOK methodology, triple constraints, risk management, scheduling, budgeting, and stakeholder management. The training will teach participants how to develop realistic plans and deliver projects on time and budget. By the end of the module, participants should understand project management best practices and be able to apply the skills and knowledge gained to tasks in their everyday work.

1. PROJECT
MANAGEMENT
TRAINING
Educaree
Module 1

2. GENERAL LEARNING OBJECTIVE
Introduction to the PMI PMBOK
Methodology
Critical Concepts in Project
Management i.e The Triple
Constraints.
PMIS Tool (Microsoft Project)
Knowledge Areas and Process
Groups.
Case Studies and Scenario
Analyses.

3. At the end of the Course, the participant will have:
LEARNING OUTCOMES
A good understanding of project management
fundamentals, principles and its application in
managing projects
The Ability to manage projects successfully and
understand the value of monitoring and control
during the project life cycle.
The Knowledge on how to develop realistic
estimates and schedules and deliver projects on
time and within budget
Learnt how to work in an organized
methodological and effective fashion which can
be applied to tasks in the everyday work
environment
A sound understanding of the three (3)
important variables of projects

4. MORE LEARNING OUTCOMES
Learn what project management is and the qualities of an effective project manager.
Understand the nine knowledge areas of project management and how they can be
applied to your project.
Discover the phases of a project and what deliverables are expected when.
Identify a project’s key stakeholders.
Understand the different types of business cases and how to create a Statement of
Work.
Learn to be prepared for the unexpected by utilizing risk management and change
control.
Learn how to organize project activities by creating aWork Breakdown Structure.
Create a network diagram to track your project’s progress.
Learn budgeting and estimating techniques.

5. WHY PROJECT MANAGEMENT?
Poorly managed projects or the absence of proper project management methodologies often result in:
Rework and waste of resources
Unsatisfied Stakeholders
Loss of Reputation for the Organization
Missed Deadlines
Poor Quality Deliverables
Cost Over runs

6. WHY PROJECT
MANAGEMENT?
• Projects are a key way to create value and benefits in organizations.
In today’s business environment, organizational leaders need to be
able to manage with tighter budgets, shorter timelines, scarcity of
resources, and rapidly changing technology. The business
environment is dynamic with an accelerating rate of change.
• Effective and efficient project management should be considered a
strategic competency within organizations. It enables organizations
• Tie project results to business goals,
• Compete more effectively in their markets,
• Sustain the organization, and
• Respond to the impact of business environment changes on
projects by appropriately adjusting project management plans

7. Organizational Leaders initiate projects in response to factors
acting upon their organizations. Basically, there are four
fundamental categories for these factors (According to the
PMBOK Guide, 6th Edition)
Project Initiation Context
Meet regulatory, legal, or
social requirements.
Satisfy Stakeholders’
needs or request
Implement or change business
or technological strategies
Create, Improve or fix
products, processes or
services.
**Explore Future
opportunities or create
road map for
innovativeness

8. WHY DO PROJECTS FAIL?
Below are some of the reasons why Projects Fail:
Wrong Team Members
Inability to effectively manage Change
No Effective Risk Management Strategy
Poor project and program
management discipline
No Link of the Project to Business
Strategy
Lack of Executive-level Support
Inadequate metrics to consistently measure
progress and success of the project

9. Project Success Criteria
The success of most project management initiatives is judged on the strength of the following 3 criteria:
Keeping to the Agreed Time
It is critical for a project to be delivered on
time and according to agreed schedule. The
knowledge area that deals with this is the
Schedule Management
Keeping to the Agreed Budget
Cost, is always a deal breaker with projects. Most
projects fail when the project cost go beyond a
bearable phase. Cost management is on of the
most important knowledge areas
Achieving/Meeting the Agreed Objectives
Meeting the agreed objectives of the project is
extremely important. Often, projects do not
achieve this due to the pressure of cost or
schedule
The Criteria

10. TRIPLE CONSTRAINTS
TheTriple constraints, is like the almighty formula of Project Management
SCOPE RESOURCES SCHEDULE
The task of the project manager is constantly
balancing these constraints and where possible,
making trade offs. However as a project manager,
you also want to be careful that you do not make
trade offs that will affect the success of the project
SCHEDULE
RESOURCES
SCOPE

11. PROJECT SUCCESS
GOLDEN RULES
i. You must have consensus on project outcome and deliverables
ii. You have to build the best team possible
iii. You as the project manager must develop a viable plan and keep
it as up to date as possible.
iv. Your Project Cost Plan, must be as comprehensive as possible.
v. In balancing the triple constraints, you must have a realistic
schedule plan.
vi. People/stakeholder management is extremely important. You
must always remember that.
vii. You must always have the support of management and critical
stakeholders.
viii. As a project manager, you must be willing to change.
ix. The most important task of a project manager is Effective
Communication.

12. PROJECT MANAGER’S SPHERE OF KNOWLEDGE
It is essential a project manager leads or manages the project team to meet stakeholders’ expectations. Key to a project manager’s
Success is relationship and communication skills.
Project Manager
Project Team
Sponsors/Governing Body
External Stakeholders/Suppliers/End Users

13. PORTFOLIO, PROGRAMS, PROJECTS,
AND OPERATIONS

15. ORGANIZATIONAL PROJECT
MANAGEMENT

16. A project life cycle is the series of phases that a project
passes through from its start to its completion. It
provides the basic framework for managing the project.
This basic framework applies regardless of the specific
project work involved.
PROJECT DEVELOPMENT LIFE CYCLE
PREDICTIVE
LIFECYCLE
ITERATIVE LIFE
CYCLE
INCREMENTAL LIFECYCLE
ADAPTIVE LIFE
CLYCLE
HYBRID LIFE CYCLE

17. Project life cycles can be predictive or adaptive. Within a project life cycle, there are generally one or more phases that are
associated with the development of the product, service, or result. These are called a development life cycle. Development
life cycles can be predictive, iterative, incremental, adaptive, or a hybrid model:
• In a predictive life cycle, the project scope, time, and cost are determined in the early phases of the life cycle. Any changes to the scope
are carefully managed. Predictive life cycles may also be referred to as waterfall life cycles.
• In an iterative life cycle, the project scope is generally determined early in the project life cycle, but time and cost estimates are routinely
modified as the project team’s understanding of the product increases. Iterations develop the product through a series of repeated
cycles, while increments successively add to the functionality of the product.
• In an incremental life cycle, the deliverable is produced through a series of iterations that successively add functionality within a
predetermined time frame. The deliverable contains the necessary and sufficient capability to be considered complete only after the
final iteration.
• Adaptive life cycles are agile, iterative, or incremental. The detailed scope is defined and approved before the start of an iteration.
Adaptive life cycles are also referred to as agile or change-driven life cycles.
• A hybrid life cycle is a combination of a predictive and an adaptive life cycle. Those elements of the project that are well known or have
fixed requirements follow a predictive development life cycle, and those elements that are still evolving follow an adaptive development
life cycle.

18. The project life cycle is managed by executing a series of project management activities known as project
management processes. Every project management process produces one or more outputs from one or more inputs
by using appropriate project management tools and techniques. The output can be a deliverable or an outcome.
Outcomes are a result of a process. Project management processes apply globally across industries.
Processes may contain overlapping activities that occur throughout the project.The output of one process generally
results in either:
• An input to another process, or
• A deliverable of the project or project phase.

19. Project Data,
Information, and Report
Flow

20. Interrelationship of Needs
Assessment and Critical
Business/Project Documents

21. PROJECT BUSINESS
CASE
The project business case is a documented economic feasibility study used to
establish the validity of the benefits of a selected component lacking sufficient
definition and that is used as a basis for the authorization of further project
management activities. The business case lists the objectives and reasons for
project initiation. It helps measure the project success at the end of the project
against the project objectives. The business case is a project business
document that is used throughout the project life cycle. The business case
may be used before the project initiation and may result in a go/no-go
decision for the project.
A needs assessment often precedes the business case. The needs assessment
involves understanding business goals and objectives, issues, and
opportunities and recommending proposals to address them. The results of
the needs assessment may be summarized in the business case document.

22. Managing Change in Organizations

23. Examples of
Factors that
Lead to the
Creation of a
Project

24. PROJECT
BENEFITS
MANAGEMENT
PLAN
• The project benefits management plan is the document that describes how and when
the benefits of the project will be delivered and describes the mechanisms that should be
in place to measure those benefits. A project benefit is defined as an outcome of actions,
behaviors, products, services, or results that provide value to the sponsoring
organization as well as to the project’s intended beneficiaries. Development of the
benefits management plan begins early in the project life cycle with the definition of the
target benefits to be realized. The benefits management plan describes key elements of
the benefits and may include but is not limited to documenting the following:
• Target benefits (e.g., the expected tangible and intangible value to be gained by
implementation of the project; financial value is expressed as net present value);
• Strategic alignment (e.g., how well the project benefits align to the business
strategies of the organization);
• Timeframe for realizing benefits (e.g., benefits by phase, short-term, long-term,
ongoing);
• Benefits owner (e.g., the accountable person to monitor, record, and report
benefits throughout the timeframe established in the plan);
• Metrics (e.g., the measures to be used to show benefits realized, direct measures,
and indirect measures);
• Assumptions (e.g., factors expected to be in place or to be in evidence); and
• Risks (e.g., risks for realization of benefits).

25. • Projects may be separated into distinct phases or subcomponents. These phases or subcomponents are
generally given names that indicate the type of work done in that phase. Examples of phase names include but
are not limited to:
• Concept development,
• Feasibility study,
• Customer requirements,
• Solution development
• Design,
• Prototype,
• Build
• Test
• Transition,
• Commissioning,
• Milestone review, and
• Lessons learned.

26. PROCESS GROUPS
There are 5 process groups and 10 Knowledge Areas
Initiating Process Group
Closing Process Group Planning Process Group
Monitoring and Controlling Process Group Executing Process Group

27. Project Integration Management. Includes the processes and activities to identify, define, combine, unify, and coordinate the various
processes and project management activities within the Project Management Process Groups.
Project Scope Management. Includes the processes required to ensure the project includes all the work required, and only the work
required, to complete the project successfully.
Project Schedule Management. Includes the processes required to manage the timely completion of the project.
Project Cost Management. Includes the processes involved in planning, estimating, budgeting, financing,
funding, managing, and controlling costs so the project can be completed within the approved budget.
Project Quality Management. Includes the processes for incorporating the organization’s quality policy regarding planning,
managing, and controlling project and product quality requirements, in order to meet stakeholders’ expectations.
Project Resource Management. Includes the processes to identify, acquire, and manage the resources needed for the successful
completion of the project.
Project Communications Management. Includes the processes required to ensure timely and appropriate planning, collection,
creation, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information.
Project Risk Management. Includes the processes of conducting risk management planning, identification, analysis, response
planning, response implementation, and monitoring risk on a project.
Project Procurement Management. Includes the processes necessary to purchase or acquire products, services, or results needed
from outside the project team.
Project Stakeholder Management. Includes the processes required to identify the people, groups, or organizations that could impact
or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate
management strategies for effectively engaging stakeholders in project decisions and execution.

28. Project Management
Process Group and
Knowledge Area
Mapping

30. ENTERPRISE ENVIRONMENTAL FACTORS
Enterprise environmental factors (EEFs) refer to conditions, not under the control of the project team, that
influence, constrain, or direct the project. These conditions can be internal and/or external to the organization.
EEFs are considered as inputs to many project management processes, specifically for most planning processes.
These factors may enhance or constrain project management options. In addition, these factors may have a
positive or negative influence on the outcome
INTERNAL EEF
Geographic Distribution Of Facilities And
Resources
Organizational Culture, Structure, And
Governance
Infrastructure
Information Technology Software
Resource Availability.
Employee Capability
EXTERNAL EEF
Social and cultural influences and issues
Marketplace Conditions
Legal Restrictions
Commercial Databases
Government or industry standards
Physical environmental elements

31. PROJECT
MANAGEMENT
OFFICE
A project management office (PMO) is an organizational structure that standardizes the
project-related governance processes and facilitates the sharing of resources,
methodologies, tools, and techniques. The responsibilities of a PMO can range from
providing project management support functions to the direct management of one or
more projects.
There are several types of PMOs in organizations. Each type varies in the degree of control
and influence it has on projects within the organization, such as:
• Supportive. Supportive PMOs provide a consultative role to projects by supplying
templates, best practices, training, access to information, and lessons learned from
other projects. This type of PMO serves as a project repository. The degree of control
provided by the PMO is low.
• Controlling. Controlling PMOs provide support and require compliance through
various means. The degree of control provided by the PMO is moderate. Compliance
may involve:
• Adoption of project management frameworks or methodologies;
• Use of specific templates, forms, and tools; and
• Conformance to governance frameworks.
• Directive. Directive PMOs take control of the projects by directly managing the
Project managers are assigned by and report to the PMO. The degree of control
provided by the PMO is high.

32. THE ROLE OF A PROJECT MANAGER
The project manager plays a critical role in the leadership of a project team in order to achieve the project’s objectives.
This role is clearly visible throughout the project. Many project managers become involved in a project
from its initiation through closing
Responsibility for Team
The Project Manager establishes
their interpretation of the vision,
mission, and objectives involved in
successfully completing their
products. Ultimately, he or she is
responsible for the performance of
the team
Knowledge and Skills
The project manager is not expected to perform
every role on the project, but should possess project
management knowledge, technical knowledge,
understanding, and experience. The project
manager provides the project team with leadership,
planning, and coordination through
communications
Membership and Roles
Team members may fulfill many
different roles, such as design,
manufacturing, and facilities
management. However, roles and
responsibilities must be clearly
defined.
The Criteria

34. END OF MODULE ONE (1)