1

POM400
PROJECT MANAGEMENT
NOTE: SLIDE 35 ADDED – NETWORK DIAGRAMS YOUTUBE LINKS

Presented by: Henk de Jager

E-mail: [email protected]
 2

WELCOME TO
THE FUTURE
 3

WHAT WILL YOU LEARN IN YOUR

STUDY COURSE FOR POM301 AND
POM400?
 4

WELCOME TO THIS EXAMINATION PREPARATION SESSION

We trust you are having a meaningful and positive learning journey with us.
Today we explore some of the areas of knowledge that you need to concentrate
on for a successful outcome in your assignments and examination.

Enjoy the class and prepare with confidence!

 5

PRESCRIBED TEXTBOOK

PRESCRIBED TEXTBOOK
…and new version
Gido, J., Clements, J. P. and Harinarain, N. (2018),
Successful Project Management. South Africa:
Cengage.
[ISBN: 978-1-473-75129-3]

OR

Gido, J., Clements, J. P. and Baker, R. (2022),

Successful
Project Management in South Africa, 2nd Edition,:
Cengage Learning EMEA.
[ISBN: 978-1-4737-8041-5]
 6

WHAT DOES THE

ABBREVIATION
P.R.O.J.E.C.T.S STAND
FOR?
 7

THE PROJECT MANAGEMENT CONTEXT

P – People
P – People
R - Resources
R-
O – Objective Orientated C – Cost
Resources

J – Juggle between Scope, Time and

PROJECTS
Cost E–
Efficiency O–
E – Efficiency of the Project Resources of the Objective
Project Orientated
Resources J – Juggle
C – Cost between
Scope,
Time and
T – Time Cost

S - Scope
 8

WHY
PROJECT
MANAGEMENT????
 9

DEMAND FOR PM

PMI Project Management Job

Growth and Talent Gap Report //
2017-2027

https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/job-growth-report.pdf?sc_lang_temp=en
 10

DEMAND FOR PM

• Trend #1 – Increasingly, Projects Will Be Impacted By Artificial and Data

Intelligence Technology
• Trend #2 – Project Managers Will Need Broader Skills…Ranging from AI to EI
(emotional Intelligence)
• Trend #3 – Project Managers Will Increasingly Embrace Customized or Hybrid
Project Management Approaches and Methodologies
• Trend #4 – Project Management Teams Will Become Increasingly Diverse

https://www.forbes.com/sites/danabrownlee/2019/07/21/4-project-management-trends-on-the-horizonare-yo
u-ready/?sh=31cdc5ff6769
 11

GENERAL INFORMATION

• Project management is not new and has been used

throughout the ages. Some examples of project outcomes
include:
• Pyramids of Giza: 2630- 2560 BC

• Great Wall of China: 8,851.8 kilometres, 2000 years

(5th Century BC – 221 BC and 1368 – 1644)

• Polio vaccine: from 1894 several projects, vaccines,

trials etc, 1988 – current, only 4 countries still
endemic polio virus

• Human beings landing on the moon

• Publication of a children’s book

 12

THE IMPORTANCE OF PROJECT MANAGEMENT

• Project management is the application of knowledge, skills, tools, and techniques to meet
the project requirements.
• To remain competitive in the world economy, companies are embracing project
management to consistently deliver business value.
• Effective and efficient project management should be considered a strategic competency
within organizations. It enables organizations to:
• Tie project results to business goals,
• Compete more effectively in their markets,
• Sustain the organization, and
• Respond to the impact of business environment changes on projects by appropriately
adjusting project management plans

• Source: A Guide to the Project Management Body of Knowledge (PMBOK)

 13

STUDY UNIT 1:
PROJECT PROPOSALS

Gido et al. (2018): Chapter 2 pp. 47–56;

Chapter 3 pp. 64–99.
 14

STUDY UNIT 1: LEARNING OUTCOMES

• On completion of the Study Unit, you should be able to do the

following:
• prepare a request for proposal;
• describe the process of soliciting proposals; and
• develop a project proposal
 15

RFP PROCESS OVERVIEW

People /organisations Contractors and

needing project work organisations who can
to be done deliver the project
successfully

HOW
 16

RFP PROCESS OVERVIEW

Contractor Send
Project
creates proposal to
identification
Proposal Client

Decision:
Project respond or Selection
selection not – process
bid/no-bid

Award
Project Send to
contract to
Charter contractors
contractor

Decide to RFP =
Project
outsource or Request for
execution
not Proposal
 17

RFP, DECISIONS AND PROPOSAL

• Project identification
• Project selection
• Project Charter
• Specific content and high level milestones
• Different types of projects & documentation
• Internal projects –Project Initiation Document (PID) details the project e.g. new
product development or office move
• Outsourcing the work: Request for Proposal (RFP) is done, e.g. new IT system
• Same information, different formats:
• PID for internal use to capture detail and enable control
• RFP aimed at obtaining the Contractor or service provider Proposals
 18

RFP, DECISIONS AND PROPOSAL

• Decision – to outsource or not

• If Outsource, then create RFP = Request for Proposal
• RFP is done by client organisation needing the services
from a Contractor
• Dates relate to cost and fees
• Decision – to respond or not
• Decision is made by the CONTRACTOR (service provider)
• If decision is yes, then generate a proposal
• Contractor creates a Proposal
• Proposes how to do the project, resources, schedule etc.
• Submits proposal to the client organisation
• Selection process to select the preferred Contractor
• Contract Concluded
 19

QUESTIONS?
 20

STUDY UNIT 2:
DEFINING SCOPE, QUALITY,
RESPONSIBILITY
AND ACTIVITY SEQUENCE

Gido et al. (2018): Chapter 4 pp. 102–145

 21

STUDY UNIT 2: LEARNING OUTCOMES

• Upon completion of the Study Unit, you should be able to do the

following:
• establish the objective of a project;
• define the scope of a project and prepare a project scope document;
• draft a project quality plan;
• create a work breakdown structure;
• create a responsibility assignment matrix;
• define and sequence proposed project activities;
• create a network diagram for a project; and
• evaluate the features of a sound Project Management Information system
 22

LEARNING OUTCOMES

Project Activities
Establish Objectives Network Diagram
Planning

Define the Scope Responsibility

Project Management
and Prepare Scope Assignment Information Systems
Document Matrix

Project Quality Work Breakdown

Plan Structure
 23

DEFINING SCOPE, QUALITY, RESPONSIBILITY

AND ACTIVITY SEQUENCE

• You may be a contractor who won the contract based on an RFP, or you may be a project
manager at an organisation. Once you have got responsibility for a project, you will need
to determine
• the activities that constitute your project (what),
• in which sequence they are to be completed,
• who will complete them, and
• how to determine the quality of the work being completed.
 24

DEFINING SCOPE, QUALITY, RESPONSIBILITY

AND ACTIVITY SEQUENCE

• Establish the objective of a project:

• The overall purpose of a project is defined by the project objective.

• Project objectives should be clear, communicable, measurable, specific and attainable

• Define the scope & prepare scope document:

• Project Scope Document has sections on requirements, statement of work, deliverables,

acceptance criteria

• Progressive elaboration

• Change control

• Project Quality Plan

• Ensure that the project will satisfy the requirements

• Doing it right the first time

 25

WORK BREAKDOWN STRUCTURE

• A work breakdown structure (WBS) is a key project deliverable that organizes the team's
work into manageable sections. The Project Management Body of Knowledge (PMBOK)
defines the work breakdown structure as a

"deliverable oriented hierarchical decomposition

of the work to be executed by the project team"
• The work breakdown structure visually defines the scope into manageable chunks that a
project team can understand, as each level of the work breakdown structure provides
further definition and detail. See next slides with sample work breakdown structures with
different levels defined.
 26

WORK BREAKDOWN STRUCTURE: CHAOS TO ORDER

 27

EXAMPLE WORK BREAKDOWN STRUCTURE

https://www.pmwares.com/blog/how-to-create-work-breakdown-structure/
 28

EXAMPLE WORK BREAKDOWN STRUCTURE

https://www.pmwares.com/blog/how-to-create-work-breakdown-structure/
 29

WORK-BREAKDOWN STRUCTURES (WBS)

Level 0 Graduation Ceremony 2020

Level 1 Ceremony After Party

Decoration
Level 2 Venue Invitations Lunch Liquor
s

Program Program Program Program Program

Task 1 Task 2 Task 3 Task 4 Task 5

Level 3
End Mile End Mile End Mile
stone stone stone
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CREATE WORK BREAKDOWN STRUCTURE,

ASSIGN RESPONSIBILITY AND SEQUENCE

• Work Breakdown Structure

• To determine which tasks or work items need to be accomplished and

• Who needs to perform them

• Responsibility Assignment Matrix

• Used to determine who is responsible for which activity

• Project Activities Planning

• To determine the sequence of the tasks that need to be completed.

• Activities can be performed serially, concurrently or
• through a laddering technique

• Network Diagram

• Diagram of activities with predecessors (immediately before),

• concurrent tasks (at same time) and successors (immediately after)
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CREATE WORK BREAKDOWN STRUCTURE IN WORD / OFFICE

• In WORD (or any Office app with SmartArt:

• Insert

• SmartArt

• Click on Hierarchy

• OK
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CREATE WORK BREAKDOWN STRUCTURE IN WORD / OFFICE

• In WORD (or any Office app with SmartArt:

• Insert

• SmartArt

• Hierarchy

• OK
 33

THANK Auntie’s
Birthday
party Riette
YOU
ENKOS
RE A I Venue Music Food
Venita Cody Sipho

DANKI
LEBOGA
Booking Deposit
E Betty Nelly
 34

NETWORK DIAGRAM: FORWARD AND BACKWARD PASS

• https://www.youtube.com/watch?v=WVHvsw7rakI

• https://www.youtube.com/watch?v=4oDLMs11Exs

• https://www.youtube.com/watch?v=NDa-Fq5jeuM

Source: https://www.youtube.com/watch?v=NDa-Fq5jeuM
 35

QUESTIONS & ANSWERS

 36

STUDY UNIT 3:

DETERMINING COSTS, BUDGET

AND EARNED VALUE
Refer to: Gido et al. (2018): Chapter 7
pp. 242–264
 37

LEARNING OUTCOMES

• Upon completion of Study Unit 3, you should be able to:

• determine the total budgeted cost and budget at completion for a project;
• develop a time-based budget for a project;
• determine cumulative budgeted cost for a project;
• compare actual cost of a project with budgeted cost;
• determine the value of project work performed;
• analyse cost performance related to a project;
• estimate the forecasted cost at completion at a particular point during a project;
• appraise suitable methods to reduce project costs; and
• describe best practice in managing cash flow during a project
 38

DETERMINING COSTS, BUDGET AND EARNED VALUE

• The world – and therefore your project – revolves around money. Any good
manager must be able to keep track of budget, costs and the value of the
work that has been performed. However, merely knowing the numbers is
not enough, as you may quickly lose sight of or forget the ‘big picture’. This
unit will introduce the tools you may use to track the costs and value of your
project. This will allow you to take corrective action if you find yourself
running over budget.
 39
TODAY

TOTAL ACTUAL
PROJECTMONEY SPENT TOTAL AMOUNT

THANK BUDGETED TILL END

YOU
ENKOS
ACTUAL WORK DONE

RE A I
We need to know if the money spent to date is what we planned.

DANKI
Or did we spend too much or too little?
LEBOGA
Is the work done to date the volume that we planned to do, or did
we do more or less work?
E
Will we be able to complete the work to be done with the amount
of money that we have left?
 40

DETERMINING COSTS, BUDGET AND EARNED VALUE

• How much did we budget in total till the end of the project?
• What is the budgeted amount up to today?
• How much of the budgeted money (till today) have we actually spent to
date?
• How much work did we do?
• So, did we do all the work we thought we would do for the money?
• Are we behind/up to date/ahead with work compared to the money
spent?
• If we keep doing the same rate of work (productivity), will we spend the
same budgeted money or more / less by the end of the project?
 41

EARNED VALUE METHOD (EVM):

THE ACTUAL COST (AC)
EVM is a project management technique for measuring project performance and
progress in an objective manner.

Because EVM has the ability to combine measurements of :

• Scope,

• Schedule

• and cost,

in a single integrated system, EVM is able to provide accurate forecasts of

project performance problems, which is an important contribution for project
management.
 42

EARNED VALUE METHOD(EVM) - PLANNED VALUE (PV)

• Planned Value (PV): is the approved value of the work to be completed in a

given time period; i.e. it is the money that you should have spent as per the
schedule.

• As per the PMBOK Guide “Planned Value (PV) is the authorized budget
assigned to work to be accomplished for an activity or WBS component. Total
planned value for the project is also known as Budget At Completion (BAC).”

• PV = (Planned % Complete) X (BAC)

 43

EARNED VALUE METHOD(EVM) - EXAMPLE (PV)

• You have a project to be completed in 12 months and the total cost of the project is
R100,000. Six months have passed and the schedule says that 50% of the work
should be completed. What is the Planned Value (PV)?

• Project duration – 12 months

Project Cost (BAC) – R100,000
Time elapsed – 6 months
Percent complete – 50% (as per the schedule)

• The definition of Planned Value says that Planned Value is the value of the work
that should have been completed so far (as per the schedule). Therefore, in this
case we should have completed 50% of the total work. Hence,
• Planned Value = 50% of value of the total work = 50% of BAC
= (50%) (R100,000)= R50,000.
 44

EARNED VALUE METHOD (EVM): THE ACTUAL WORK DONE

•The actual work done is expressed as a percentage..

•It is to be found on your project plan (schedule) where you have marked all the completed and
in-progress tasks.

•For the next example, assume you have updated your schedule and the actual percentage of
work that was done, is 40%

•Actual Quantity of work performed AQ or AQWP

 45

EARNED VALUE METHOD (EVM): THE ACTUAL COST (AC)

•The Actual Cost is the total cost incurred for the actual work completed to date; i.e. it is the
amount of money you have actually spent till now.

•As per the PMBOK Guide “Actual Cost (AC) is the total cost actually incurred in accomplishing
work performed for an activity or WBS component.”

•Actual Cost is also known as the Actual Cost of Work Performed (ACWP).
•For the next example, assume you have spent R60,000
 46

EARNED VALUE METHOD (EVM):

EVM EXPLAINED

Now we express the amount of work done together with the actual budget that you
spent– how much actual work (value) did you buy with the money you spent?
• The Earned Value (EV) is the value of the work actually completed to date; i.e. it is the
value of the project that you have earned (paid for) so far.
• As per the PMBOK Guide “Earned Value (EV) is the value of work performed
expressed in terms of the approved budget assigned to that work for an activity or
WBS Component. ”
• Earned Value is also known as the Budgeted Cost of Work Performed (BCWP), and
also Cumulative Earned Value (CEV).
• EV or BCWP or CEV = Baselined Cost (BCAC) x % Complete
 47

EARNED VALUE METHOD (EVM): EXAMPLE

You have a project to be completed in 12 months and the total cost of the project is
R100,000.
Six months have passed and R60,000 is spent, but on closer review you find that only
40% of the work is completed so far.
What is the Earned Value (EV)?
The definition of Earned Value says that it is the value of the project that has been
earned. In this case only 40% of the work has been completed. Hence,

Earned Value (EV) = 40% of value of total work

= 40 % of BAC (budgeted cost at completion)
= (40%)(R100,000)
= (0.4)(R100,000)
= R40,000
 48

EARNED VALUE METHOD(EVM):

6 (EVM) PARAMETERS

• Budgeted cost of work scheduled (BCWS) - the budgeted cost of work scheduled to be
carried out in a given time period – this is also called Planned Value (PV)
• Budgeted cost of work performed (BCWP) or (EV) - the budgeted cost of work actually
performed in a given time period - Earned Value is also known as the Budgeted Cost
of Work Performed (BCWP), OR Cumulative Earned Value (CEV).
• Budgeted cost at completion (BCAC)
• Budgeted quantity at completion (BQAC)
• Actual Quantity of work performed (AQWP)
• Actual cost of work performed (ACWP) - the actual cost of work performed in a given
time period = Actual Cost (AC)
 49

EARNED VALUE METHOD(EVM):

INDEXES

• But because it is difficult to work with large amounts of money on big projects, and you
need to represent these to executive management, it is much easier to express these
differences in terms of ratios which we call an index.
• The next slides give examples of the most important indeces and how to read them
 50

EARNED VALUE METHOD (EVM):

COST PERFORMANCE INDEX (CPI)
Budget at completion (BAC): The total planned value (PV or BCWS) at the end of the
project.

Cost Variance (CV) = EV - AC

•CV greater than 0 is good (under budget).
•For EV = R40,000 and AC = R60,000 = R-20,000 in our example, this is over budget
and not good

Cost Performance Index (CPI) = EV/AC

CPI< 1 that the cost of completing the work is higher than planned (bad);
CPI= 1 that the cost of completing the work is right on plan (good);
CPI> 1 that the cost of completing the work is less than planned (good (under budget)
or sometimes bad - may mean that the plan was too conservative! The planners tie up
available funds for other purposes).
 51

EARNED VALUE METHOD (EVM):

SCHEDULE PERFORMANCE INDEX (SPI)
The following EVM formulas are for schedule management, and do not require
accumulation of actual cost (AC):

Scheduled Variance (SV) = EV - PV

SV = R40,000 – R50,000 = R-10,000 which is not good, and behind schedule
SV > 0 is good (ahead of schedule).
SV = 0 at project completion because then all of the planned values will have been
earned.
Schedule Performance Index (SPI) = EV/PV
SPI > 1 is good (ahead of schedule).
SPI < 1 is bad(behind schedule).
 52

EARNED VALUE METHOD(EVM):

FORECASTED COST AT COMPLETION

• So, now we know exactly where we stand on the project finances, at this moment in
time
• And because we now need to find out if the project by the end of the project, will be
over or under spent, we need to do further calculations
• Forecasted Cost at completion (FCAC) will tell us what the end-of-project spend will be
if we carry on exactly as now with spending and with productivity (cost and value)
• There are two methods to calculate this amount
 53

EARNED VALUE METHOD (EVM):

FORECASTED COST AT COMPLETION- METHOD 1 AND 2

•
 54

DETERMINING COSTS, BUDGET AND EARNED VALUE

 55

ACRONYMS THAT MEAN (MOSTLY) THE SAME

To reconcile the terms

and acronyms used in the
textbook and the study
guide and exams.
Terms in the same block
are interchangeable for
our purposes
 56

THANK NOTE:
AC = ACWP
PV = BCWS

YOU
ENKOS
RE A I
DANKI
LEBOGA
E
 57

QUESTIONS

AND LET US TAKE A

BREAK?
 58

STUDY UNIT 4:
MANAGING RISK
Refer to: Gido et al. (2018): Chapter 8 pp. 286–301
 59

LEARNING OUTCOMES:

• Upon completion of Study Unit 4, you should be able to:

• evaluate the various risks pertaining to a project;
• appraise the approaches to identifying, assessing and planning risk;
• discuss the nature of a risk response plan; and
• create a risk assessment matrix for a given project.
 60

PROJECT MANAGEMENT LIFE CYCLE: INITIATION

• Project risk management is the process of identifying, analyzing and then

responding to any risk that arises over the life cycle of a project to help the project
remain on track and meet its goal. Risk management isn’t reactive; it should be
part of the planning process to figure out risk that might happen in the project and
how to control that risk if it in fact occurs.
• A risk is anything that could potentially impact your project’s timeline, performance
or budget. Risks are potentialities, and in a project management context, if they
become realities, they then become classified as “issues” that must be addressed.
So risk management, then, is the process of identifying, categorizing, prioritizing
and planning for risks before they become issues.

• Source: https://www.projectmanager.com/blog/risk-management-process-steps
 61

WHAT COULD GO WRONG?

WHAT THREATENS MY PROJECT?
 62

WHAT COULD GO WRONG?

WHAT THREATENS MY PROJECT?
 63

RISK IDENTIFICATION

• Identification of the risks to your project

• Identifying and management of Risks
• Brainstorm (judgment, experience)
• Categories of risk (Cost, HR, Technical, External, etc)
• Historical information (past projects, type of industry, past challenges)
• Assessment of risks
• Plan risk responses
• Avoid, Mitigate, Accept
• Control Risks and Manage them (on-going process)
 64

THANK
YOU
ENKOS
RE A I
DANKI
LEBOGA
E
 65

RISK IDENTIFICATION: RISK REGISTER

https://www.stakeholdermap.com/risk/register-common-project-risks.html
 66

RISK IDENTIFICATION: RISK MATRIX

 67

ANY QUESTIONS
ABOUT RISKS?
 68

STUDY UNIT 5:
THE PROJECT MANAGER

Refer to: Gido et al. (2018): Chapter 10 pp. 324–355

 69

LEARNING OUTCOMES:

• Upon completion of this Study Unit, you should be able to:

• describe the responsibilities and skills required of a competent project manager;
• discuss ways in which project manager competence can be developed;
• evaluate the importance of - and barriers to effective delegation in a project
management environment; and
• discuss the management of change in a project management environment
 70

THE ROLE OF THE PROJECT MANAGER

Planning
Business
Case Manage the
Requirement team Manage Cost
Specifications
Communication
Methodology

Manage Risk
Scope

Document success Issue

criteria management

Deliverables Project Closure

Persistence and objectivity
 71

PROJECT MANAGER RESPONSIBILITIES AND SKILLS

• A project manager is a person who has the overall responsibility for the successful
initiation, planning, design, execution, monitoring, controlling and closure of a
project.
• Construction, petrochemical, architecture, information technology and many
different industries that produce products and services use this job title.
• The project manager must have a combination of skills including an ability to ask
penetrating questions, detect unstated assumptions and resolve conflicts, as well
as more general management skills.
• Project managers use project management software, such as Microsoft Project, to
organise their tasks and workforce. These software packages allow project
managers to produce reports and charts in a few minutes, compared with the
several hours it can take if they do it by hand.
 72

PROJECT MANAGER RESPONSIBILITIES AND SKILLS

• Responsibilities and Skills:

• Responsibilities: Planning – Organising – Controlling

• Project Manager skills:
• Leadership ability
• Ability to develop people
• Communication skills
• Interpersonal skills
• Ability to handle stress
• Problem solving
• Negotiating
• Time management
 73

PROJECT MANAGER RESPONSIBILITIES AND SKILLS

• Ways in which project manager competence can be developed

• Ten ways that project managers could develop their competence

• Delegation

• 7 ways to effectively delegate

• Barriers to effective delegation
• Managing changes

• Changes often affects scope, schedule, costs

• Change control system
 74

THANK
YOU
ENKOS
RE
Is the light A I
DANKI
going onLEBOGA Do you
for you? E
have
questions?
 75

THANK
YOU
ENKOS
RE A
STUDYI UNIT 6
THELEBOGA
PROJECT
DANKI TEAM
E
Refer to: Gido et al. (2018): Chapter 11 pp. 356–401
 76

LEARNING OUTCOMES

• Upon completion of this Study Unit, you should be able to:

• appraise the process of development and growth of a project team;

• discuss the format, nature and particulars of a project kick-off meeting;
• evaluate the characteristics of effective project teams and the barriers to their effectiveness;
• explain the importance of being an effective team member;
• appraise the importance of team building and valuing team diversity;
 77

LEARNING OUTCOMES 2…..

• Some more knowledge you should be able to demonstrate upon completion of this Study
Unit:
• contrast ethical and unethical behaviour in a project management environment;
• discuss the sources of conflict during projects and ways in which conflict can be managed;
• appraise the steps that need to be followed when solving a significant problem during the course
of a project;
• evaluate brainstorming as a technique used in problem-solving; and
• appraise the importance of efficient and effective time management in a project management
environment.
 78

THE PROJECT TEAM

• The most crucial component of any project is the team. Without the team, no work
would begin. No matter how good your planning, strategies, and training are, if you
do not have a team, you will fail. Once you have a team, if you do not nurture them
and help them grow, your team will quickly become disillusioned, lose morale, and
not produce successful work.
• The project team includes the project manager and the group of individuals who
work together on a project to achieve its objectives. It consists of the project
manager, project management staff, and other team members who are maybe not
directly involved with management but carry out the work related to the project. This
team consists of people from different teams with precise subject matter knowledge
or with the required skill set to carry out the work of the project. The structure and
characteristics of a project team usually vary, but the project manager’s role as the
leader of the team remains constant. However, the amount and nature of authority
the project manager has over the members can differ.
 79

THANK
YOU
ENKOS
RE A I
DANKI
LEBOGA
E
 80

THANK
YOU
ENKOS
RE A I
DANKI
LEBOGA
E
https://www.researchgate.net/figure/Bruce-Tuckmans-Model-of-Team-Development_tbl1_301549649
 81

THANK
YOU
ENKOS
RE A I
QUESTIONS & ANSWERS
DANKI
LEBOGA
E
 82

THANK
STUDY
YOU
ENKOS UNIT 7:
RE A ISIMULATION
PROJECT
PART A – PROJECT
DANKI
LEBOGA
MANAGEMENT
E
SOFTWARE
 83

LEARNING OUTCOMES:

• Upon completion of Study Unit 7, you should be able to:

• discuss the purpose and usefulness of project management software;
• demonstrate a working knowledge of navigation of a project management software
suite;
• view project information using various view options;
• create a new project in an electronic project management system
• create tasks and their relationships, allocate resources, critical path and GANTT chart
and know how to create and print reports in an electronic project management system
 84

PROJECT MANAGEMENT SOFTWARE

• Planning, managing, and keeping track of all project variables would be almost impossible
without computers and software – especially considering the size, scale, complexity, reach,
and internationality of modern projects.
• While there are several software suites that you can use, some of the most-
commonly-used suites are Microsoft (MS) Project, MS Excel, ProjectLibre, and Open
Office.
• Ultimately, the decision of which software you will use depends on a variety of factors as
dictated by the needs of your project.
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DANKI GOOD
LEBOGA
END OF E
THE LUCK
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