In this project management module you will get to know the most important tools and methods in project management. The module is divided into three main sections: Introduction to Project Management, Project Leadership and Communication and Scope Management, Scheduling and Budgeting.
In the introduction you will get to know your first hands-on tool in project management. It is the logical framework matrix with which you can concretize your initial project idea into a first concept. In this section you will as well start to understand which impact diversity can have on a project and how to address it as a project manager. Moreover, you will learn what a project charter/project application/business case is.
A self-management unit will introduce the Project Leadership and Communication section. It will address topics like self-motivation and setting priorities. The following unit will teach you how to analyse your stakeholders. In this part you will also get to know different leadership theories and you will learn to distinguish between authority, responsibility and accountability.
In Scope Management, Scheduling and Budgeting you will be introduced into three essential project management tools. With a work breakdown structure you can breakdown your work into feasible packages of activities. With a network diagram you can show dependencies between those activities. And with a gantt chart you can illustrate those activities on a timeline. In the last two units you will get first insights into cost estimation, budgeting and risk management.
Tests, exercises and participation in online discussions within each unit will count for the final grade as well as the achievements of the group project and the final paper.
Example task from the Project Management Module
Case Study Exercise: Dab i Sosna Woodworking Company (individual & group work; adapted from: Max Wideman, http://maxwideman.com/papers/index.htm)
The „Dab i Sosna“-Case study is a comprehensive project management case. Most incidents described in this case study are typical of practice situations. They may not happen all on the same project, but this case shows how starting a project without understanding project management and its processes can lead even to dangerous situations for organizations.
"In a truly minimalist definition, the Project Management Institute defines a project as „A temporary endeavour undertaken to create a unique product or service“ (PMBOK Guide, 2000 Edition). Although a commonly agreed upon standard definition is not yet within reach, most authors define a project more narrowly than that. Kerzner (2001) for example, defines a project as any series of activities and tasks that:
In many definitions further defining features of projects are complexity, uniqueness and unfamiliarity, which effect a close association of projects with uncertainty and risk.
What is NOT a project?
With the rise of project driven business strategies in the last decade, the term “project” has proliferated far beyond the definitional boundaries specified above. While this development certainly does not hurt the project management profession and the associated authors, trainers and application developers riding high on the “project boom”, it is vital to prevent blurring of the object at hand in order to establish clear indicational guidelines for certain project management tools. Three of the most frequent misuses of the project-concept are relating to organizations, programs, and operational routines.
Andreas Knoth: What is a project? © East European Studies Online; 2010.
project_management Project Management