Topic Name Description
Page Course Syllabus
1.1: Introduction to Project Management Book What is Project Management?

This chapter places context around the practice of project management by defining projects and their characteristics, the process of project management, and the knowledge and skills needed to be a project manager.

Page How Are Projects Different from Ongoing Operations?

It's important to understand the difference between ongoing operations, or work that supports the day-to-day operations of the business, and project work. Be sure to pay close attention to key differences and note when a project moves into operational activities.

1.2: Strategic Vision Book The Role of Strategy in Management

This chapter focuses on how businesses use strategy to create a competitive advantage and value for the organization. Understanding how organizations can be strategic in their thinking helps ensure that organizations select the right projects to align with what is important.

Page Project Selection

This video will discuss four different methods for project selection, including expert/executive opinion, brainstorming, non-numeric methods, and numeric methods. Each method has its own place within the process of selecting projects.

Page Calculating Net Present Value

This video will demonstrate how to calculate Net Present Value, a method used for selecting projects. As it is important to be able to demonstrate monetary value and payback for projects, it's important to know how to calculate some of the financial measures that will help determine which projects will be more profitable or offer more value to the organization.

1.3: Project Management Terminology Book Framework for Project Management

This chapter describes the process of project management through the lens of the Project Management Institute (PMI)'s Body of Knowledge (PMBOK).

Page Project Management Frameworks

This video looks at various project management methods that are used within information technology projects. The methods of waterfall, lean, extreme programming, SCRUM, Kanban, and DevOps are discussed. If IT projects are important to you, you will want to pay attention to these methodologies.

Page Project Management FAQs

Review these key terms and concepts used in project management. Pay attention to the roles of the project manager, project sponsor, and the project lifecycle.

1.4: Project Success or Failure Page Reasons Projects Succeed or Fail

Corporations spend billions of dollars on projects, so their success is important. Projects fail for a variety of reasons. This quick article will demonstrate some of those reasons. Notice that communication plays an important part in each of these reasons.

Page Understanding the Project Management Triangle (or Triple Constraint)

This video describes how the triple constraint of scope, schedule, and budget can influence the success of a project.

Unit 1 Study Resources Page Unit 1 Review Video

Watch this as you work through the unit and prepare to take the final exam.

File Unit 1 Review Slides

You can also download the presentation slides so you can make notes.

URL Study Guide: Unit 1

We also recommend that you review this Study Guide before taking the Unit 1 Assessment.

2.1: Project Management Life Cycle Book The Project Life Cycle (Phases)

Projects are broken into phases. The Project Management Institute suggested that project initiation, planning, execution, monitoring and controlling, and closing are the formal phases for each project. This chapter provides an overview of the work performed in each phase of a project. 

Page Project Initiation, Scope, and Structure

Read this section and pay special attention to the phase in which various project documents are created.

2.2: Initiation Phase Book Initiation, Success, and the Project Charter

Read this text. Be sure to note the importance of defining what success for the project looks like, as this will help shape the development of the project plan. The project sponsor and stakeholders are important in this process. 

Book Components of a Project Charter

As you read this chapter, notice how the project charter defines the preliminary scope, schedule, and budget for the project, effectively paying out the project's anticipated "triple constraint".

Page Business Case

The business case provides the justification, or "why we are doing the project". Pay attention to how the justification seeks to provide a balance between the money spent versus the benefits achieved.

Page How to Illustrate Business Case Benefits

This article provides a quick tutorial on how to create a visual representation of the future benefits of a project. The purpose of visuals is to help turn hard numeric data into something easier to see.

2.3: Planning Phase Book Project Schedule Planning

The bulk of the work in the planning phase revolves around the project scope, schedule, and budget. As you read through this chapter, pay special attention to how the work of the project is defined, how project resources are identified, how deliverables are decomposed into tasks that are logically sequenced, and how the work breakdown structure helps a project manager stay on top of the work of the project.

2.4: Execution Work Management Phase Page Project Implementation Overview

Don't let the title of this chapter confuse you. The author uses project "implementation" to refer to the execution of the project plan (the actual work of the project to produce the project deliverables). Read the section on change control, as this is one important aspect of controlling the project scope, schedule, and budget.

2.5: Monitoring and Controlling Work Phase Page Project Monitoring and Control

This video describes the various activities that occur in the Monitoring and Controlling phase of a project. The activities of monitoring and controlling occur simultaneously with project execution. Notice that there is an emphasis on controlling the scope of work, as the scope can easily become distorted during project execution. In addition to controlling the project's scope, project status reporting, including analysis of variance and trends, occurs.

2.6: Closing and Implementing Phase Page Project Closing

This video discusses the activities that take place during project closure. These activities include transitioning from project to operations, when appropriate, closing project procurement contracts, capturing lessons learned, and releasing employees from the project.

Unit 2 Study Resources Page Unit 2 Review Video

Watch this as you work through the unit and prepare to take the final exam.

File Unit 2 Review Slides

You can also download the presentation slides so you can make notes.

URL Study Guide: Unit 2

We also recommend that you review this Study Guide before taking the Unit 2 Assessment.

3.1: Business Case Book Project Initiation

This chapter focuses on issues surrounding the initiation of projects and introduces some important terminology. You will find several sources for how projects are prioritized and how objectives are defined.

Book Identify the Need for a Business Case

The business case documents the need for the project. In this chapter, pay attention to how the business case uses numbers or statistics to make a case for the project.

3.2: The Project Charter Book Developing the Project Charter and Baseline Project Plan

Pay attention to the components that make up the project charter. MOV stands for Measurable Organizational Value and is a key component in developing the business case.

Book Project Charter Components

Pay attention to the components that make up the charter, including the preliminary scope statement, assumptions and constraints, scope boundaries, milestones, and the preliminary budget and schedule. This information is approved by the project sponsor and then used to help further define the project during the planning phase.

3.3: Stakeholder Identification and Prioritization Book Stakeholder Management

This chapter describes the importance of managing project stakeholders. Consider the techniques used to identify the various categories of stakeholders and the unique challenges of these various categories. This chapter also discusses the politics of projects.

Book Engaging Stakeholders Early

This research article addresses the reasons why you want to engage key stakeholders early in the project, as early as project initiation.

Unit 3 Study Resources Page Unit 3 Review Video

Watch this as you work through the unit and prepare to take the final exam.

File Unit 3 Review Slides

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URL Study Guide: Unit 3

We also recommend that you review this Study Guide before taking the Unit 3 Assessment.

4.1: Defining Project Scope Page Overview of Project Planning

This chapter provides an overview of the tasks performed throughout the project planning phase. How would you use measurable objectives and the SMART acronym?

Book Scope Planning

The scope of work defines exactly what will be done as a result of the project work. It's important to know exactly what is to be done to avoid wasting both time and money on tasks and activities that are not necessary to accomplish the project goals. That's why scope planning is so important. This chapter will address how to define the scope of work based on the requirements of the end result and the deliverables of the project.

Book Project Scope and Context

As you read, consider the importance of a clear scope statement in avoiding scope creep throughout the project.

Page Scope Creep

This quick definition of scope creep provides some reasons for the phenomenon.

4.2: Plan the Schedule Book Project Scheduling

This chapter discusses making the transition from project planning to project scheduling by introducing two techniques, push scheduling, also known as the CPM method, and pull scheduling, also known as agile scheduling. Both have distinct advantages and disadvantages.

Page Project Schedule Management

In this video, pay special attention to techniques for defining activities and relationships, techniques for estimating activity duration, and methods in which activities are sequenced.

4.3: Controlling the Project Schedule Page The Critical Path Method

This video demonstrates the Critical Path Method (CPM).

4.4: The Work Breakdown Structure (WBS) Page Scope Management

This article discusses the processes of scope management. Pay attention to the processes of scope definition, creating the work breakdown structure, and defining activities.

Page Key Components of Project Management
This article identifies several key components of project management, many of them related directly to managing and controlling the scope of work.
4.5: Resource Planning Book Resource Planning

In project management terms, resources are anything used to complete the work of the project. We often think of resources as human resources, but project resources can include raw materials, equipment, facilities, or even travel. This chapter will look at how to define and estimate the cost of resources for a project with an emphasis on human resources. Pay attention to the techniques for managing resources and resource leveling techniques.

Page Constrained Resource

A project manager needs to find the right resources for the job, whether human resources or materials/supplies. From time to time, resources may be constrained or have limited availability. This chapter discusses the challenges of constrained resources.

Page Responsibility Assignment Matrix
This article discusses how a responsibility assignment matrix can provide a visual view of how WBS tasks are assigned to individuals/teams within the project.
Page Elements of Time Management

This article discusses project time management by first identifying how the WBS can be used to define the work to be completed. The overallocation of resources is common in project management. Pay special attention to resource allocation and the use of resource calendars.

4.6: Budget Estimation Book Budget Planning

This chapter examines a wide variety of budget estimating techniques used in project management.

Page Bottom-Up Estimation

This video reviews the process of bottom-up estimation to determine how long activities will take to complete.

Page Top-Down Estimation

This video reviews the process of top-down estimation to determine how long activities will take to complete.

4.7: Risk Identification Book Managing Project Risks

This chapter gives an overview of risk management, including identifying risks, understanding their nature and perception, and techniques for managing risks.

Page Risk Identification

This article gives an overview of the risk identification process. Review the techniques for identifying risks and the importance of maintaining a risk register.

Page Risk Register

The risk register is a unique document used to identify and track risks. A risk register helps identify the probability of a risk occurring, the effect on the project should the risk be realized, and the potential responses. It also identifies the person responsible for managing the risk and taking action.

4.8: Risk Response Planning Page Risk Reporting and Mitigation

Read this section. Pay attention to risk reporting and mitigation.

Page Project Risk Identification

This video focuses on techniques for identifying risks within the project context.

Page Quantitative Risk Management

This article describes the analysis of risks through quantitative measures and defines several risk management terms.

Book Risk Management Planning
Read this chapter to learn about the risk evaluation process, risk mitigation and contingency planning, and the unique risks that can occur at each phase of a project.
4.9: Quality Management Page Definition of Quality Management In Business

This article contains several terms and definitions for quality management.

Book Quality Management Processes

This article gives an overview of the project quality process.

Page Project Quality Management

This video reviews the quality management processes within the project.

4.10: Procurement Management Page Resource Management

This article sets the framework for procurement management by addressing the importance of understanding the resources needed for your project. One important way that resources are defined is through the make-buy decision.

Book Project Procurement and Closure

This chapter reviews the procurement process, from determining the need for the procurement to closing out the procurement contracts.

Unit 4 Study Resources Page Unit 4 Review Video

Watch this as you work through the unit and prepare to take the final exam.

File Unit 4 Review Slides

You can also download the presentation slides so you can make notes.

URL Study Guide: Unit 4

We also recommend that you review this Study Guide before taking the Unit 4 Assessment.

5.1: Change Management Book Starting a Project
As you read this chapter, pay attention to the discussion of documenting changes.
Book Understanding and Meeting Client Expectations

This chapter discusses why you should understand client expectations so that, as a project manager, you can meet those expectations. It also presents techniques for assuring that the client's expectations stay grounded in the scope and includes a discussion about project changes.

5.2: Managing Stakeholders Book Stakeholder Relationships and Expectations
As you read this chapter, study the relationship-building techniques that relate to stakeholder expectations.
Page Managing Stakeholders

As you read this chapter, consider stakeholder engagement and how you might use an interest/influence chart.

5.3: Team Development Book Five Models for Understanding Team Dynamics

This chapter introduces five different models of team dynamics, including the popular Tuckerman Team Model, which describes the stages a team typically experiences while working together. The DISC personality model can help identify differences in the individuals that work within the teams, while the GRIP Model suggests that four interrelated components make up a team. The Thomas-Kilmann Conflict Mode Model can help manage team conflict, and the Lencioni Model discusses the five dysfunctions of a team.

5.4 Team Management Book Troubleshooting Miscommunication

This chapter focuses on dealing with the consequences of miscommunication. Topics include dealing with conflict, rebuilding damaged relationships, recovering lost productivity, and identifying missed opportunities.

Book What Is Leadership?

This chapter section discusses leadership and how it is different from management. Pay attention to the characteristics that define leadership and management.

Page Interpersonal Skills

This chapter addresses how to build interpersonal skills. Focus on the section on building teams.

Book Multicultural Teams

As more and more project teams face global configurations, this chapter discusses techniques for working with multicultural teams.

Book Building Successful Teams

This chapter focuses on techniques for building successful teams. Setting goals, providing feedback, and holding accountability are three of the techniques discussed.

Book Conflict Resolution Strategies

This chapter discusses the basics of conflict and how to resolve most conflict when it occurs.

5.5: Risk Monitoring Page Manage Risk

This article examines the risk management process. Focus on the sections that discuss risk prevention and contingency planning.

5.6: Risk Reporting Page Risk Monitoring and Control

This article defines several terms related to risk monitoring and controlling. Consider how a risk register, change requests, and performance reports help the project manager stay on top of project risks.

5.7: Procurement Monitoring Book Contract Management

When procuring goods or services for a project, contracts are important. They assure that there is a common understanding of the requirements to be delivered as well as how and how much the vendor will be paid. Contracts are legally binding agreements between the buyer and seller.

Page Contract Administration Process

This article defines several key concepts involved in contract management.

Page Select Seller Process

This article describes the process of evaluating vendor proposals and selecting the best proposal for the project.

5.8: Quality Control Page Basic Tools in Quality Control

This video demonstrates some of the basic tools used in project quality management.

Unit 5 Study Resources Page Unit 5 Review Video

Watch this as you work through the unit and prepare to take the final exam.

File Unit 5 Review Slides

You can also download the presentation slides so you can make notes.

URL Study Guide: Unit 5

We also recommend that you review this Study Guide before taking the Unit 5 Assessment.

6.1: Resource Control Book Allocating and Managing Constrained Resources

This chapter provides a variety of techniques for monitoring the resources used within your project. The emphasis is on human resources, but the principles can be applied to any project resource.

Book Managing the Schedule

This chapter discusses a variety of tasks and techniques that the project manager must use when managing the project schedule. Tracking and reporting the project, as well as resource leveling, are discussed.

6.2: Cost Controls Page Earned Value Management

This article defines terms related to earned value management.

Page EVM Cost Management

This video gives an overview of earned value management, defines the terms used, and demonstrates how EVM can be used to determine if a project is performing on schedule or on budget.

6.3: Performance Measurement Book Project Monitoring, Analytics, and Control

This chapter provides a detailed overview of the processes involved in monitoring and reporting project performance.

Page Calculating and Understanding Cost Variance

This video demonstrates how to calculate cost variance, one component of earned value.

Page Calculating and Understanding Schedule Variance

This quick video focuses on understanding and calculating schedule variance in projects. Remember that schedule variance is one of the components of earned value.

6.4: Planning and Managing Communications Book Communication Planning

This chapter addresses various methods of communicating with a project team and stakeholders.

Page Project Communications Planning

This video examines project communications from a planning perspective to ensure your stakeholders are informed.

6.5: Monitoring Communications Page Project Communications in Action

This video demonstrates how effective project communications can manage stakeholder expectations. You will notice that this area overlaps with project status reporting and stakeholder management. Pay attention to what it means to communicate effectively.

Book Strategies for Effective Communication

This chapter examines communication in general and demonstrates various considerations for effective communication in a variety of situations.

6.6: The Project Manager Page Effective Status Reporting Practices

This article discusses six ways a project manager can provide value through project status reports.

6.7: Managing Projects with Software Book Project Scheduling Software

This chapter discusses the basic features, functions, and benefits of using software for managing project schedules.

Page Reports for Tasks and Resources in Microsoft Project

This video demonstrates a few of the reports available in Microsoft Project, one of the project management software tools available for use by project managers. Reports featured include cost overview and project overview.

Page Earned Value Analysis Using Microsoft Project

This video demonstrates how to use Microsoft Project to capture two important variables in earned value: Cost variance and Schedule variance.

Unit 6 Study Resources Page Unit 6 Review Video

Watch this as you work through the unit and prepare to take the final exam.

File Unit 6 Review Slides

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URL Study Guide: Unit 6

We also recommend that you review this Study Guide before taking the Unit 6 Assessment.

7.1: Project Close-Out Book Project Closure and Auditing

These sections focus on the tasks needed to close a project once the deliverables are complete.

Book Project Completion

This chapter focuses on the key activities that take place during the project closure phase. Pay attention to contract closeout, final payments, releasing the team, and post-project evaluations. These help ensure that the project met the goals and objectives of the stakeholders.

7.2: Closing Project Procurements Page Contract Closure Process

This article defines terms and processes for closing out procurement contracts.

7.3: Project Closure and the Project Team Page Project Closing

Formal and proper project closure is often a phase that is missed by organizations. This video provides a discussion of the importance of this phase, as well as how to implement the project or transition to ongoing business operations, obtain approvals from stakeholders, capture and disseminate lessons learned, and archive all project documents.

Unit 7 Study Resources Page Unit 7 Review Video

Watch this as you work through the unit and prepare to take the final exam.

File Unit 7 Review Slides

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URL Study Guide: Unit 7

We also recommend that you review this Study Guide before taking the Unit 7 Assessment.

Study Guide Book BUS605 Study Guide


Final Exam Preparation Page Case Study 1 Review Video

Watch this as you prepare to take the final exam.

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Page Case Study 2 Review Video

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Course Feedback Survey URL Course Feedback Survey