Course syllabus: Project Management Fundamentals

Introduction
Welcome to the Project Management Fundamentals course, where you can learn how to develop your project management skills. The course provides a
comprehensive overview of essential concepts and skills for both beginners and experienced professionals seeking to enhance their skills in project management.

About the course

The Project Management Fundamentals course provides a comprehensive overview of the essential concepts and skills behind Project Management and guides you
through the role of a project manager.

This course is designed and built by subject matter and industry experts in the field. Every course has been created to equip you with theoretical and practical
knowledge and real-life problem-solving skills to be successful in an entry-level job.

In designing the Project Manager program, we conducted thorough research into the role's demands. By analyzing job listings and collaborating with professionals in
the field, we tailored a curriculum to match the skills required in modern project management. You can be confident that our program provides you with the practical
skills and knowledge demanded by employers, preparing you effectively for your future career as a project manager.

By successfully completing the courses in this learning program, you will earn a Coursera certificate. This certificate helps you get job-ready and prepares you to
pursue a career in this role.

After completing this course, you’ll be able to:

• Describe the basic concepts and principles of project management

• Identify and analyze the different development approaches taken towards project delivery.
• Discuss the value and benefits that a PMO can bring to an organization

Prerequisites
Whether you’re new to project management or hoping to enter into this field, this learning journey may be just what you need to achieve your goals. Previous
experience in project management or related areas is not necessary to pursue this certification. All you need is familiarity in using computers.
Familiarity with Microsoft apps is not a requirement but would be beneficial.

Let’s take a moment to outline what you’ll cover as you progress through this course.

Week 1: Introduction to project management and the PMP

After a brief welcome to the course, you’ll review the pivotal role of a project manager, delving into the responsibilities and skills required to navigate the
complexities of project delivery. You’ll then review the foundational principles that guide project management practices, providing you with a solid understanding of
the core concepts that drive successful project outcomes.

After completing this week's items, you'll be able to:

• Describe basic concepts and principles of project management.

• Discuss the role of a PMP project manager within an organization.

Week 2: Project management process groups

In week two, you will develop the skills to Identify and describe the five project management process groups. You will learn how the 49 processes integrate with
process groups and be introduced to the concept of planning, executing and analyzing project delivery.

After completing this week's items, you'll be able to:

• Identify basic concepts and principles of project management process groups.

• Identify and analyze inputs, tools and techniques and outputs.

Week 3: The project management office

As you work your way through this module, you’ll focus on the different stakeholders involved in a project and learn how to identify their interests, expectations and
influence the project.

After completing this week's items, you'll be able to:

• Describe basic concepts and principles of PMOs and how they deliver benefits.
 • Identify and analyze the role and responsibilities of the project sponsor.

Week 4: Final project and course assessment: Project Management Fundamentals

In the final week, it's your chance to use all your new skills! To summarize your learning in this course, you’ll recap what you’ve learned. Following this revision,
you’ll have time to reflect on the key learning points of the course as you answer questions in the course assessment and interact with the final hands-on project
management project.

After completing this week's items, you'll be able to:

• Synthesize the skills from this course by completing a graded assessment

• Reflect on this course's content and on the learning path that lies ahead.

Conclusion
The project management fundamentals course offers a comprehensive exploration of essential project management concepts and skills suitable for individuals at all
levels of expertise. By completing this course, you'll be equipped to describe project management principles, analyze development approaches, and recognize the
value of a project management office (PMO) in organizational success.

This course will take you one step closer to your career and educational goals. It provides a comprehensive overview of essential concepts and skills for both
beginners and experienced professionals seeking to enhance their skills in project management.

How to be successful in this course

Introduction
Taking an online course can be a substantial commitment. What’s the best way to learn at your own pace and successfully achieve your goals? Here are some general
tips that can help you stay focused and succeed.
1: Set daily study goals
Ask yourself what you hope to accomplish in your course each day. Setting a clear goal can help you stay motivated and prevent procrastination. The goal should be
specific and easy to measure, such as “I’ll watch all the videos in week two and complete the first assignment.” Don’t forget to reward yourself when you make
progress toward your goal!

2: Create a dedicated study space

It’s easier to recall information if you’re in the same place where you first learned it, so having your own dedicated space to take online courses can make your
learning more effective. Remove any distractions from the space and, if possible, make it separate from your sleeping or leisure areas. A clear distinction between
where you study and where you take breaks can help you to both focus and relax.

3: Schedule study time on your calendar

Open your calendar and select the dates, times, and durations that you can realistically dedicate to watching videos, reading content, and completing practical
assignments. This helps ensure that your courses don’t become the last thing on your to-do list.

Tip: You can add deadlines for a Coursera course to your Google Calendar, Apple Calendar, or another calendar app.

4: Keep yourself accountable

Tell your friends about the courses you’re taking, post achievements to your social media accounts, or blog about your practical assignments. Having a community
and support network of friends and family to encourage you makes all the difference!

5: Take notes
Taking notes can promote active thinking, boost comprehension, and extend your attention span. Use notes to internalize knowledge. Grab your favorite notebook or
find a digital app that works best for you and start recording key points and core concepts.

Tip: While watching a lecture on Coursera, you can select Save Note, below the video, to save a screenshot to your course notes and add your own comments.

6: Join discussions
Course discussion forums are a great place to ask questions about assignments, discuss topics, share resources, and make friends. Our research shows that learners
who actively participate in discussion forums are more likely to complete a course. To get started, make a post today or contribute to a post today!

7: Do one thing at a time

Learning researchers have demonstrated that multitasking is less productive than focusing on a single task at a time. Stay focused on one thing at a time. You’ll
absorb more information and complete assignments with greater productivity and ease than if you were trying to do many things at once.
8: Take breaks
Resting your brain after learning is critical to high performance. If you find yourself working on a challenging problem without much progress for an hour, take a
break. Walking outside, taking a shower, or talking with a friend are different break types that can re-energize you and even give you new ideas on how to tackle a
project.

9: Further preparation for your learning journey

While working toward an exam or toward your other learning goals, we encourage you to:

• Begin by reviewing the exam guidelines and skills measured.

• Work through each lesson in the learning pathway. Try not to skip any activities or lessons unless you are certain that you already know this information well
enough to move ahead.
• Take the opportunity to go back and watch a video or read the further information provided before moving on.
• Complete all the quizzes, exam practice questions, and exercises.
• Read the feedback carefully when answering quizzes or practice exams as this will help you to reinforce what you are learning.
• Make use of the practical learning environment provided by the step-by-step practical exercises. Your learning is reinforced through the application of skills.

Conclusion
Everyone has their own way of learning. Remember any of our tips that connect with your way of learning and use them to help achieve your study goals.

Best of luck on your learning journey!

Generative AI Terminology
Introduction
Generative AI is a dynamic and rapidly evolving field within artificial intelligence. It focuses on developing algorithms that can generate novel content, such as text,
images, audio, or video, from existing data. Understanding the terminology in this domain clarifies how these technologies function and sheds light on their
implications for various industries. In this reading, you will explore an extensive glossary of terms pertinent to generative AI, examining foundational concepts,
advanced techniques, and their practical applications.
Artificial intelligence
Artificial intelligence (AI) is the field of computing focused on creating systems capable of performing tasks that would typically require human intelligence. These
tasks include reasoning, learning, problem-solving, perception, language understanding, and even the ability to move and manipulate objects. AI technologies
leverage algorithms and dynamic computing environments to enable machines to solve complex problems, adapt to new situations, and learn from past experiences.
Central to AI is machine learning (ML), where algorithms detect patterns and infer probabilities from data, allowing the machine to improve its performance over
time. AI systems can range from simple, rule-based algorithms to complex neural networks modeled on the human brain.

Machine learning
Machine learning (ML) is a critical domain within artificial intelligence that emphasizes the development of algorithms and statistical models that enable computers
to perform specific tasks without explicit instructions. Instead, these systems learn and make predictions or decisions based on data. Here's a more technical
breakdown:

1. Types of learning:
• Supervised learning: Algorithms learn from labeled training data, aiming to predict outcomes for new inputs.
• Unsupervised learning: Algorithms identify patterns in data without needing labeled responses, often used for clustering and association.
• Reinforcement learning: Models learn to make sequences of decisions by receiving feedback on the actions' effectiveness.
2. Algorithms and techniques:
• Common algorithms include linear regression, decision trees, and neural networks.
• Advanced techniques involve deep learning, which uses layered neural networks to analyze various levels of data features.
3. Data handling and processing:
• Effective machine learning requires robust data preprocessing, including normalization, handling missing values, and feature selection to improve
model accuracy.
4. Performance evaluation:
• ML models are evaluated based on metrics such as accuracy, precision, recall, and the area under the receiver operating characteristic (ROC) curve,
ensuring that they perform well on unseen data.
5. Application areas:
• ML is applied in various fields such as finance for algorithmic trading, healthcare for predictive diagnostics, and autonomous vehicles for navigation
systems.

Deep learning
Deep learning (DL) is an advanced branch of ML that uses artificial neural networks with multiple layers, known as deep neural networks. These networks are
capable of learning from large amounts of unstructured data. DL models automatically extract and learn features at multiple levels of abstraction, enabling the system
to learn complex patterns in large datasets. The learning process can be:

• Supervised - where the model is trained with labeled data

• Semi-supervised - which uses a mix of labeled and unlabeled data
• Unsupervised - which relies solely on unlabeled data

This technique is particularly effective in areas such as image recognition, natural language processing (NLP), and speech recognition, where conventional machine-
learning techniques may fall short due to the data structures' complexity. DL has propelled advancements in generative AI, enabling the creation of sophisticated
models like generative adversarial networks (GANs) that can generate new data instances that mimic real data.

Neural networks
Neural networks (NN) are a cornerstone of AI. They are particularly effective in pattern recognition and data interpretation tasks, which they achieve through a
structure inspired by the human brain. Comprising layers of interconnected nodes, or neurons, each with its weights and biases, NN processes input data through these
nodes. The connections between nodes represent synapses and are weighted according to their importance. As data passes through each layer, the network adjusts the
weights, which is how learning occurs. This structure enables neural networks to learn from vast amounts of data to make decisions, classify data, or predict outcomes
with high accuracy. NN are particularly crucial in fields such as computer vision, speech recognition, and NLP where they can recognize complex patterns and
nuances better than traditional algorithms. The training process involves techniques such as backpropagation, where the model learns to minimize errors by adjusting
weights to produce the most accurate outputs possible.

Generative adversarial networks (GAN)

GANs are a sophisticated class of AI algorithms used in ML, characterized by their unique structure of two competing NNs: the generator and the discriminator. The
generator is tasked with creating data that is indistinguishable from genuine data, while the discriminator evaluates whether the generated data is real or fake. This
adversarial process, much like a teacher-student dynamic, continuously improves the accuracy of the generated outputs. The training involves the discriminator
learning to better distinguish between real and generated data, while the generator strives to produce increasingly convincing data, enhancing its ability to deceive the
discriminator. This setup not only helps in generating new data samples but is also useful in unsupervised learning, semi-supervised learning, and reinforcement
learning. GANs are particularly renowned for their applications in image generation, video creation, and voice synthesis, where they can produce highly realistic
outputs.

Natural language processing (NLP)

NLP is an advanced area of AI that focuses on the interaction between computers and humans through natural language. The goal of NLP is to read, decipher,
understand, and make sense of human languages in a manner that is valuable. It involves several disciplines, including computer science and computational
linguistics, in an effort to bridge the gap between human communication and computer understanding. Key techniques in NLP include syntax tree parsing, entity
recognition, and sentiment analysis, among others. These techniques help computers to process and analyze large amounts of natural language data. NLP is used in a
variety of applications, such as automated chatbots, translation services, email filtering, and voice-activated global position systems (GPS). Each application requires
the computer to understand the input provided by humans, process that data in a meaningful way, and if necessary, respond in a language that humans understand.

Transformers
Transformers represent a significant advancement in deep learning, particularly in the field of NLP. Introduced by Google researchers in the seminal 2017 paper
"Attention is All You Need", transformers use a mechanism known as self-attention to weigh the importance of each word in a sentence, regardless of its position.
Unlike previous models that processed data sequentially, transformers process all words or tokens in parallel, which significantly increases efficiency and
performance on tasks that require understanding context over long distances within text. This architecture avoids recurrence and convolutions entirely, relying instead
on stacked self-attention and point-wise, fully connected layers for both the encoder and the decoder components. This design allows for more scalable learning and
has been fundamental in developing models that achieve state-of-the-art results on a variety of NLP tasks, including machine translation, text summarization, and
sentiment analysis. The transformer's ability to handle sequential data extends beyond text, making it versatile in other domains like image processing and even music
generation.

Generative pre-trained transformers

Generative pre-trained transformers (GPT) are state-of-the-art language models developed by OpenAI that use DL techniques, specifically the transformer
architecture, for natural language understanding and generation. These models are first pre-trained on a diverse range of internet text to develop a broad understanding
of language structure and context. The pre-training involves unsupervised learning, where the model predicts the next word in a sentence without human-labeled
corrections. This allows GPT models to generate coherent and contextually appropriate text sequences based on the prompts they are given. Once pre-trained, GPT
models can be fine-tuned on specific tasks such as translation, question-answering, and summarization, enhancing their applicability across various domains. Their
ability to generate human-like text and perform language-based tasks has implications across fields such as AI-assisted writing, conversational agents, and automated
content creation. Each successive version of GPT has been larger and more complex, with GPT-4, the latest iteration, containing 175 billion parameters, which
significantly advances its learning and generative capabilities.

Tokenization, Word2vec, and BERT

Tokenization in NLP involves splitting text into smaller units known as tokens, which can be words, characters, or subwords. This step is crucial for preparing text for
processing with various NLP models, as it standardizes the initial input into manageable pieces for algorithms to process. Word2vec, developed by researchers at
Google, is a technique that embeds words into numerical vectors using shallow, two-layer NNs. The models are trained to reconstruct the linguistic contexts of words,
thereby capturing the relationships and multiple degrees of similarity among them. Meanwhile, Bidirectional Encoder Representations from Transformers (BERT)
represents a significant advancement in pre-training language representations. Developed also by Google, BERT incorporates a transformer architecture that
processes words in relation to all the other words in a sentence, rather than one-by-one in order. This allows BERT to capture the full context of a word based on all
its surroundings, leading to a deeper understanding of language nuances. BERT's ability to handle context from both directions makes it exceptionally powerful for
tasks where context is crucial, such as question answering and sentiment analysis.

Conclusion
In this reading, you examined the foundational concepts of generative AI. You learned about ML, DL, and NLP, and unraveled their roles and applications in various
industries. Additionally, you delved into emerging advancements like GANs, transformers, and GPT, recognizing their pivotal role in generating innovative content.

Understanding these foundational terms in generative AI not only enriches the conversation among tech enthusiasts but also empowers professionals to leverage this
technology in various industries effectively. As AI continues to advance, keeping abreast of terminologies and concepts will provide the necessary tools to navigate
this dynamic field successfully.

Generative AI in Business
Information :
Cet élément comprend du contenu qui n’a pas encore été traduit dans votre langue préférée.
Until now, you have familiarized yourself with what generative AI is and how to distinguish it from standard AI. You also gained an
understanding of the capabilities of generative AI for business functions, some of its potential pitfalls and shortcomings, and the relevant
terminology associated with it.

Review the following resources to learn more:

• Definition of generative AI: Learn more about how Microsoft defines generative AI, including the different input and output features that
can be sent and received from it.
• Amazon Q Business and Amazon Q Developer: Gain insight into the growing role of generative AI in the business world and how it is
used to automate tasks, improve decision-making, and drive innovation. Explore examples of how AI is transforming businesses and
creating new opportunities for those with AI skills.
 • ETBI Digital Library AI glossary: Discover a valuable resource for anyone learning about artificial intelligence, especially in the context
of education. Explore clear and concise definitions of key terms, demystifying complex concepts and jargon often associated with AI.
• Microsoft’s AI Access Principles: gain valuable insights into Microsoft's commitment to responsible AI development and deployment.
Learn more about Microsoft's AI Access Principles, a set of guidelines that prioritize innovation, fairness, reliability, safety, privacy,
security, inclusiveness, transparency, and accountability in AI technologies.

Incorporate your newfound knowledge of generative AI to understand its technical foundations, potential applications, and limitations to harness
its full potential while reducing its associated risks.

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External factors in project creation

Introduction
The concept of project management isn’t new. There are many examples from history that have been created through project management, like
the pyramids of Egypt, the Taj Mahal in India, Great Wall of China, and many more.

These structures have stood the test of time, which could not have happened without a strong project design and delivery. While project
management didn’t exist in books or as a framework in those days, the knowledge, intelligence, skills and talents required for managing projects
were showcased in the creation of these structures.

There are of course modern examples of these feats, such as high-rise constructions, hyperloop transportation, aircraft as well as countless
software applications and technologies. Whether physical or virtual, project management was the vehicle for their creation.

But how do projects come into existence?

Organizations undergo continuous evolution, driven by factors such as the adoption of new technologies, meeting customer demands, complying
with legal obligations, or enhancing business processes. These evolving needs give rise to innovative ideas for implementation. Business
professionals conduct a comprehensive analysis of these ideas, resulting in the development of a Business Case document. Subsequently, a
Project Charter document is derived from the Business Case, marking the inception point for projects.

A diagram highlighting Need, Idea and Projects to

indicate the various stages of project creation. From the initial need due to a variety of factors, the ideas that stem from these needs, to the final stage of project
creation.

In this reading, you will learn about the various types of factors that contribute to project creation in various circumstances. These include
technological advances, competitive advantage, faulty machinery in an industry, economic and political changes in a country, continual process
improvements, societal welfare or simply a request from a client.

Project creation process

To understand the project creation process better, let’s consider a scenario.

An organization wants to adapt a new technology to sustain its place in the market. It wants to keep on par with the latest technology to retain
business. The organization has now developed a need or a demand for the new inclusion.

The organization appoints business analysts to perform a thorough investigation on the possibilities of implementing it, keeping in mind the
benefits, risks, impact, cost and various other aspects that may result from the new inclusion. This is where they are generating their ideas for
implementation.
Feasibility study
This feasibility study undergoes multiple iterations, and the results are submitted to management in the form of documents such as a Business
Case and Benefits Management Plan.

Business Case
A Business Case is a detailed document outlining the rationale, costs, and expected benefits of a proposed project, providing a foundation for
informed decision-making. A Benefits Management Plan, on the other hand, is a strategic roadmap that defines how anticipated project benefits
will be identified, realized, and measured throughout the project lifecycle, ensuring value delivery to the organization.

Project Charter
A Project Charter, created from a thorough analysis of the Business Case, is a concise document that formally authorizes the initiation of a
project. It outlines project objectives, scope, and stakeholders, and serves as a guiding document aligning project execution with the goals
outlined in both the Business Case and Benefits Management Plan.

This is how projects evolve from the idea phase or pre-project phase.

Flow chart outlining how projects evolve from idea

phase through the project charter into the full project phase. The initial steps are business case and benefits management plan, into the project charter. From
here it goes to the project phase, including the pre-project or ideation phase, through the project phase, and finally the post-project or operations phase.
The steps in the pre-project or ideation phase
Step Description
A need is realized Recognition of a requirement or opportunity within the organization.
The need turns into an Idea for
Transformation of the identified need into a feasible concept or proposal.
action
The Idea is given to Business
The idea is forwarded to business analysts for a feasibility study.
Analysts
Business analysts conduct a study to assess the viability and potential benefits of the
Feasibility study
idea.
Business Case and Benefits If the study results are favorable, documents outlining the business case and benefits
Management Plan plan are generated.
Based on the study results, the organization decides whether to proceed with the idea as
Decision-making
a project or decide to defer or drop it.
Development of Project If the decision is to proceed, a Project Charter is developed from the Business Case and
Charter Benefits Management Plan, marking the start of the project.

Okay, but why projects?

As the work spans across the organization, it requires significant attention, planning, and coordination. The larger the size of the work, the greater
the complexity, and complexity allows uncertainties and risks. When risks occur, they cause greater impact to the organization which can vary in
multiple degrees such as business loss, loss of reputation, client dissatisfaction, and loss of revenue.

Therefore, the extent of work must be first defined with proper boundaries or otherwise the entire project would become difficult to control. For
example, only when you know the distance you want to travel and the purpose of your travel, can you determine your start time and the driving
speed.

It is essential to determine, define, and estimate the workload required, estimate the time and cost needed to complete the work, analyze and
arrange the requirements, identify the risks that may appear, and prepare an action plan to handle risks. Then, you must estimate the resources
needed to complete the work, observe and measure their performances and much more.
Deliverables
At a high level, you know what projects are and what project management is about. The outcome of projects is normally referred to as a
deliverable.

A deliverable can be physical products such as those produced from manufacturing projects, or virtual services like IT projects. A deliverable can
also be a result produced by result-oriented projects such as research endeavors, electoral initiatives, process improvement projects, and social
welfare projects.

Conclusion
In this reading, you explored how projects originate and how ideas develop into projects. Additionally, you examined the various external factors
that contribute to the source of the project.

Here are some key takeaway points:

• In the pre-project phase, two important documents are the Business Case and the Benefits Management Plan.
• The Project Charter is derived from the Business Case and the Benefits Management Plan.
• The existence of a Project Charter signifies the presence of a project.
• The Project Charter must be signed or approved by relevant authorities for the project to commence.
• A project manager can only be assigned to the project once the Project Charter is approved.

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The 12 project management principles and performance domains

Introduction
This section will elaborate on each of the 12 principles of project management and performance domains by linking them with various tasks in a
project scenario. In this way, you will discover how the principles can be adapted for different project environments across industries.
Project management principles, performance domains, and tailoring
The project management principles along with performance domains and tailoring form a comprehensive framework that guides successful
project execution.

Project management principles

There are 12 project management principles: stewardship, teamwork, stakeholders, value, systems thinking, leadership, tailoring, quality,
complexity, risk, adaptability and resiliency, and change. These principles are unpacked in this reading.

It's important to note that performance domains and tailoring are applied alongside the project management principles throughout the project
lifecycle. These are outlined briefly below as they will be covered in detail in subsequent courses and lessons.

Performance domains
A performance domain in project management is like a large umbrella that covers different aspects or areas you need to focus on to successfully
manage a project. Imagine you're planning a big event. The performance domains would include categories of tasks or responsibilities. They
include things like starting the project, making plans, carrying out those plans, keeping an eye on how things are going, and, finally, closing the
project when it's done. So, performance domains help project managers organize and handle all important elements of the project to make sure it
goes well from start to finish.

Tailoring
Every project is unique and so are its objectives, requirements, outcomes, and performance. Therefore, every project needs customized selection
and adjustment of multiple project factors. The term for this in project management is tailoring. This can include the tailoring of processes,
principles, resources, requirements, tools and techniques, delivery methods, and development approaches.

1. Stewardship
Stewardship covers ethical conduct, such as integrity, care, trustworthiness, and compliance. Project managers are required to adopt this
principle. It is also expected from the internal project team (within the organization) and external stakeholders (outside the organization), such as
vendors, suppliers, and contractors.
Trust, one of the components of stewardship, is the foundation of successful relationships within a project team and with stakeholders. This
principle emphasizes the importance of honesty, transparency, and integrity in all project relations. Building and maintaining trust develops a
positive project culture, encourages open communication, and contributes to a more resilient team that can navigate challenges effectively.

For example, in a project that involves procurement, the project manager guided by stewardship maintains transparency in the vendor selection
process, communicates openly about project risks to clients and top management, and builds trust among stakeholders by delivering
commitments and promises.

2. Team
Successful projects rely on effective and efficient teamwork. This principle demands creating an environment that encourages collaboration.
Project managers should promote a sense of synergy, ensure that roles and responsibilities are clearly defined, and provide the necessary support
for the team to work cohesively. Teamwork enhances creativity, problem-solving, and overall project performance.

For example, in a product development project, this principle is demonstrated by a project manager fosters teamwork by creating cross-functional
teams, encouraging best practices, fulfilling training needs, resolving conflicts, and establishing a collaborative environment that boosts creativity
and develops an optimistic work culture.

3. Stakeholders
The principle of stakeholders in project management centers on recognizing and engaging individuals or groups who have an interest or influence
in the project. In a construction project, stakeholders may include local communities, environmental groups, and regulatory bodies. The project
manager applies this principle by conducting stakeholder analysis, understanding their expectations, and involving them in decision-making.

For instance, incorporating eco-friendly construction practices based on feedback from environmental groups aligns the project with
stakeholders' interests. Effectively managing stakeholders ensures their support, reduces conflicts, and contributes to the project's success by
considering diverse perspectives and interests.

4. Value
The principle of value highlights the importance of aligning project objectives with organizational goals. Projects should not merely deliver
outputs but should contribute meaningful value to the organization. This requires a thorough understanding of stakeholder needs and
expectations. By concentrating efforts on what truly matters to the organization, project managers can ensure that resources are utilized
efficiently and that the project has a positive impact.

A project team developing a new software application can ensure value by focusing on features that directly align with customer needs and
preferences, ultimately ensuring that the final deliverable (product or service or result) provides maximum value to the users.

5. Systems thinking
The principle of systems thinking enables the project manager and the project team to analyze the individual components of the system and its
interconnection with each other.

Systems thinking in project management emphasizes understanding the project, considering the interactions and dependencies between its parts
rather than focusing purely on individual components. It involves recognizing the changes or decisions in one part of the project that can have
consequences throughout the entire system.

For example, in a manufacturing project, different stages of the project such as design, manufacturing, and marketing may operate independently
with its own activities but applying systems thinking involves understanding how decisions made in one area can affect the other.

This principle helps the project managers to anticipate potential issues, identify interdependencies, and ensure that decisions made in one aspect
of the project align with and support the overall project goals.

6. Leadership
Leadership is a crucial element in project management. Project managers should inspire, motivate, and guide the project team to achieve success.
This involves leading by example, providing clear direction, and fostering a collaborative and empowering work environment. Strong leadership
encourages team members to give their best efforts, promoting a sense of ownership and accountability.

For example, in a complex construction project, the project manager leads by example, showcasing a strong work ethic, providing clear direction,
and inspiring the team to overcome challenges with confidence.
7. Tailoring
When you tailor a project, you're adjusting the methods and processes to fit the specific needs and characteristics of that project.

For example, let's say you're organizing a party. The standard plan might include sending invitations, preparing food, and setting up decorations.
However, if you realize that your guests have dietary restrictions, you'll tailor the plan by adjusting the menu to accommodate those specific
needs. Similarly, in project management, tailoring involves adjusting the project processes and approaches to make sure they're a perfect fit for
the unique circumstances of your project.

8. Quality
The principle of quality in project management emphasizes delivering outcomes that meet or exceed stakeholder expectations. It involves a
commitment to excellence throughout the project lifecycle.

For example, in a software development project, adhering to the quality principle means thoroughly testing the software to identify and address
bugs, ensuring the final product is reliable and works as intended. By prioritizing quality, project managers enhance customer satisfaction, reduce
the risk of defects, and contribute to the long-term success and reputation of the project and the organization.

9. Complexity
The principle of complexity in project management acknowledges that projects exist in diverse and sophisticated environments. It requires
project managers to adapt strategies to navigate complexities effectively. For instance, in a large-scale construction project, managing complexity
involves considering various factors such as regulatory requirements, weather conditions, and stakeholder interests.

A project manager employing the complexity principle would use flexible methodologies, vigorous risk management, and clear communication
to address the details manifest in the project, ensuring successful outcomes despite the challenges posed by the complex and dynamic nature of
the construction environment.

10. Risk
The principle of risk in project management involves identifying, assessing, and handling potential uncertainties that could impact the project.
For instance, in a software development project, the risk principle entails conducting a thorough risk analysis to identify potential issues like
software bugs or scope changes. The project manager then develops mitigation strategies, such as implementing thorough testing protocols and
maintaining open communication with stakeholders. Effectively applying the risk principle helps anticipate challenges, minimize negative
impacts, and enhances the project's resilience to unforeseen events, contributing to overall project success in the face of uncertainties.

11. Adaptability and resiliency

The principle of adaptability and resiliency in project management emphasizes the ability to adjust strategies in response to changing
circumstances. By embracing adaptability and resiliency, project managers enhance their ability to navigate uncertainties, ultimately contributing
to successful project outcomes in dynamic and evolving environments.

In a market research project, this principle involves being flexible in data collection methods. For instance, if unexpected changes in consumer
behavior occur during the project, an adaptable approach may involve quickly modifying survey questions or incorporating new data sources.
This ensures the project remains relevant and resilient to unforeseen changes, fostering the capacity to pivot strategies effectively.

12. Change
Change is inevitable in any project. This principle emphasizes the importance of being adaptable and responsive to changes in project scope,
requirements, or other factors. Instead of resisting change, project managers should anticipate it and have mechanisms in place to assess, approve,
and implement changes efficiently. Embracing change ensures that the project remains relevant and aligned with evolving stakeholder needs.

For example, in a marketing campaign project, the team is open to adapting the campaign strategy based on real-time feedback from market
analytics, allowing them to adjust messaging or targeting to better align with audience preferences.

Conclusion
Principles, performance domains, and tailoring are precisely applied to projects from initiation to closure in various project environments.
Beginning with clear project definition, they emphasize continuous communication, collaboration, and stakeholder engagement. Principles like
managing scope, time, and cost ensure project control, while maintaining quality standards and risk management enhance project resilience.
Integration, procurement, and human resources principles stress the importance of efficient resource utilization and effective team management.
Emphasizing adaptability, the principles acknowledge changes in requirements. Together, these principles and performance domains create a
holistic approach, fostering a project management culture that drives success by delivering value, meeting stakeholder expectations, and ensuring
project sustainability. This integrated framework provides a roadmap for project managers to navigate complexities and deliver projects with
excellence.

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Portfolio, program, and project comparison

Introduction
In this reading, you will learn about projects, programs, and portfolios in more detail. More specifically, you'll discover the differences between projects, programs,
and portfolios, their importance, and their unique contribution to Organizational Project Management (OPM). You'll also explore the different Project Management
Office (PMO) types.

Comparison of projects, programs, and portfolios

From an organizational perspective, programs and projects primarily focus on delivering projects in a rightful manner while a portfolio focuses on choosing the right
programs and projects for delivery. The below table shows a quick comparison of various aspects of projects, programs, and portfolios under the umbrella of OPM.

Project Program Portfolio

Temporary endeavor (with a Group of interrelated projects, sub- Grouping of all projects, programs,
definite beginning and an end) programs, and program-related sub-portfolios, and operations that
Definition
performed to create a unique activities that are managed to are managed to achieve strategic
product, service, or result. realize program benefits. objectives.
 Project team and the various All programs, projects, operations
All projects, sub-programs, and
Components resources deployed in a and their resources under the
their resources under the program.
project. portfolio.
Objectives, scope, Encompasses the scope of its
Encompasses the scope of the
requirements are defined, and component projects and ensures the
organization and the scope
Scope the scope gets elaborated benefits are collectively realized
undergoes change according to the
progressively throughout the from the outputs delivered by the
strategies of the organization.
project lifecycle. component projects.
Planning takes place at the
Planning extends across the
component level of the program. Planning involves creation of
project lifecycle along with
Planning Planning normally covers the processes and communication
scope elaboration, which is
interdependencies between program based on the portfolio components.
called rolling wave planning.
components.
Portfolio managers manage the
Program managers manage the program managers, project
Project managers manage the
project managers under them for managers, and operations managers
Management project team and project
unified benefits specific to the to ensure portfolio components are
components towards delivery.
program components. aligned with organizational
strategies.
Monitoring and control is
Monitoring is performed on the
performed on the project Monitoring is performed on the
progress of the program and on the
Monitoring deliverables and on the project strategic changes, resource
program components to ensure they
and control components to ensure they are allocation, performance results, and
align with the program goals and
aligned with the project risks at the portfolio level.
benefits.
objectives.
Project changes are Changes in programs are accepted Changes in portfolio components
Change implemented and controlled by and adopted to optimize the whether internal or external are
the change process. delivery of program components. monitored and controlled.
Project success is determined Program success is determined Success is determined by the cost-
Successful when the project deliverables when the program components benefit realization at the portfolio
delivery meet the scope, schedule, deliver intended program benefits level, in other words, the amount of
budget, and quality. to the organization. returns the investments make.
Significance of OPM
OPM plays a pivotal role by integrating components of an organization such as projects, programs, portfolios, and operations such that they collaborate towards value
creation and benefits realization.

OPM is a strategic approach that aligns an organization's projects, programs, and portfolios with its overarching business goals. The effective management of
portfolios, programs, and projects is vital for organizations aiming to achieve success, adapt to change, and succeed in dynamic environments.

Similarly, the integration of portfolios, programs, and projects within the framework of OPM is crucial for aligning an organization's strategic objectives with its
execution capabilities.
 The organizational environment is highlighted through
portfolio review and adjustments. Strategy, Portfolio, Programs and Project and operations are listed from left to right, with arrows connecting each stage. There are
also arrows between portfolio and programs and project showing business impact analysis, with strategy and operations being connected through value performance
analysis.
The diagram above outlines how an organization’s strategies are cascaded across its various components such as a portfolio and its programs, projects, and operations.
It also signifies how the value created by its components, such as projects and operations, are analyzed for continuous improvement paving way for improvised
strategies.

Based on the current strategies and business impact analysis from programs and projects, the portfolio performs appropriate decision-making and surges it to its
components such as programs, projects, and operations for implementation.
This operates as a closed loop making room for more revision in strategies and benefits realization which contributes to business growth and sustainability.

Importance of portfolios, programs, and projects and their contributions within OPM
The importance of portfolios, programs, and projects in OPM lies in their collective contribution to organizational success. Projects serve as the executional units,
programs coordinate interconnected efforts, and a portfolio provides a strategic view. OPM integrates these elements, ensuring that every initiative aligns with
organizational goals, fostering adaptability, optimizing resources, managing risks, and facilitating improved decision-making. By adopting OPM, organizations
position themselves for sustained success in today's dynamic and competitive business environment.

Strategic alignment

OPM ensures that project, program, and portfolio management are closely aligned with the organization’s strategic goals. This alignment ensures that every initiative
contributes to the overall success of the organization.

Resource optimization

OPM facilitates the efficient use of resources by strategically managing portfolios. This involves prioritizing initiatives based on their strategic importance and
ensuring that resources are allocated to projects and programs that yield the highest value.

Risk management

OPM emphasizes a holistic approach to risk management, addressing risks at the project, program, and portfolio levels. This ensures that organizations can anticipate,
mitigate, and respond effectively to uncertainties that may impact the achievement of strategic objectives.

Adaptability and resiliency

OPM recognizes the dynamic nature of the business environment. By incorporating projects, programs, and portfolios within its framework, OPM enables
organizations to be adaptable and resilient in the face of changes, uncertainties, and evolving market conditions.

Performance measurement

OPM provides a structured framework for measuring the performance of projects, programs, and portfolios. Key performance indicators are aligned with strategic
objectives, enabling organizations to assess the success of their initiatives and make data-driven decisions for continuous improvement.
Improved decision-making

OPM enhances decision-making by providing decision-makers with a holistic view of the organization's entire project environment. By considering the strategic
performance of individual projects, their collective impact within programs, and their alignment with encompassing goals in portfolios, decision-makers can make
cognitive choices that maximize value and contribute to long-term success.

PMO and its types

A PMO is an organizational unit or department that defines, maintains, and governs project management standards within an organization. PMOs can vary in their
functions, roles, and levels of authority. There are several types of PMOs, each serving different purposes within an organization. The common types include:

1. Supportive PMO

• Role: Provides a consultative role to projects by offering templates, best practices, training, and access to information.
• Authority: Low. Doesn't directly manage projects but provides support and guidance.

2. Controlling PMO

• Role: Takes a more active role by standardizing project management processes and imposing compliance. It monitors and controls projects to ensure
adherence to established standards.
• Authority: Moderate. More control over project management processes and may intervene in projects to ensure compliance.

3. Directive PMO

• Role: Directly manages projects, including assigning resources and making decisions. It often takes a more centralized and directive role in project
management.
• Authority: Higher level of control and authority.

4. Strategic PMO

• Role: Aligns project management with organizational strategy. Focuses on ensuring that projects contribute to the achievement of strategic objectives.
• Authority: High. Significant role in decision-making at the organizational level.

5. Centre of Excellence (CoE)

 • Role: Functions as a knowledge hub, promoting best practices, training, and continuous improvement in project management across the organization.
• Authority: May have a varying level of authority, often focusing on knowledge dissemination and expertise development.

6. Enterprise PMO (EPMO):

• Role: Integrates strategic, business, and project management functions. Focuses on aligning projects and programs with organizational goals and ensuring
overall governance.
• Authority: High. Broad strategic focus and significant authority in decision-making.

7. Virtual PMO:

• Role: Operates in a decentralized manner, often with team members working remotely. Utilizes technology to provide support, guidance, and coordination
across projects.
• Authority: Varies based on the organization's structure and needs.

The choice of PMO type depends on factors such as the organization's maturity in project management, the complexity of projects, and the desired level of control
and standardization. Organizations may also evolve from one type to another as their project management needs to change over time.

Conclusion
The integration of portfolios, programs, and projects within the OPM framework is essential for organizations seeking a strategic, adaptive, and efficient approach to
project management. This integration ensures that every initiative contributes to the organization's success by aligning with strategic goals, optimizing resources,
managing risks, and fostering adaptability in a dynamic business environment.

A PMO is a unit in the organization that is responsible for defining, determining, managing, and governing project management standards internally. They are the
drivers or enablers that guide the project management team towards performance and value delivery. There are several PMO types and their significance is based on
their role and authority in the organization.

Additional resources: Introduction to project management and the

PMP
Information :
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Introduction
Congratulations on completing the first module in this course. Along with a great learning experience, you are spending your time productively
in learning more about project management.

Project management and the PMP

Your knowledge will be assessed in the Project Management Professional (PMP) certification. The Exam Content Outline (ECO) for the
certification gives you an outline of the various domains, such as people, process, and business environment, across which your project
management knowledge will be assessed.

Hopefully, being introduced to how projects come into existence from different sources and the process behind project inception has encouraged
your interest in project management. Exploring the role of a project manager and the associated competencies of a project manager further may
motivate you to go the extra mile to acquire those rewarding skills. Not to mention, exploring the various career paths in project management
further might offer additional information that boosts your confidence at this entry point.

You covered many fundamental project management concepts, including the principles of project management and Organizational Project
Management (OPM). You discovered that each of the 12 principles of project management serves as a guideline in directing the project and the
project team towards achieving the project’s purpose, so why not learn more? You may also find it valuable to engage further with OPM, which
drives efficiency in cascading an organization's strategies throughout the organization by integrating portfolio, program, project, and operations
management practices.

Conclusion
Keep up the dedication to your learning journey, and keep on exploring more on the path of project management!

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Career progression for project managers

Introduction
Industries rely on project managers because they believe they alone can successfully deliver complex projects. It is true that only a qualified project manager can
envision the various aspects of a project such as who, what, when, where, and how, while the project is still in its initial stages.

In this reading, you will explore the potential progression in a project manager's career within project management, from entry-level positions, through mid-senior
level positions, to top management and leadership

Entry-level positions
Project coordinator, project controls officer (PCO), and project assistant

These are the various designations given to someone who assists the project manager in performing administrative tasks in projects, producing and maintaining
project documentation, as well as coordinating between various project team members and stakeholders.

For example, the project coordinator helps the project manager track, document, and maintain the project's health in terms of schedule, cost, risks, and
deliverables. They keep track of the project team members and their timesheets across the project.

They also have various other duties, such as booking project meetings, sharing reports to internal leadership, keeping track of project invoices, and assisting the
project manager with procurement process, while the project managers focus fully on the project planning, project implementation, and delivery.

Project managers (PM)

After familiarizing with the project environment, the entry-level project assistants and coordinators may aspire to become project managers in the future. Project
managers are responsible and accountable for managing the projects from end to end. Project managers are also responsible for the successful completion of project
objectives.

Mid-senior level positions

3) Senior project managers: With increased experience along the career journey, project managers grow to become highly skilled project professionals to handle
complex deliveries.

Senior project managers may have one or more junior project managers working under their supervision. They also coach and mentor the new project managers on
the nuances of project delivery.

Senior project managers are also involved in process improvement areas and contribute to strategic planning.

4) Program managers (PgM): Govern multiple interrelated projects where the project managers and the senior project managers report to the program manager.

Program managers are responsible for the performance of programs. They oversee the performance of multiple interrelated projects as well as the performance of
project managers under them.

5) Portfolio managers (PfM): A portfolio manager is in charge of overseeing multiple programs. Portfolio managers oversee the performance of multiple programs
as well as operations. They cascade the organizational objectives and strategies to program, projects and operations.

In a project organization, both program managers and operations managers report to the portfolio manager.

Program managers and portfolio managers together form an entity or a governance body called PMO (Project Management Office). This governance body owns the
OPA (Organizational Process Assets) repository of an organization. The repository contains various resources such as processes, procedures, policies, templates,
documents, knowledge base, articles, and links to different tools or portals, which the project managers and the project team use for project delivery. The PMO is
responsible for handling escalations, problem-solving, process improvements and many other project management governance activities.

A typical organizational structure of a project organization is given below for clarity:

 An organizational structure that demonstrates the
connection to a sample portfolio, which then links to both programs and projects. All three are interconnected. This goes all the way to Shared Resources and
Stakeholders shown at the bottom of the strategy diagram.

Top management and leadership

An organization from the top-down branches to many divisions, functions and departments. Project delivery or project management is one of the divisions of a typical
organization.

6) Director of project management / head of project management: This role involves leading the entire project management division in an organization. Directors
of project management provide strategic direction and drive excellence in project delivery.

7) Vice presidents (VP): Above the directors of project management are the vice presidents of project management. At an organizational level, they play a significant
role in guiding the implementation of strategy across the project management division.

8) Chief project officer (CPO): Certain organizational structures have a chief operating officer (COO) or a chief project officer above the director or vice president
of project management. At an executive level, the COO or the CPO is responsible for defining, designing, and cascading the overall project and operations strategy to
the entire organization.

9) Chief executive officer (CEO): The chief executive officer (CEO) is responsible for the organization's overall success and direction. Normally, they hold the
topmost position and are responsible for any strategic decisions.

Conclusion
Developing awareness of the various project management career roles is essential. A project manager has the potential to advance to the level of CEO by developing
strong business acumen, communication, and leadership skills. The role of a project manager provides extensive opportunities for vertical growth across various
industries. Initially, it's essential for a project manager to obtain project management knowledge through appropriate training and attain a Project Management
Professional (PMP) certification, either while on the job or before, to establish a solid career foundation right from the start.