Project Management - The Complete Guide: Course Introduction Pack For Participants

Project Management The Complete Guide, Introduction Pack
Project Management The Complete Guide
Course Introduction Pack for Participants
----- Bring this Introduction Pack with you to the course -----
1999-2009 Project Managers Network a division of Makuta Partners Pty Ltd
Version Number 4.0
Date: June 2009
2005-2009 Project Managers Network
CCE PM Course introduction pack V3.doc
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INTRODUCTION PACK FOR THE PROJECT MANAGEMENT COURSE

Course No. Welcome to the Project Management Course. The purpose of this pack is to help make your attendance at the course an enjoyable and profitable learning experience. Please read the pack before your course attendance, as your careful attention to this material will help make the course beneficial for you. It will require less than 1 hours work prior to the course. This pack contains the following material for your pre-course reading. Section 1 2 3 4 Item Course Outline Pre-course Questions Case study Course assessment information - optional Description For information To prepare you for the course Read prior to course case study is used in course workshops Read and decide if you wish to be assessed on the course material (The questions and process will be further explained during the course) Page No. 4 8 10 16
Note: Project Managers Network is a Registered Education Provider with the Project Management Institute PMI. The courses provided to the Centre for Continuing Education by Project Managers Network are recognised by the PMI and accrue training credits to members towards their requirements for accreditation with the PMI or for Professional Development Units to retain their credential. This course provides 21 PDUs (Professional Development Units) The courses are also endorsed by the Australian Institute of Project Management and accrue equivalent professional development credits with that body for acquiring and retaining the credential of Certified Practising Project Manager (CPPM).
Section 1 - Project management Course outline

Course description Project Management The Complete Guide is a three-day intensive course designed by practicing Project Managers. Participants will be Project Managers or aspiring Project Managers who wish to learn more about Project Management principles and understand Project Management practice in Project Management. It is designed for those who manage project on a full-time or part-time basis and whose projects involve the need for more formal approaches to managing, including projects that may have significant external dependencies that need to be controlled. This course covers all the topics in the USA national standard for Project Management, the book titled A Guide to the Project Management Body of Knowledge 4th Edition, 20081 (also known as the PMBOK Guide, and applies them in a case study scenario (see Section 3). For those seeking formal certification, this course provides attendees with all the factual content required by candidates for the PMP credential. It also covers all the Underpinning Knowledge Questions asked of candidates for the CPPM accreditation with the Australian Institute of Project Management. The course incorporates a number of optional assessment activities for attendees (see Section 4), and those who successfully complete these activities will also receive a Statement of Attainment. Learning outcomes The course covers the activities in each of the 5 processes of Project Management, namely Initiating, Planning, Executing, Controlling and Closing and a unit on Professional and Social Responsibility. Participants will learn how to: Clearly define scope, and manage changes to it Develop a realistic schedule which meets the project owners constraints Prepare a plan, its purpose and why it is more than just a schedule Identify the project's quality objectives and implement appropriate controls to ensure they are achieved. Develop status reports which reflect reality Identify and continually manage risks which could de-rail your project Manage stakeholders to ensure they remain committed and involved for the project Control external groups which the project is dependent on
Published by the Project Management Institutes Standards Committee and available from Standards Australia.
4 CCE PM Course introduction pack V3.doc
Ensure you obtain the appropriate resources for the project which will raise confidence in achieving the goals Build effective teams which are committed to the project goals Evaluate performance of the team Estimate and control project budgets
In addition to providing a sound base in Project Management principles the course encourages the participants to consider how effective Project Managers behave and to adopt these models on their projects. Attendance Three (3) days duration. Course will run from 9.00 am to 5.00 pm each day with short breaks for lunch, morning and afternoon refreshments. Learning approach Includes the following: Interactive presentations by the Course Leader will determine what the group already knows about Project Management, and provide a context for explaining principles Comprehensive Workbook containing all presentation slides plus additional materials provided to all attendees on Day 1 of course. Case Study provided in advance (see Section 3 of this document) Class activities/exercises brainstorming, discussions etc. Group assignments/exercises to assist in applying the Project Management Principles. Suggested Solutions provided to the Case Study exercises Quiz-based knowledge assessment comprising several sets of multiple choice questions Video learning (optional) Assessment Work (optional)
Course Outline/Timetable Content Introduction Project Selection Integration Management Content Course format, case study, review some basic PM concepts Project selection and approval Project Charter, nature of an overall Project Management Plan, integrated change control, executing the plan, work allocation Project Closure capturing lessons learned Scope Management Time Management Collecting requirements, documenting and verifying scope, and controlling changes to it, managing stakeholders Developing Work Breakdown Structure (WBS), estimating resource requirements and effort, schedule development and control, critical path Deriving budgets and monitoring performance against them and earned value analysis for tracking, trends and forecasting Identifying and managing risk Ensuring quality of deliverables to customer satisfaction quality planning, controls and QA Planning for and selecting goods and services from external suppliers and contract administration PM competency model, training issues, performance agreements Project Organisation models, Resource plans, team development Stakeholder Management Status reporting, information dissemination both within team and outside to stakeholders, correcting variances to plan Professional responsibility and business ethics in project management
Cost Management Risk Management Quality Management Procurement Management Human Resource Management Communications Management Professional Responsibility NOTES:
1.
The course material is based on the book A Guide to the Project Management Body of Knowledge 4th Edition, (the PMBOK Guide), published by the Project Management Institute Standards Committee. The Guide can be purchased on-line from the PMI at www.pmi.org or from Standards Australia - Standard CB 025-2002- www.saiglobal.com/shop You are strongly urged to obtain a full copy of the A Guide to the Project Management Body of Knowledge 4th Edition, for use with these course notes and for your future reference, although it is not mandatory. This course touches on features of planning tools such as Microsoft Project but does not teach how to use them. The material covered in the course however assists collection of data to drive these tools.
2.
3.
COURSE PRESENTERS The presenters are practicing project management professionals and their full biographies are provided within the Course Workbook provided on Day 1. John Flynn has wide experience in management consulting, project management, market research and analysis, economic forecasting, and PC software package design and development. He has held marketing, divisional and general management roles in companies in Australia, the United States and in the Far East. He has advised or consulted to major financial institutions, technology companies, manufacturers, resource companies and government. He has also written numerous reports on market projections and technology trends for clients throughout the world. His particular interests are in business case development, project management competency assessment and project management education. Terry Quanborough has gained significant experience in project management practices, working with major corporations across Asia Pacific and Europe. He has managed Asia Pacific Project Management Offices for large multi-nationals and has travelled extensively throughout Asia on project-related assignments. His main focus areas are Project -Governance, Health Checks & Reviews, Project Methodology and the Establishment of Effective Project Management Offices. He is a member of several professional organisations, tertiary qualified and is a Certified Project Management Professional with the Project Management Institute. Terry has spoken at several national and international conferences.
Section 2 - Pre Course Questions

Please consider these questions and note down your answers. These questions will be briefly discussed in class on Day 1 and it will greatly assist to get started if you have thought about them in advance. This section is not given to the instructor and is for personal reflection. Write down some of your personal objectives for the course. What do you hope to achieve from it just three or four items should do. ... ...
How would you describe a project what characteristics make projects different from other on-going activities in an organisation? ... ...
Projects often do not produce the results that they set out to achieve. On what basis would you classify a project as a failure? .. ..
From your observations what are the most common reasons that projects fail? ... ... Are you currently engaged in a project? If so how do you rate its chance of success? On what basis do you make this assessment? ... ...
Section 3 - Case Study

NATIONAL LIFE INSURANCE COMPANY
BACKGROUND
This case study is used in the Project Management course to illustrate the complex integration and planning issues faced by many business projects today. It does not require any in-depth understanding of insurance or computer systems. It deals with the management issues raised by the circumstances outlined in this case study. As a team participants will focus on just one of the project streams / sub-projects. Please read in advance of the course so your workshop group can quickly move into discussion of the questions to be handed out during the course.
1.
Current situation
National Life Insurance (NLI) is an old and conservative life insurance company who in recent years has moved into several new product areas, including home mortgages plus a range of financial investment products particularly directed to retirees. Traditionally NLI have sold through agents and more recently, small volumes through other outlets such as real estate agents and solicitors. Branches are located in most capital cities on the eastern coast of Australia and prospects contact branches directly. Branches do not advertise their services.
2.
Current business environment
National are facing increasing competition such as non-bank mortgage originators and bank branches selling life insurance and investment products directly to customers. Due to pricing pressures in the market NLI have reduced the commission paid to Agents on some products. Agents are unhappy with this and are terminating their relationship with NLI and sometimes taking customers with them. Traditional life insurance is now less attractive and many people are turning to alternatives such as term life insurance, superannuation with death cover, or long-term investment products. NLI want to lift sales volumes, through new products, cross selling other products to existing customers, and obtaining new customers, whilst reducing their distribution costs. They may consider selling third party financial products that complement their own products.
3.
Planned project
NLI plan to launch a new venture to bring financial services to shopping malls by establishing walkin kiosks where sales people advise on NLI products and in most cases close the deal immediately. NLI plan to target their market correctly by using the busy retail areas, providing simple products, services and financial planning advice to prospects. This new move represents a significant change in culture for NLI. Some existing agents will be offered roles in the new venture; others may wish to renegotiate (and re-scope) agency arrangements whilst others are expected to leave. Under the new scheme, any sales enquiry calls to NLI branches will be diverted to a kiosk. The initial launch of the kiosks will be in Sydney. The Marketing Department is preparing a new financial investment product and a new home loan product for first mortgages. All kiosks will be linked to a central computer where customer databases are held, to assist NLI kiosk sales personnel to service any existing customer. All enquires will be recorded centrally so
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that the prospect can go to any kiosk to complete their transaction. The sales person will also have access to powerful investment planning computer programs to take prospects through various investment scenarios. The preferred package has been identified, however the supplier is USA based and does not have an office in Australia. No contract has been signed yet. The supplier claims that the package can be easily tailored during installation to meet local business conditions. Initially, NLI plans for 30 sites in Sydney and Melbourne, with 8 sites set-up in Sydney for evaluation. They have secured sites for 3 Sydney kiosks and are currently negotiating the others. The emphasis is on obtaining the best site in each location rather than just what is available as the location of the kiosk is believed to be critical to success. The Melbourne launch will follow Sydney, if assessed as successful. NLI will gauge reaction in Sydney first and plan to review the performance after 6 months. It is recognised that some product or other changes may be required. The Board of NLI have requested that the pilot be operational quickly so that evaluation can occur and decisions made on whether or not to expand the pilot. Because of specific market factors the CEO has decided that the launch should occur in November. It is now January and there is a lot to do in the remaining nine months.
4.
Planned project scope & high level activities

Scope:
The Project is to coordinate the activities of: property acquisition & development kiosk staff recruitment and training development of computer systems to support the kiosks development of new procedures for the kiosks publicity and PR for the launch
The project takes responsibility for all the components. Changes will be required to the organisation of the Operations Group due to the kiosk operations but this is not part of the project but it will have an impact on its success. The Executive Committee have agreed to take responsibility for the cultural changes that will be required to the organisation as a whole and this is not considered part of the brief for the project.
High-level activities:
1. 2. 3. 4. 5. 6. Acquire property (negotiate leases) Install communications links to central computer Develop the kiosk properties - general remodelling & fit-out Install & modify new computer software package for financial planning (already identified) Select staff (some will be existing staff) Train staff in selling, using new computer systems for financial planning advice, and
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other procedures (approvals for loans and insurance) 7. 8. 9. Develop procedures for the kiosks and any changes to other departments procedures arising from the launch Prepare for the launch & publicity material Install PCs and other office equipment (chairs, desks, phones for kiosk)
10. Interface the new computer software to existing computer systems
5.
Update
It is now late January and the project has started with a number of key roles decided. The Project Director is Mary Chapman who is Head of Systems Development in the companys IT group. She has been with the company about 12 months, has good knowledge of insurance systems, and was chosen for her previous experience in another company of managing a relatively large project covering the implementation of a new insurance package. The Project Sponsor is the GM of Operations, Bill Myers; who has control of Sales (including agents) and Branches and will eventually own the kiosk operations. He has had no prior experience as a Project Sponsor. Bill has been with the company for about 15 years in a number of roles including periods as branch manager of both large and small branches.
Other key players with a major stake in the project are: The CEO is Bruce Hockey; a long term employee, who has risen through the ranks. He is being pushed by the Board to make changes quickly to reposition the company because of strong competitive market forces. The kiosk concept is being trialled by a number of competitors but in different formats to that proposed by NLI. Other financial institutions are using their existing distribution channels to expand their businesses. Helen Schofield is Head of Marketing and she is relatively new to the company (less than 6 months). She was surprised to find just how conservative NLI were when she arrived and started talking to other managers. Helen is concerned about the ability of the company to change fast enough and also the adequacy and flexibility of the IT systems which support the business operations. On recent visits to branches she found that not all managers were convinced that kiosks were that best way forward. Some still believed in a direct sales force approach and were concerned about the loss of the agents they had recruited and trained. Others favoured alliances with selected financial institutions, whilst others thought telephone call centres were the future direction in sales and marketing of financial products and services.
It is now late January and the project has started with a number of key roles decided. The Project Director is Mary Chapman who is Head of Systems Development in the companys IT group. She has been with the company about 12 months, has good knowledge of insurance systems, and was chosen for her previous experience in another company of managing a relatively large project covering the implementation of a new insurance package. The Project Sponsor is the GM of Operations, Bill Myers, who has Sales, including agents, and Branches under his control and will eventually own the kiosk operations. He has had no prior experience being a Project Sponsor. Bill has been with the company for about 15 years in a number of roles including periods as branch manager of both small and large branches.
Other key players with a major stake in the project are: The CEO is Bruce Hockey, and he also is a long term employee, who has risen through the ranks. He is being pushed by the Board to make changes quickly to reposition the company because of competition. The kiosk concept is being trialed by a number of competitors but in
12 CCE PM Course introduction pack V3.doc
different formats to that proposed by National Life. Other financial institutions are using their existing distribution channels to expand business. Helen Schofield is Head of Marketing and she is relatively new to the company (less than 6 months). She was surprised to find just how conservative the company is when she arrived and started talking to other managers. Helen is concerned about the ability of the company to change fast enough an also the adequacy and flexibility of the IT systems which support the business operation. On recent visits to branches she found that not all managers were convinced that kiosks were that best way to go forward. Some still believed in a direct sales force and were concerned about the loss of the agents they had recruited and trained. Other favoured alliances with selected financial institutions, whilst others thought telephone call centres were the future direction in sales and marketing.
Attachments: Organisation chart Attachment A Project organisation chart (proposed) Attachment B Initial network diagram Attachment C
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Attachment A National Life Insurance Company Organisation chart

CEO
Mortgages
Actuarial
Operations
Marketing & PR
Investment Management
Corporate Services
Agents Finance Sales staff HR Branches Information Technology Legal
Secretarial
Attachment B Proposed Project Organisation

PROJECT DIRECTOR
Project Manager Information Technology Systems & Infrastructure
Project Manager Property Acquisition & Development
Project Manager Staff Acquisition & Development
Project Manager PR & Launch
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Attachment C High-Level Network Diagram NLI Case Study
New Product Development
Acquire Develop & Fit-out Kiosks
Plan Project
Prepare Launch Material Trial Run Launch
Recruit & Train Kiosk Staff
Computer Systems & Network Development
New Kiosk Procedures
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SECTION 4 - COURSE PRACTICE AND ASSESSMENT PROCESS

The Process
The PM Training Practice and Assessment process provides a means of reviewing the course material and applying it to your own project or if you do not have a current project to the course case study - against relevant sections of the Australian National Competency Standard in Project Management (NCSPM) and the US ANSI standard ANSI/PMI 99-001-2009 A Guide to the Project Management Body of Knowledge 4th Edition, 2008 (the PMBOK Guide). While the practice and assessment process does not cover all elements of the Australian or US standards, it offers valuable feedback to you about your understanding of the material covered in the course.
How does it work?

During the course you complete a background sheet for your project or elect to use the Case Study as your project. Using your nominated project you will answer questions provided each day in different project management knowledge areas. You have a selection of questions to choose from. If you wish to be assessed and receive a Statement of Attainment, your answers are to be submitted to the Course Leader at the end of Day 3. There will be a brief set of multiple-choice questions to be answered on specific course units and if you wish to be assessed, you must hand these in to the Course Leader after each test. It is recommended that whether or not you are electing to be assessed, you try the test questions.
What do you get?

After the course (about 2 - 3 weeks), your material will be returned with a brief comment from the Course Leader. Suggested solution to the questions, using the case study situation, and answers to the multiple-choice questions, will be handed out either during or at the end of the course. If you demonstrate your understanding through the practice questions and the multiple choice questions you will be provided with a Statement of Attainment from the Centre of Continuing Education indicating your demonstrated proficiency in a subset of Australias National Competency Standard in Project Management. Note that you are not required to hand in any work for review by the Course Leader This is required only if you wish to be assessed and receive a Statement of Attainment. However, if you complete the practice questions and multiple-choice questions you will still receive model answers and will derive benefits from this activity through applying what you have learned. The results of your assessment are strictly confidential and are not shared with anyone, including employers.
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Project Management - Course Assessment Procedure Overview

What you do Day 1
Decide if participating in assessment
Outcomes
Overnight: Complete your own project description only if not using the Case study Revise material from Day 1 of course Commence answering Group 1 topic questions Answers to multiple choice questions will be provided in class
Day 2
Multiple choice exercises on Group 1 topics
Overnight: Revise Group 1 topic material Complete exercises for both Group 1 & 2 topics Answers to multiple choice questions will be provided in class
Day 3
Complete Exercise (short) for Group 3 topics (last set) (time will be provided to allow for this) At end of course: Multiple choice questions on all topics Hand in answers for Day 1-3 Questions
Receive suggested solutions to questions for Days 1-3 and to the last set of Multiple choice questions before you leave the course Receive back from CCE: Marked multiple choice questions for Day 1-3 Marked exercises for all topics Statement of Attainment if proficiency demonstrated
After course
Note: Even if you do NOT intend to participate in the Assessment to gain a Statement of Attainment you will gain benefit from attempting the multiple choice questions and exercises each day and receiving the suggested answers, as they will help you review your level of understanding of the course material. We also request everyone to participate in the quiz questions as this provides a useful benchmark for the assessment process for each session.
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Practice assessment - Background Material

If you have your own project please complete the following and hand to Course Leader with your answers to the questions if you are using the PM course case study then this page is not required Attendees Name: Position _________________________________________________ _________________________________________________ . ..
Project name or description
What is the industry in which project is being conducted?
.. .. (e.g. Retail, Building, Banking/Finance, IT etc)
What type of project application or product is being developed?
.. .. (eg Construction, IT, Product Marketing etc)
How would you rate the size of this project (refer to the size category options below)?
Large / Medium / Small (circle one) Indicate if based on Resource / Cost / Duration (circle)
Size criteria (use the measurements most relevant to this project):

Project Size: Resources (staff) Or Cost Or Duration Large > 50 > $10 mill > 2 years Medium 10-49 $250k - $10 mill 6 mths - 2 yrs Small <10 < $250k < 6 mths
What are your specific responsibilities on this project?
. .
How long have you held these responsibilities (or what is the duration of your role on the project)?
weeks / months / years
Current phase of the Project (eg Initiation, Planning, Executing or Closing)
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GENERAL NOTES ON ANSWERS TO QUESTIONS

Assessment questions are given on the following pages. Questions are organised by topic for ease of reference back to the training course material.
You are asked to select five (5) questions from different topic groups as follows: Assessments Group Instructions Guide
Answer 2 Questions 5 options
Need to be from different Knowledge Areas Areas are: Integration, Scope, Time, Cost Need to be from different Knowledge Areas Areas are: Risk, Quality, Procurement Any Areas are: Communication, Human Resource
Answer 2 Questions 5 options
Answer 1 Question 3 options
Notes. 1. Answers should be brief (preferably one page each) 2. Use of tables, bullet points or diagrams is encouraged 3. When we ask for a process, a table is a convenient way to show it. We strongly suggest you use the formats indicated. 4. Do not simply copy material in the workbooks elaborate and apply the techniques to demonstrate your understanding of the material covered. 5. Note to those students using the course case study You must tailor your answer so that it applies to the case study as you have studied it in the course. You may need to make assumptions due to lack of detail in the case document, but the solution you provide must fit the overall case study situation as it documented in the handout. 6. If you are using your own project and the process followed is very informal or non-existent, then indicate what is needed to fix it based on work covered in the course. 7. To obtain the Statement of Attainment you will need to demonstrate your understanding through both the multiple-choice questions and the exercises.
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Group 1 Topics
Answer TWO (2) questions on any two different Knowledge Areas in this Topic Group. Areas are: Integration, Scope, Time, Cost Knowledge Area: Integration Management
1.1 PROJECT CLOSURE Based on information provided in workbook for this topic, on results of meetings about the Kiosk Case Study project and outline what you think are the main issues and lessons learned that should be reported in the Post Project Review. Pick 4 or 5 specific issues. There may be several lessons learned from each issue. Project Issue Lessons Learned future improvement
Knowledge Area: Scope Management

1.2 SCOPE
Briefly describe five different techniques that you can use to either define or verify Scope, including when and why they are used. Use the following format. No. Technique When used Why used
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Group 1 Topics (continued)

Knowledge Area: Scope Management
1.3 CHANGE CONTROL
Describe the change control process used either on your project or case study project. Include the following: who approves the changes, how changes are tracked, what issues are evaluated in making the decision.
Is the process followed all the time or only partially? If the latter what do you suggest be done to improve this situation? Use the following format or a process flow diagram. No. Activity Who Output/comments
Knowledge Area: Time Management

1.4 PLAN & SCHEDULE
Outline your process used/to be used to developing and approving the schedule time/effort estimates for the case study or your own project. Use the following format. No. Activity Who Output / Comments
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Knowledge Area: Cost Management Question 1.5 Earned Value
The following schedule and cost information is provided for a project. Calculate the following Earned Value information at end of Quarter 2. Planned value (PV) = Actual Cost of Work Performed (AC) = Earned Value (EV) = CPI = SPI = Updated estimate to complete (EAC) =
Activity
Total Budget $k
Planned Actual cost Percentage Earned Value @ end @ end Qtr 2 complete at Value $ k Qtr 2 $ k $k end Qtr 2 75 25 150 150 300 150 850 25 25 120 50 15 Nil 30 25 115 60 25 Nil
Project Management Planning Specifications Design Build Implementation Totals
To help you calculate % complete at the end of Quarter 2 the following information is provided: Project Management is a time based activity or allocated positions therefore treat as complete Planning progress is assessed on completed document reviews - 7 complete out of 10 Specifications have met all milestones to date Design spent 100 days effort against an estimate of 80 days to date - but work to go is forecast to be as planned Build some planning and prototyping work started spent 28 days to date against planned 30 total forecast build duration is now 185 days (ie 28 days are spent + 157 to go) original total estimate was 200 days Implementation not due to be started yet YOU SHOULD HAVE COMPLETED 2 QUESTIONS FOR GROUP 1 TOPICS
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Group 2 Topics
Answer TWO (2) questions on any two different Knowledge Areas in this Topic Group. Areas are: Quality, Risk and Procurement Knowledge Area: Risk Management Question 2.1 Risk Management Process Outline the process used/to be used to identify, quantify, respond to and monitor Project risks. Use the following format Risk Management Process: No. Activity Who Output/comments
Knowledge Area: Risk Management Question 2.2 Risk Register For TWO of the risks in your Risk Register complete the table below. Risk identified & potential impacts on project Mitigation strategies Specific actions to be taken to implement strategies By whom By when
(Likelihood/Probability and impact ratings not required) How do you know if actions are being taken? Describe how the actions are monitored?
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Knowledge Area: Quality Management Question 2.3 Quality Controls by Phase: In the table below describe ONE quality control you will or have used for each phase.. Project: (State the project name or the case study project)
Phase
Overall project (Controls applying to all phases of the project)
Quality Control used or to be used
Planning phase
Specification phase
Design / Build / Development phase
Testing/Implementation phase
(If using the case study, identify the stream of the case you are using for planning, specification, deign build, test/implement activities)
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Knowledge Area: Quality Management Question 2.4 Quality Attributes Assume that your customer /client / user has indicated that they want the product from the project to be Useable or Maintainable describe two to three indicators that could be used to measure if this has been achieved at the end of the project. To make it understandable you will need provide a description of the product eg Kiosk, Computer System, Training Program, Building etc. Use the table shown below as a template. Pick an attribute, several measures (2 or 3), define what the selected attribute means in this specific case, complete the table with measures and indicators for the selected measures. Attribute: (List the attribute you have selected) Measures: (List the measures): Definition: (Describe the attribute in detail what does it mean in this specific case?)
Measure 1
Indicators
Measure 2
Indicators
Measure 3
Indicators
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Knowledge Area: Procurement Management Question 2.5 Supplier Management Techniques
What methods/techniques do you use (formal and informal) to monitor performance of your Suppliers against Plan or Contracts? Provide details of 3 methods/techniques used in this project and describe what each one seeks to achieve. Supplier Management Techniques:
Technique used
Objective what it seeks to achieve
YOU SHOULD HAVE COMPLETED ONLY 2 QUESTIONS FOR GROUP 2 TOPICS
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Group 3 Topics
Answer TWO (2) questions on any two different Knowledge Areas in this Topic Group. Areas are: Communications and Human Resource Management Knowledge Area: Communications Management Question 3.1 Status Report
Explain at a high level (table or flow diagram) the process for collecting data from the team(s) and other sources for creating the Project Status Report. Collection of data for Status Report
Information
Collection (what source, technique etc.)
What checks do you have to ensure the accuracy of the data?
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Group 3 Topics (Continued)

Knowledge Area: Human Resource Management Question 3.2 Team Management Team Building Plan
Develop a simple plan (list of activities / when / who) that the Project Director could use to build the team in the Kiosk case study project
No.
Activity
When
Who
Consider what of above activities the suppliers could be included in if none, then think about how the Project Director team can build a team attitude with some of their suppliers.
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Group 3 Topics (Continued)

Knowledge Area: Communications Management Question 3.3 Stakeholder Management Plan
In the following table indicate 3 stakeholders and the relevant information about them. Stakeholder Description Interest in Project Level of Influence Management Strategy to keep effectively involved
YOU SHOULD HAVE COMPLETED ONLY 1 QUESTION FOR GROUP 3 TOPICS (LAST DAY)
End of Assessment Questions
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Sample Multiple-choice Questions and Answers

These are provided to give you an example of what the questions will be like. These are not part of assessment
Only one answer is correct choose the one most suitable answer to each question
1. The most critical time for undertaking Risk Assessment is: a. After the schedule is completed b. When problems occur c. When Management request it d. During Planning phase
2. A Project Plan is another name for: a. GANTT chart b. A schedule c. A schedule and network diagram d. A document which describes how the project will be conducted to achieve it goals
3. Which of the following is not an example of a change of scope: a. A variation in Government Regulations b. Introducing new technology not previously available c. A decision to change estimating methods d. Failure to include a required feature in a Banking system
2005 Project Managers Network
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cce pm course introduction pack v3.doc
Project Management Introduction Pack
Assessment Checklist for end of the course (Day 3)
Step 1 2 3 4
Have You: Handed in multiple-choice questions from Day 1 and 2? Handed in multiple-choice questions from Day 3? Completed the information sheet on Page 18 if using own project for assessment? Answered 5 questions as follows: a. Group 1 two answers from two different topics? b. Group 2 two answers from two different topics? c. Group 3 only one answer from any topic?
Remember to collect suggested answers as you leave the course but dont share with others who may not have handed in their assessment
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