SUBJECT OUTLINE

Subject Name: Project Management

Subject Code Number: ….

Credits, 15 learning hours: 150 and contact hours: 50

Pre-requisites -

Co-requisites -

LEARNING OUTCOMES:

1 Understand the common issues that arise in projects;

2 Understand the common issues that arise in projects;
3 Practice project management tools and techniques;
4 Understand how to avoid some of the common problems that arise in project management;
5 Practice project management decisions

SPECIFIC LEARNING OUTCOMES:

1
CURRICULAR CONTENT

TUTORIAL
LECTURE
TOTAL
DAY TOPIC

Projects in o Introduction to Project Management

Contemporary o Scale of Projects
Organizations o Main Goals of Project Management
o The Project Manager
An Introduction o Recent Changes in Managing Organizations
o Major Characteristics of a Project
o Why Project Management?
o Negative Side to Project Management
2
1 o The Project Life Cycle 1
o Time Distribution of Project Effort
o Risks in Project Life Cycle

References:

Reading 1: Chapter 1 (pp 1 - 23): Jack R Meredith, S. J.

(2012). Project Management, A Managerial Approach.
USA: John Wiley & Sons, Inc.

Strategic o Problems With Multiple Projects

Management o Project Management Maturity
and Project o Project Selection and Criteria of Choice
Selection o Types of Models and Criteria For Project
Selection Models
o Nonnumeric Models
o Numeric Models: Profit/Profitability Models,
Payback Period, Discounted Cash Flow, NPV
Formula
o Advantages and disadvantages of Profitability 3 2
2 Models
o Scoring Models - Unweighted Factor Model
o Analysis Under Uncertainty—The Management
of Risk
o Project Portfolio Process (PPP)
o Project Proposal Contents

References:

Reading 2: Chapter 2 (pp 41 - 76): Jack R Meredith, S.

J. (2012). Project Management, A Managerial

2
 Approach. USA: John Wiley & Sons, Inc.

The Project o The Functional Manager vs. The Project

Manager Manager
o Organizations and Functional Manager
o Project Management and the PM
o Responsibilities of the PM
o Career Paths
o Competencies of the PM
3 2 2
o Selecting the Project Manager
o PM Selection “Criteria”

References:

Reading 3: Chapter 3 (pp 101 - 122): Jack R Meredith,

S. J. (2012). Project Management, A Managerial
Approach. USA: John Wiley & Sons, Inc.

UNIT TEST 0NE

Negotiation and o The Nature and Principles of Negotiation

the Management o Conflict and the Project Life Cycle
of Conflict o Project Life Cycle
o Sources of Conflict
o Project Formation
o Handling Project Formation Conflict
o Project Buildup 2 2
4
o Main Program
o Project Phase-Out

Reading 4: Chapter 4 (pp 145 - 165): Jack R Meredith,

S. J. (2012). Project Management, A Managerial
Approach. USA: John Wiley & Sons, Inc.

The Project in o Projects in a Functional Organization

the o Project In a Projected Organization
Organizational o Projects in a Matrixed Organization
Structure o Virtual Projects
o Projects in Composite Organizational Systems
o Selecting a Project Form 2 2
5 o The Project Management Office
o Purposes of the Project Management Office
o Forms of Project Management Office
o Tasks of the Project Management Office
o The Project Team
o Human Factors and the Project Team

3
 Reading 5: Chapter 5 (pp 175 - 206): Jack R Meredith,
S. J. (2012). Project Management, A Managerial
Approach. USA: John Wiley & Sons, Inc.

Project Activity o Initial Project Coordination and the Project

and Risk Charter
Planning o Outside Clients
o Project Charter Elements
o Integration Processes
o Project Charter
o Starting the Project Plan: The WBS
o Hierarchical Planning
o A Form to Assist Hierarchical Planning
o Career Day
o The Work Breakdown Structure (WBS)
o A Visual WBS 4 3
6 o Steps to Create a WBS
o Human Resources
o The Responsibility (RACI) Matrix
o Interface Coordination Through Integration
Management
o Managing Projects by Phases and Phase-Gates
o Risk Management
o Parts to Risk Management

Reading 6: Chapter 6 (pp 219 - 260): Jack R Meredith,

S. J. (2012). Project Management, A Managerial
Approach. USA: John Wiley & Sons, Inc.

UNIT TEST 2

Budgeting: o Estimating Project Budgets

Estimating Costs o Rules of Thumb
and Risks o Estimating Budgets is Difficult
o Types of Budgeting
o Top-Down Budgeting
o Advantages
o Disadvantages
4 3
7 o Bottom-Up Budgeting
o Advantages
o Disadvantages
o Work Element Costing
o An Iterative Budgeting Process–Negotiation-in-
Action
o Learning Curves
o Learning Curve Calculations
4
 o Making Better Estimates
o Risk Estimation
o Applying Risk Analysis

Reading 7: Chapter 7 (pp 285 - 318): Jack R

Meredith, S. J. (2012). Project Management, A
Managerial Approach. USA: John Wiley & Sons, Inc.

Scheduling o Scheduling
o Gantt Charts
o Simple Schedule – Gantt Chart
o Network Techniques: PERT and CPM
o New Names for PERT and CPM
o Scheduling Terminology
o Drawing Networks 5 2
8 o Sample Input Information to a CPM Problem
(Action Plan)
o A Sample Network (AON)

Reading 8: Chapter 8 (pp 335 - 348): Jack R Meredith,

S. J. (2012). Project Management, A Managerial
Approach. USA: John Wiley & Sons, Inc.

Resource o Resource Allocation

Allocation o Critical path method
o Fast-tracking/Concurrency
o The Resource Allocation Problem
o Resource Loading
o Resource Leveling 2 1
9 o Constrained Resource Scheduling
o Examples of Simple Heuristics

Reading 9: Chapter 9 (pp 285 - 409): Jack R

Meredith, S. J. (2012). Project Management, A
Managerial Approach. USA: John Wiley & Sons, Inc

UNIT TEST 3

Monitoring and o Monitoring and Information Systems

Information o The Planning - Monitoring - Controlling Cycle
Systems o Setting up a Monitoring System
o Using a Monitoring System
o Designing the Monitoring System 1 1
10
Reading 10: Chapter 10 (pp 437 - 450): Jack R
Meredith, S. J. (2012). Project Management, A
Managerial Approach. USA: John Wiley & Sons, Inc

5
 Project Control o Project Control
o Project Control Defined
o Two Fundamental Purposes
o Three Types of Control Processes
o Some Desirable Control System Features
1 1
11
Reading 11: Chapter 11 (pp 475 - 493): Jack R
Meredith, S. J. (2012). Project Management, A
Managerial Approach. USA: John Wiley & Sons, Inc

Project Auditing o The Project Audit

o What is a Project Audit, & Why Is It Done?
o Some Specific Benefits of a Well-Done Project
Audit
o Judging a Project’s Success
o The Difference Between Project Success &
Failure
o Determining What the Project Objectives
Really Are
o Costs of Project Audits 1 1
12 o Timing of the Audit
o Contents of a Project Audit
o The Audit/Evaluation Team
o A Format for a Project Audit
o The Project Audit Life-Cycle
o Responsibilities of a Project Auditor

Reading 11: Chapter 11 (pp 521 - 569): Jack R

Meredith, S. J. (2012). Project Management, A
Managerial Approach. USA: John Wiley & Sons, Inc

50

1.1.1 Assessment Summary:

o Quiz I 10%
o Project 20%
o Class Work 10%
o Final Examination 60%
1.1.2 List of Reference:
Jack R Meredith, S. J. (2012). Project Management, A Managerial Approach. USA: John Wiley &
Sons, Inc.