Course 1860 – Foundations

of Project Management
Module 1: Project Management
Overview

1
Acknowledgment
The University of Toronto, School of Continuing Studies developed this
course using the guidelines and principles prescribed by the Project
Management Institute (PMI). Every attempt has been made by the
University of Toronto, School of Continuing Studies, and the instructors, to
have the contents of these documents provide accurate information for the
learner. Materials herein contained are also based on the course textbook,
Introduction to Project Management, 7th edition by Kathy Schwalbe
published in 2021 and on the 7th Edition of PMI®’s Body of Knowledge
(PMBOK® Guide) released in 2021.

We strive to infuse the principles of equity, diversity, and inclusion (EDI) in

everything we do. In using the standards of the profession, and
publications, and to accurately quote others, we have retained their terms
and language. We are mindful that language and words matter, and we
are continuously engaging in important dialogue and learning in this
regard.

2
 Course Plan

Module Titles
Current Focus: Module 1 – Project Management Overview
Module 2 – Project Initiation
Module 3 – Project Management Approaches
Module 4 – Tailoring Projects
Module 5 – Project Requirements
Module 6 – Create the Project Schedule
Module 7 – Project Cost and Resources
Module 8 – Communication and Stakeholders
Module 9 – Risk and Procurement
Module 10 – Reporting and Metrics
Module 11 – Quality and Closing
Module 12 – Project Management Trends

3
Certificate in Project Management (1)
• In a world with increasing demand for project management,
this certificate provides a comprehensive overview of
project management and prepares you to manage large-
and small-scale projects.
• You'll learn the hard skills of cost, time, quality and risk
management and the "people skills" you need for long-term
success.
• The content is consistent with the Project Management
Body of Knowledge (PMBOK® Guide) and will bring you
one-step closer to the coveted PMP® designation.
• Click here to access the website for the certificate
• A Certificate in Agile Project Management is also available,
and information can be found here

Project Management Professional (PMP) is a registered mark of the Project Management Institute, Inc.
4
Certificate in Project Management (2)
• What You’ll Learn
• Describe and utilize the principles and language of project
management
• Analyze how traditional/waterfall project and agile methodologies
complement each other and evaluate when to apply these to
achieve project outcomes
• Identify how organizations use projects to implement strategy and
transformational change
• Apply the most effective tools and techniques to achieve project
objectives

5
Certificate in Project Management (3)
• Comprehensive overview of project management and
preparation for managing both large and small-scale projects
• Covers both the “hard” skills of cost and implementation
management plus the crucial organizational management skills
necessary for long-term success This course
• Certificate includes 3 courses:
– Foundations of Project Management (SCS1860) or equivalent
3401/3402 courses:
• Basic concepts and functions of project management and project
management frameworks
– Leading Projects in Organizations (SCS1952) or equivalent
1952A/1952B course:
• Basic concepts that cover relevant organizational elements in project
management
– Project Tools and Techniques (SCS3976):
• Practice the application of project management tools and techniques used
to manage waterfall projects

6
 Learning Outcomes for this Course

• By the end of this course, you will:

– Evaluate the advantages of different approaches (agile, traditional,
hybrid) to implement projects
– Design initiation documents that include all necessary elements
– Create project scope, schedule, cost baselines, and product and
sprint backlog with a release plan
– Identify and analyze project stakeholders and their communication
needs
– Identify, analyze, and formulate responses to project risks
– Manage project quality, change, and close projects successfully
– Apply key project management tools, techniques, and processes,
including AI

7
 Topics for this Module
• 1.1 Course Overview
• 1.2 What is Project Management?
• 1.3 Project Environment
• 1.4 Project Team
• 1.5 Review and Next Module

8
 “Operations keeps the lights on,
strategy provides a light at the end
of the tunnel, but project
management is the train engine that
moves the organization forward.”

-- Joy Gumz

Source: https://www.impactplus.com/blog/motivational-project-management-quotes
9
Module 1 - Section 1

Course Overview

10
 Course Readings

• Required Reading
– Introduction to Project Management
• 7th Edition, 2021 by Kathy Schwalbe
• Recommended Reading - Digital versions free for
PMI members:
– A Guide to the Project Management Body of Knowledge
(PMBOK® Guide)
• 7th Edition by Project Management Institute (PMI)
– Process Groups: A Practice Guide
– Project Management Institute (PMI), 2023
– Agile Practice Guide
• Project Management Institute (PMI), 2017
– PMIStandards+ (Digital only)
• Available from standardsplus.pmi.org

11
PMI IP Acknowledgment
Materials in this class are based on the A Guide to the Project
Management Body of Knowledge (PMBOK® Guide) – Sixth
Edition, Project Management Institute Inc., 2017, the A Guide
to the Project Management Body of Knowledge (PMBOK®
Guide) – Seventh Edition, Project Management Institute Inc.,
2021 and the Agile Practice Guide, 1st Edition, Project
Management Institute, Inc., 2017 with the permission on PMI.

12
 Quercus

• Quercus is the Learning Management System used by

UofT
• It is powered by a platform called ‘Canvas’
• User IDs are required to access each course in Quercus
• Course materials will be placed here
• These include module content, assignments, quizzes,
supplementary content, templates and discussion boards
• To access from Smartphones use the Canvas Student App

13
 Introductions

• Go to the Discussions
page in Quercus and
introduce yourself to the
class using the
Introduction Discussion
– Where are you located?
– What's your professional
background?
– What are your goals for
this course?
– Do you have any time
constraints for group
work?

14
Course Navigation Icons

Your time is valuable so we’ve created some course navigation icons so

you can quickly identify key content, references and activities.

Learning Outcomes Interactive Content

Certificate, Course or Module (Supporting key learning
concepts,
Level available via Quercus)

Discussion Artificial Ongoing Course Case

Intelligence Study

15
 Interactive Content Overview
IC-1.2

• Every module in this course has interactive content

• There are 3 types of interactions, as seen within the left-
hand menu:
1. Learn – these pages provide additional information in hover text
beyond the core presentation materials
2. Apply – these pages allow you to apply your knowledge within
short activities
3. Assess – these pages allow you to test your knowledge with
questions to make sure your learning is on track
• The interactive content is not part of the course
assessment. Its purpose is to let you practice and apply
your learning, and to support you as you do the course
assessments.
16
Interactive Content Layout
• Additional interactive elements, including examples and additional
information
• For reference purposes, some slides include a number code (ex. IC-1.3,
IC-2.2) which indicates the corresponding activity in the Interactive
Content area for each module in Quercus

17
 Course Assessment

• Group Project 50%

– Assignment 1: Project Charter & Team Canvas 10%
– Assignment 2: Work Breakdown Structure 10%
– Assignment 3: Baselines 10%
– Assignment 4: Stakeholders and Communication 10%
– Assignment 5: Risk Assessment 10%
• Individual 50%
– Individual Reflection 10%
– Individual Exercises (best 5 out 6) 20%
– Confidence Quizzes (five at 4% each) 20%

18
 Confidence Quiz

• Pass/Fail
• The system lets you retake questions you don’t know the
answer to until you do know them, repeating them as many
times as you need
• The only way to not get full marks, is to give up!
• Upon completion, you may retake the quiz for studying
purposes
• When re-opening a Confidence Quiz, you will be prompted,
“Do you want to continue where you last left off?” —
always select “Yes”
• At the end of the quiz, there will be a button to restart the
quiz which will let you retake the quiz without affecting your
completion mark
19
 Running Case Project

• A fictitious international organization called the Project

Management Association for Project Managers (PMA-PM)
holds an annual 2-day to 3-day professional development
conference called the Project Management Expo
(PMExpo)
• Through the course, whenever you see the PMExpo logo,
this will indicate we are talking about this case for the
example
• The case will also be used for your individual exercises

20
 Artificial Intelligence and Project Management

• AI has been around for a while but has jumped into

common use due to increased data volume, advanced
algorithms and improvements in computing power and
storage.
• AI is predictive; it is simply predicting the next thing.

21
 Project Management AI Use Cases

• Meeting management (Otter.ai, Supernormal)

– Taking meeting notes
– Summarizing meetings
• Brainstorming (ChatGPT)
– Stakeholders and communications
– Risks
– Requirements
– Benefits
• Creation
– WBS (ChatGPT, Tom’s Planner, Goblin.Tools)
– Schedule (Tom’s Planner, Monday.com, GanttPro)
• Analysis (ChatGPT)
– Schedules
– Project selection
• Writing reports (ChatGPT, MS Word, Grammarly)

22
 Word of Caution

“Figure out what the question is, is the actual hard part” – Elon Musk
Source: The New York Times DealBook Summit November 2023, https://www.youtube.com/watch?v=2BfMuHDfGJI, ~Minute 30

• Challenges
– Privacy concerns: Whatever you upload, AI tools remember
– Hallucinations: AI tools will answer the question if it does not know,
it makes it up
See the article on
– Bias in algorithms and training data Prompt Engineering.
– You must provide the right prompts
– If you ask the question again, you may get a different answer
• How to overcome the challenges
– Create a closed site
– Use the curated training data
– Learn how to use AI
• If you do not use AI to do your job; your successor will!

23
 Learning Outcomes for this Module

• By the end of this module, you will:

• Define project and project management
• Describe how projects support strategy
• Create a project team canvas

24
 Readings

• An Introduction to Project Management, 7th Edition, by

Kathy Schwalbe
– Chapter 1:
• An Introduction to Project, Program, and Portfolio Management,
pages 1-41
– Chapter 6:
• Planning Projects Part 3, pages 216-218, 220-222

25
 Module 1 - Section 2

What is Project Management?

26
Be Inspired

Source: 1969-2019 PMI 50, Fifty Years of the Project Management Institute, PMI, 2019 27
 What is a Project?

• A project is “a temporary endeavor undertaken to create a

unique product, service, or result” (PMBOK® Guide)
– Projects end when their objectives have been reached or the project
has been terminated
– Operations are ongoing work done to sustain the business
• Projects create unique products, services or results
– Projects are progressively elaborated
– Projects can be large or small and take a short or long time to
complete

Progressively
Definite Beginning Definite End
Elaborated

Source: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Project Management Institute, Inc., 2021.
Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI. Glossary Page 245
28
Examples of Projects
• Developing a prototype of new product or service
• Environmental remediation of a contaminated site
• Designing a new energy-efficient vehicle
• Building an office building
• Running a campaign for political office
• Constructing a new software system
• Creating a marketing brochure
• Redesigning screening procedures in the emergency
department of a hospital
• Implementing a new quality improvement processes

29
 Project Attributes
IC-2.1

• A project has a unique purpose

• A project is temporary
• A project drives change and enables value creation
• A project is developed using progressive elaboration or in
an iterative fashion
• A project requires resources, often from various areas
– People, equipment, facilities, material
• A project should have a primary customer
• A project should have a sponsor
• A project involves uncertainty

30
 The Triple Constraint
IC-1.3

• Every project is
constrained in different
ways
• A project manager must
consider and juggle these
constraints
• The “ Triple Constraints”
are commonly described as
Scope, Schedule, and
Cost

Project Manager in action!

31
 Project Constraints
IC-1.4

Risk • Additional competing

constraints include
Quality, Resources and
Risks
Schedule Cost
• Changing another one of
these will impact the
others
Quality Resources
Scope

32
Assumptions
• “A factor in the planning
process that is considered
to be true, real, or certain,
without proof or
demonstration” (PMBOK®
Guide)
• Required to move forward
on the project
• Must be documented in the
Assumption Log, verified,
and regularly checked

Source: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Project Management Institute, Inc., 2021.
Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI. Glossary Page 235
33
 Projects vs. Operations
IC-2.2

Project Operational Work

A temporary endeavor Ongoing and repetitive activities
undertaken to create a unique with permanent objectives
product, service, or result
Examples Examples
• A Database Migration • Help desk
• Building a water system for a • Monthly closing processes
community • Maintenance on a server or
• Building a new car prototype database
Attains its objective and then Sustains the business in an on-
terminates and/or handed over to going, somewhat repetitive
operations. manner

Start Finish On-going

34
What is Project Management?
• “Project Management is the application of knowledge,
skills, tools, and techniques to project activities to meet the
project requirement” (PMBOK® Guide)

+ + =
Skills/Knowledge Tools & Processes Project Success &
Techniques Customer Satisfaction

Source: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Project Management Institute, Inc., 2021.
Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI. Glossary Page 245
35
 Project Management Principles
IC-1.5

1. Stewardship: Be a diligent, respectful, and caring steward

2. Team: Create a collaborative project team environment
3. Stakeholders: Effectively engage with stakeholders
4. Value: Focus on value
5. Systems thinking: Recognize, evaluate, and respond to
system interactions
6. Leadership: Demonstrate leadership behaviors
7. Tailoring: Tailor based on context
8. Quality: Build quality into processes and deliverables
9. Complexity: Navigate complexity
10. Risk: Optimize risk responses
11. Adaptability and resiliency: Embrace adaptability and
resiliency
12. Change: Enable change to achieve the envisioned future state

Source:, The Standard for Project Management – Seventh Edition, Project Management Institute, Inc., 2021. Copyright and all
rights reserved. Material from this publication has been reproduced with the permission of PMI. Page 23. 36
 Project Performance Domains
IC-1.6

Stakeholders

Uncertainty Team

Project Development
Approach
Measurement Performance and Life
Domains Cycle

Delivery Planning

Project Work

Adapted from A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Project Management
Institute, Inc., 2021. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI. 37
Page 5.
 What is Project Management? – Questions
IC-3.1
IC-3.2
1. A ________ is a temporary endeavor undertaken to create
a unique product, service, or result.
a. program
b. process
c. project
d. portfolio
2. Which of the following is often added to the project triple
constraint?
a. Meeting scope goals
b. Meeting quality goals
c. Meeting communications goals
d. Meeting procurement goals
Answers available via
Interactive Content on Quercus 38
 Module 1 - Section 3

Project Environment

39
 Project Environment
IC-1.7

Global

Environmental

Strategy

Structure

Political
National

Natural

Culture

Local
PROJECT
Governance

Economic/ Business

International

40
Projects and Strategy
• An organization's strategic plans have larger and longer-
term objectives
• They focus on the organization’s mission, vision and goals
for the next 3-5 years
• Organizations review projects to determine which ones will
provide the most value
• They may use structured processes to evaluate a project’s
value and its alignment to their strategic plans

41
 Organizational Strategic Pyramid

What do we stand for?

Belief
Values

Vision Why are we doing this?

Leadership
Mission How do we do it? Who?

What do we
Strategy / Objectives need to do?

Results
Actions/ Projects & Key Do it!
Performance Indicators (KPIs) How do we know?

42
 Program and Portfolio Management
IC-2.3
• To help manage projects,
they are organized into
programs and portfolios:
• Portfolio: projects, programs
and subsidiary portfolios and
operations managed as a group
to achieve strategic objectives
• Program: a group of related
projects, subsidiary programs
and programs activities
managed in a coordinated
manner to obtain benefits

43
 Portfolio

• A collection of projects and programs that are grouped

together to facilitate effective management to meet
strategic business objectives
• Investing in projects that are aligned to strategic objectives
• Focuses on doing the “right” programs and projects
• Prioritizes team and physical resource allocation
• Projects or programs in the portfolio may not necessarily
be interdependent or directly related
• Examples:
– Provide excellence in member support
– Go-to organization for project management knowledge

44
 Program

• Related projects managed in a coordinated way to obtain

benefits and control not available from managing them
individually
• Focuses on interdependencies to determine optimal
approach
• May include elements or related work outside of the scope
of the projects in the program
• Examples:
– PM Expo
– Academic outreach
– Corporate outreach

45
 Portfolio and Program Example
• Project Management Association for Project Managers
(PMA-PM)
– Strategy: PMA-PM will be the go-to organization for project
managers to obtain project management knowledge
Member PM
support Knowledge

Corporate Member Academic

Outreach Services PM Expo
Outreach

Job Board Website

Portfolio Tools and

Templates Program

Program
Member Marketing
Project Discounts Campaign

Virtual
Conference 46
Organizational Project Management
Projects Programs Portfolios
Scope Defined objectives Larger scope, more Changes with strategic
significant benefits objectives
Change Expect change. Expect change from Continuously monitor
Implement, monitor, and inside and outside. broader internal and
control Prepare to manage. external environment
Planning Progressively elaborate Develop overall program Create, maintain processes
detailed plans plan, create high level and communication relative
plans to the portfolio
Management Project team Program staff and project Portfolio staff, program
managers managers and project staff
Success Project on scope, time, Satisfaction on needs, Investment, performance
budget, quality and to benefits of program and benefit realization of the
customer satisfaction portfolio
Monitoring Monitor work on the Monitor program Monitor strategic changes,
project components to ensure performance results and risk
overall goals and benefits to the portfolio

Adapted from Part I, Figure 1-2, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition,
Project Management Institute, Inc., 2017. Copyright and all rights reserved. Material from this publication has been reproduced
with the permission of PMI. Page 17. 47
 Project Environment – Questions
IC-3.3
IC-3.4
1. Project portfolio management addresses ________ goals.
a. strategic
b. tactical
c. internal
d. external
2. The President of a small research company decides to
improve the organization’s knowledge management. The
IT manager is put in charge of implementing a new
application within a set timeframe and budget. The IT
manager is managing a _______.
a. project
b. program
c. portfolio
d. plan
Answers available via
Interactive Content on Quercus 48
Module 1 - Section 4

Project Team

49
Project Management as a Profession

Human
Human
Human
Human Eight Project
Resources Ten Project
Resources
Resources
Resources
(Leadership, Performance
(Leadership, Motivation, Management
(Leadership,
Motivation,
(Leadership,
Negotiation)
Domains
Knowledge
Motivation,
Negotiation)
Motivation,
Negotiation)
Negotiation) Areas

Business
Business
Application
HumanArea
Knowledge
Knowledge (Domain, Industry,
(Financial, Strategic
(Financial, Resources
Market)
(Leadership,
Planning)
Strategic Planning)
Motivation,
Project
Project Negotiation)
Project
Environment
Environment
Environment
(Politics,
(Politics, Culture,
Culture,
(Politics, Culture,
Change)
Change)
Change)

50
Project Management Skills
• Business Knowledge
– Financial management, procurement, sales, marketing, contracts,
manufacturing, distribution, logistics
– Strategic planning, tactical planning, operations management,
personnel administration, career paths, health and safety
• Human Resources
– Communication, leadership, motivation, negotiation, conflict
management, and problem solving
– Vision, delegation, creating an energetic and positive environment

51
PMI Talent Triangle
• Ways of Working: Apply the
right technique at the right time,
delivering winning results
• Power skills: These
interpersonal skills include
collaborative leadership,
communication, an innovative
mindset, for-purpose orientation,
and empathy.
• Business Acumen: Be able to
cultivate effective decision-
making and understand how
projects align with the big picture
of broader organizational
strategy and global trends

Source: https://www.pmi.org/certifications/certification-resources/maintain/earn-pdus/plan-development-talent-triangle
“The PMI Talent Triangle” and the PMI Talent Triangle image are marks of the Project Management Institute, Inc. 52
 Project Management as a Profession
IC-1.8
Content
Covered in PMI Code of Ethics and Professional Conduct
Code

1 2 3 4
Value
Responsibility Respect Fairness Honesty

Understanding
Ownership of Treatment of Objective and
Definition of the truth and
decisions and people and impartial
Values truth-based
actions resources decisions
action

• Aspirational • Honoring • Good faith • Transparency • No deception

and commitments • Non-abusive • Proper handling • No dishonest
Mandatory • Upholding legal • Respect for of conflicts of behavior
Conduct and ethical rules resources interest
Described • Proper motive in
decisions

Source: PMI® Code of Ethics accessed 2022, https://www.pmi.org/-/media/pmi/documents/public/pdf/ethics/pmi-code-of- 53

ethics.pdf?v=6af21906-e593-4b63-8cee-abeb4137f41d&sc_lang_temp=en
Project Team
• “A set of individuals
performing the work of the
project to achieve its
objectives” (PMBOK®
Guide)
• Tools to help build a high
performing team:
– Organization Chart
– Responsibility Assignment
Matrix (RAM)
– Team Charter
– Team Canvas

54
Team Organization Chart
Predictive Hierarchical Adaptive Self-Organizing
Organization Chart Team
Steering
Committee
Servant
Project Leader
Sponsor Member Product
4 Owner
Project
Manager
Self
Team Team Team Member Organizing User
Lead A Lead B Lead C 3

Member Member Member

A1 B1 C1 Member Member
2 1
Member Member Member
A2 B2 C2

55
 Responsibility Assignment Matrix –
RAM
IC-2.4

RACI Chart Person

Professional
Event Marketing Project
Activity Development
Manager Manager Manager
Manager
2.2 Hotel Booked R C I A
3.1 Website Developed I C R A
3.2 App Developed I C R A
4.1 Speakers Confirmed R C C A
4.2 Logistics Confirmed A, R C C

R=Responsible A=Accountable C=Consult I=Inform

56
Team Charter
• Establishes team values,
agreements and operating
guidelines
• May include:
– Communication guidelines
– Decision making criteria and
process
– Conflict resolution process
– Meeting guidelines
• Sets acceptable behavior
expectations
– Code of conduct
– Meeting etiquette

57
 Team Canvas
IC-2.5

People and Common Value Rules and

Roles Goals What do we stand Activities
for?
What are our names What you as a group What are the rules we
What are guiding
and the roles we have really want to achieve? want to introduce after
principles?
in the team? What is our key goal doing this session?
What are our
that is feasible, How do we
common values that
measurable and time- communicate and
we want to be at the
bound? Purpose core of our team?
keep everyone up to
Why are we doing date?
Personal what we are doing in Needs and How do we make
the first place? decisions?
Goals Expectations How do we execute
What are our individual What each one of us and evaluate what we
personal goals? needs to be do?
Are there personal successful?
agendas that we want What are our
to open up? personal needs
towards the team to
be at our best?

Source: www.theteamcanvas.com
58
 Team Canvas – AI (1)

• The PMExpo project team decided to use ChatGPT to help

them create the Team Canvas using the following steps:
– Copy and pasted the project description into ChatGPT
– Asked ChatGPT the following question

Please create a team canvas for the project and display this in the format of the basic team
canvas found on www.theteamcanvas.com with sections for goals (20 words), roles & skills
(3 roles), values (2 values), rules & activities (3 rules) and purpose (20 words).*

– Reviewed the output (on the next slide)

*The restrictions on the length are for the proposes of showing the results.

59
 Team Canvas – AI (2)

• Goals (20 words): Our goal is to successfully plan, develop, and execute the virtual conference,
ensuring a seamless experience for attendees while achieving high engagement and satisfaction.
• Roles & Skills (3 roles):
1. Project Manager: Leadership, project planning, and coordination.
2. Web Developer: Front-end and back-end development, website design.
3. Marketing Specialist: Marketing strategy, campaign execution, and promotion.
• Values (2 values):
1. Collaboration: Foster a collaborative environment where team members work together
effectively to achieve project goals.
2. Innovation: Encourage innovative solutions and approaches to create a cutting-edge virtual
conference experience.
• Rules & Activities (3 rules):
1. Regular Team Meetings: Conduct weekly status meetings to ensure communication and
alignment among team members.
2. Feedback Loop: Establish a feedback loop to gather input from stakeholders and team members
for continuous improvement.
3. Deadline Adherence: Adhere to project timelines and milestones to ensure the project stays on
track and meets its objectives.
• Purpose (20 words): Our purpose is to deliver a highly interactive and engaging virtual conference that
connects and educates participants while exceeding their expectations.

60
 Project Team – Questions
IC-3.5
IC-3.6
1. __________ is a set of principles that guide our decision
making based on personal values of what is “right” and
“wrong.”
a. Values
b. Morality
c. Religion
d. Ethics
2. A RACI chart is a type of _______________.
a. project organizational chart
b. resource histogram
c. responsibility assignment matrix
d. project dashboard
Answers available via
Interactive Content on Quercus 61
 Module 1 - Section 5

Review and Next Module

62
 Module 1 – Learning Outcomes

• In this module you learned how to:

– Define project and project management
– Describe how projects support strategy
– Create a project team canvas

63
Module 1 – Review
• 1.1 Course Overview
• 1.2 What is Project Management?
• 1.3 Project Environment
• 1.4 Project Team

64
 Next Module

• Module 2: Project Initiation

– Project Selection
– Project Justification
– Starting a Predictive Project
– Starting an Adaptive Project
• Read
– Chapter 2: Project, Program and Portfolio Selection, Pages 42-76
– Chapter 3: Project Life Cycles and Initiating Projects, Pages 90-115

65
 Assessments

• Group Assignment 1 due in Module 3

– Review the pool of projects
– Divide into groups
– Groups to read and pick one project for next session

• Individual Exercise 1 due in Module 2

• Confidence Quiz 1 coming up

– Covers Modules 1, 2, and 3

66
Any questions?

67
Thank You
Thank you for choosing the University of Toronto
School of Continuing Studies

68
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