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GS 29072013 - Project Management Fundamentals


Duration: 20 days




Delivery Method:

Software Assurance Value:

Microsoft CPE:

Course Information

Course Description

There are a number of software life-cycle models in use such as the waterfall model.
Muench, et al. describe a spiral model for software development with four cycles and
four quadrants, as illustrated in figure given below:
‰ Proof-of-concept cycle—capture business requirements, define goals for proof of
concept, produce conceptual system design and logic design, and construct the
proof of concept, produce acceptance test plans, conduct risk analysis, and make
‰ First-build cycle—derive system requirements, define goals for first build, produce
logical system design, design and construct the first build, produce system test
plans, evaluate the first build, and make recommendations.
‰ Second-build cycle—derive subsystem requirements, define goals for second
build, produce physical design, construct the second build, produce subsystem
test plans, evaluate the second build, and make recommendations.
‰ Final cycle—complete unit requirements and final design, construct final build,
and perform unit, subsystem, system, and acceptance tests.​

Course Objectives

Project Integration Management describes the processes required to ensure that the
various elements of the project are properly coordinated. It consists of project plan
development, project plan execution, and integrated change control.
Project Scope Management describes the processes required to ensure that the
project includes all the work required, and only the work required, to complete the
project successfully. It consists of initiation, scope planning, scope definition, scope
verification, and scope change control.
Project Time Management describes the processes required to ensure timely
completion of the project. It consists of activity definition, activity sequencing, activity
duration estimating, schedule development, and schedule control.
Project Cost Management describes the processes required to ensure that the project
is completed within the approved budget. It consists of resource planning, cost
estimating, cost budgeting, and cost control.
Project Quality Management describes the processes required to ensure that the
project will satisfy the needs for which it was undertaken. It consists of quality planning,
quality assurance, and quality control.
Project Human Resource Management describes the processes required to make the
most effective use of the people involved with the project. It consists of organizational
planning, staff acquisition, and team development.
Project Communications Management describes the processes required to ensure
timely and appropriate generation, collection, dissemination, storage, and ultimate
disposition of project information. It consists of communications planning, information
distribution, performance reporting, and administrative closure.
Project Risk Management describes the processes concerned with identifying,
analyzing, and responding to project risk. It consists of risk management planning, risk
identification, qualitative risk analysis, quantitative risk analysis, risk response planning,
and risk monitoring and control.
Project Procurement Management describes the processes required to acquire goods
and services from outside the performing organization. It consists of procurement
planning, solicitation planning, solicitation, source selection, contract administration, and
contract closeout.
Relationship To Other Management Disciplines
General management encompasses planning, organizing, staffing, executing, and
controlling the operations of an ongoing enterprise. General management also includes
supporting disciplines such as law, strategic planning, logistics, and human resources
management. The current discussion of project management (Figure given below)
overlaps and in certain cases even modifies the general management principles in many
areas such as organizational behavior, financial forecasting, and planning techniques, to
name just a few. ​

Course Audience

Project management is the application of knowledge, skills, tools, and techniques to
project activities to meet project requirements. Project management is accomplished
through the use of the following 5 processes:
‰ Initiation
‰ Planning
‰ Execution
‰ Controlling and
‰ Closure
The project team manages the various activities of the project, and the activities
typically involve:
‰ Competing demands for: scope, time, cost, risk, and quality.
‰ Managing expectations of stakeholders.
‰ Identifying requirements.
It is important to note that many of the processes within project management are
iterative in nature. This is partly due to the existence of and the necessity for progressive elaboration1
 in a project throughout the project life cycle; i.e., the more you
know about your project, the better you are able to manage it.
The term “project management” is sometimes used to describe an organizational
approach to the management of ongoing operations. This approach treats many aspects
of ongoing operations as projects to apply project management techniques to them. A
detailed discussion of the approach itself is outside the scope of this document.
Project Management Knowledge Areas
The Project Management Knowledge Areas describes project management knowledge
and practice in terms of the various component processes. These processes have been
organized into nine knowledge areas​

Course Outline

Project Phases
Each project phase is marked by completion of one or more deliverables. A deliverable is
a tangible, verifiable work product such as a feasibility study, a detail design, or a
working prototype. The deliverables, and hence the phases, are part of a generally
sequential logic designed to ensure proper definition of the product of the project.
The conclusion of a project phase is generally marked by a review of both key
deliverables and project performance to date, to a) determine if the project should
continue into its next phase and b) detect and correct errors cost effectively. These
phase-end reviews are often called phase exits, stage gates, or kill points.
Each project phase normally includes a set of defined deliverables designed to establish
the desired level of management control. The majority of these items are related to the
primary phase deliverable, and the phases typically take their names from these items:
requirements, design, build, test, startup, turnover, and others, as appropriate.
Project Life Cycle
The project life cycle serves to define the beginning and the end of a project. For
example, when an organization identifies an opportunity to which it would like to
respond, it will often authorize a needs assessment and/or a feasibility study to decide if
it should undertake the project. The project life-cycle definition will determine whether
the feasibility study is treated as the first project phase or as a separate, standalone
The project life-cycle definition will also determine which transitional actions at the
beginning and the end of the project are included and which are not. In this manner, the
project life-cycle definition can be used to link the project to the ongoing operations of
the performing organization. ​

Course Prerequisites

Certain types of endeavors are closely related to projects. There is often a hierarchy of
strategic plan, program, project, and subproject, in which a program consisting of
several associated projects will contribute to the achievement of the overall strategic
plan. These related undertakings are described below.
Programs: A program is a group of projects managed in a coordinated way to obtain
benefits not available from managing them individually. Many programs also include
elements of ongoing operations. For example:
‰ The “XYZ airplane program” includes either the project or projects to design and
develop the aircraft, as well as the ongoing manufacturing and support of that
craft in the field.
‰ Many electronics firms have program managers who are responsible for both
individual product releases (projects) and the coordination of multiple releases
over time (an ongoing operation).
Programs may also involve a series of repetitive or cyclical undertakings for example:
‰ Utilities often speak of an annual “construction program,” a regular, ongoing
operation that involves many projects.
‰ Many nonprofit organizations have a “fundraising program,” an ongoing effort to
obtain financial support that often involves a series of discrete projects, such as a
membership drive or an auction.
‰ Publishing a newspaper or magazine is also a program—the periodical itself is an
ongoing effort, but each individual issue is a project.
In some application areas, program management and project management are
treated as synonyms; in others, project management is a subset of program
management. This diversity of meaning makes it imperative that any discussion of program management versus project management must be preceded by
agreement on a clear and consistent definition of each term.
Subprojects: Projects are frequently divided into more manageable components or
subprojects. Subprojects are often contracted to an external enterprise or to another
functional unit in the performing organization. Examples include:
‰ Subprojects based on the project process, such as a single phase.
‰ Subprojects, according to human resource skill requirements, such as the
installation of plumbing or electrical fixtures on a construction project.
‰ Subprojects involving technology, such as automated testing of computer
programs on a software development project. Subprojects are typically referred
to as projects and managed as such.
Project Portfolio Management: Project portfolio management refers to the
selection and support of projects or program investments. The organization’s
strategic plan and available resources guide these investments in projects and
programs. ​

Course Schedule
This course is not scheduled yet.