 Aim

 This subject will equip the student with the

processes, tools, personal, team and leadership
skills that will allow him/her to play an active part in
managing projects and change. The student’s
technical skills will be complemented with the
ability to work with others to plan and organise
projects that turn innovative ideas into reality.
 Learning Outcomes

 Upon successful completion of this subject, a student

will be able to:
 Understand how a team functions and the importance
of ongoing team/ individual reflection and learning
 Understand the nature of leadership in projects
 Understand the process of project management
 Understand the dynamics of matrix organisations
 Use project management tools
 Manage small to medium sized projects
Assessment Schedule

COMPONENTS MODE WEIGHTING DATE DUE

Assignment 1 Individual 20% Last working day
of week 8
Assignment2 Group 30% Week 13 & 14
o Presentations Group (10%)
o Report Group (20%)

Final Examination Individual 50% Examination week

Assessment Schedule

 To obtain a pass in this subject, students must:

 Complete all assessment components; and
 Obtain a minimum of 50% in the final examination.
Text and References

 Recommended Core Text:

 Gray and Larson (2011) Project Management: The Managerial Process.

 Please refer to library list for more readings

WEEK 1A – LECTURE 1 – CHAPTER 1
 The range of projects in today’s workplace
 Three essential elements of any project
 The contrasts between project management and general
management
 The responsibilities of project managers
 The challenges of project management
 Four types of projects based on product and process
change
 Factors Leading to the Increased Use
of Project Management:
 Compression of the product life cycle
 Global competition
 Knowledge explosion
 Corporate downsizing
 Increased customer focus
 Small projects that represent big
problems
A project is a temporary endeavor undertaken to create a
unique product or service.

Projects also vary greatly.

 Projects may be large or small.
 Projects may involve many persons or just one.
 Projects may be planned formally or informally.
 Projects may be tracked formally or informally.
 Projects may be performed for external or internal clients and
 customers.
 Projects may be defined by a legal contract or an informal
 agreement.
 Each project is unique
 Projects have a higher potential for conflict than non-
projects
 Project success is absolutely dependent on detailed
planning
 Project budgets and schedules are constructed differently
from standard, non-project budgets and schedules
 Projects are accomplished in unique ways.
 Projects are often multidisciplinary.
 Projects often don’t fit into traditional managerial
hierarchy.
Routine, Repetitive Work
Taking class notes
Daily entering sales receipts into the
accounting ledger
Responding to a supply-chain request
Practicing scales on the piano
Routine manufacture of an Apple iPod
Attaching tags on a manufactured
product
Projects
Writing a term paper
Setting up a sales kiosk for a
professional accounting meeting
Developing a supply-chain information
system
Writing a new piano piece
Designing an iPod that is
approximately 2 X 4 inches, interfaces
with PC, and stores 10,000 songs
Wire-tag projects for GE and
Wal-Mart
TABLE 1.1
 Project management is the process of guiding a project
from its beginning through its performance to its closure.

Project management includes the following activities:

 Planning
 Organizing
 Controlling
FIGURE 1.1
 Project manager: the person ultimately responsible for
the successful completion of the project.
 Functional managers: the team members’ direct-line
supervisors.
 Functional employees or project team members: people
responsible for successfully performing individual project
activities.
 Upper management: people in charge of the
organization’s major business units.
Project managers are specifically responsible for the
following:

 Describing objectives, schedule, and resource budgets.

 Ensuring a clear, feasible project plan for how everyone
will reach performance targets.
 Creating and sustaining a focused and committed team.
 Selecting or creating a team’s operating practices and
procedures.
 Managing the accomplishment of objectives, within time
and budget targets.
 Monitoring performance against plans and dealing with
any problems that arise.
 Resolving priority, work approach, or interpersonal
conflicts.
 Controlling project changes.
 Reporting on project activities.
 Keeping clients informed and committed.
 Contributing to team members’ performance appraisals.
 High responsibility, little authority
 Project overload
 Team members often have never worked together before
 No direct authority
 Client demands
 High communications demands
 Derivative projects.

 Platform projects.

 Breakthrough projects.

 R&D projects.