Topic outline

  • Course Introduction

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    Businesses undertake projects for many reasons, such as solving business problems, creating a competitive advantage, or delivering value to the consumer. There are as many types of projects as there are businesses, products, processes, and operations. Thus, every business must decide what methods to use for various projects.

    Most companies will have more than one project going at the same time. The process that it uses for each project may differ. A software project may use an agile method, whereas product development may use a traditional method. Some projects are small and do not need a long time or financial commitments. Others can rise to the scope of a mega project requiring vast resources and budgets.

    Regardless of the type of project, having a definitive process for achieving the project's goals can be the difference between failure and success. The field of project management is so important to businesses that the PMI has developed professional standards and a certification process for people who specialize in project management and are at different stages in their careers. This course will follow the principles and practices of the PMI, which defines five key project process groups and ten knowledge areas.

    Ultimately, how a company undertakes and completes projects can be a competitive advantage that allows it to deliver business value.

  • Unit 1: What is Project Management?

    In this unit, we will define project management as a discipline and set the background for its use in an organizational context. We define project management terminology and processes as well as differentiate project management from ongoing operations. We continue to see how the discipline of project management helps support an organization's strategic mission. Various frameworks for executing projects with an emphasis on the Project Management Institutes (PMI) focus will be presented. Finally, we look at the reasons projects succeed or fail.

    Completing this unit should take you approximately 5 hours.

    • Unit 1 Introduction Video Page
      Students must
      View

    • Upon successful completion of this unit, you will be able to:

      • examine how projects achieve an organization's strategic objectives;
      • distinguish between projects and on-going operations when presented with various scenarios;
      • explain the role of organizational leadership in finding project opportunities and overcoming organizational challenges related to projects;
      • demonstrate best practices that contribute to a project's success or failure; and
      • demonstrate how the triple constraint – scope, schedule, and budget – interplay within a project.

    • 1.1: Introduction to Project Management

      • What is Project Management? Book
        Students must
        Mark as done

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

      • How Are Projects Different from Ongoing Operations? Page
        Students must
        Mark as done

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

    • 1.2: Strategic Vision

      • The Role of Strategy in Management Book
        Students must
        Mark as done

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

      • Project Selection Page
        Students must
        Mark as done

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

      • Calculating Net Present Value Page
        Students must
        Mark as done

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

    • 1.3: Project Management Terminology

      • Framework for Project Management Book
        Students must
        Mark as done

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

      • Project Management Frameworks Page
        Students must
        Mark as done

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

      • Project Management FAQs Page
        Students must
        Mark as done

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

    • 1.4: Project Success or Failure

      • Reasons Projects Succeed or Fail Page
        Students must
        Mark as done

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

      • Understanding the Project Management Triangle (or Triple Constraint) Page
        Students must
        Mark as done

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

    • Unit 1 Study Resources

      This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

    • Unit 1 Assessment

      • Unit 1 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Unit 2: The Project Lifecycle

    In this module, we examine the project lifecycle as defined by the Project Management Institute, which consists of project initiation, planning, execution, monitoring and controlling, and closing. We will briefly look at each phase with an emphasis on the work completed during that phase of the project and how all phases work together to complete the work of the project.

    Completing this unit should take you approximately 4 hours.

    • Unit 2 Introduction Video Page
      Students must
      View

    • Upon successful completion of this unit, you will be able to:

      • differentiate the work completed during each phase of a project;
      • apply appropriate project management techniques to each project phase; and
      • demonstrate the proper use of project management documents throughout the project management lifecycle.

    • 2.1: Project Management Life Cycle

      • The Project Life Cycle (Phases) Book
        Students must
        Mark as done

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

      • Project Initiation, Scope, and Structure Page
        Students must
        Mark as done

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

    • 2.2: Initiation Phase

      • Initiation, Success, and the Project Charter Book
        Students must
        Mark as done

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

      • Components of a Project Charter Book
        Students must
        Mark as done

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

      • Business Case Page
        Students must
        Mark as done

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

      • How to Illustrate Business Case Benefits Page
        Students must
        Mark as done

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

    • 2.3: Planning Phase

      • Project Schedule Planning Book
        Students must
        Mark as done

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

    • 2.4: Execution Work Management Phase

      • Project Implementation Overview Page
        Students must
        Mark as done

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

    • 2.5: Monitoring and Controlling Work Phase

      • Project Monitoring and Control Page
        Students must
        Mark as done

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

    • 2.6: Closing and Implementing Phase

      • Project Closing Page
        Students must
        Mark as done

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

    • Unit 2 Study Resources

      This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

    • Unit 2 Assessment

      • Unit 2 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Unit 3: Initiating Projects

    During the project initiation phase, projects go from an idea to an approved venture. Projects start with an idea and a sponsor. During initiation, the idea becomes more defined. The project charter is developed, which is a document that, once approved, authorizes the project to proceed. The project charter will provide a high-level scope of work, deliverables, project schedule, and budget, as well as an initial look at potential risks. The business case of the project, or the measurable organizational value, will be addressed. Finally, we look at the role of stakeholders in our project.

    Completing this unit should take you approximately 4 hours.

    • Unit 3 Introduction Video Page
      Students must
      View

    • Upon successful completion of this unit, you will be able to:

      • prepare a project charter for a given scenario;
      • align the preliminary description of the project and expected outcomes with the project boundaries, constraints, and assumptions;
      • develop a business case to support a given project scenario; and
      • identify project stakeholders and key roles.

    • 3.1: Business Case

      • Project Initiation Book
        Students must
        Mark as done

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

      • Identify the Need for a Business Case Book
        Students must
        Mark as done

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

    • 3.2: The Project Charter

      • Developing the Project Charter and Baseline Project Plan Book
        Students must
        Mark as done

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

      • Project Charter Components Book
        Students must
        Mark as done

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

    • 3.3: Stakeholder Identification and Prioritization

      • Stakeholder Management Book
        Students must
        Mark as done

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

      • Engaging Stakeholders Early Book
        Students must
        Mark as done

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

    • Unit 3 Study Resources

      This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

    • Unit 3 Assessment

      • Unit 3 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Unit 4: Planning Projects

    Although project execution is often considered the phase of the project that takes the most time to complete, project planning is the phase that starts to refine the goals, objectives, and deliverables for the project so that execution is effective and efficient. In planning, the project team seeks to thoroughly define the scope of work, schedule, resources needed, and a plan for monitoring and controlling costs. Finally, we look at how to plan for project risks, quality, and procurement needs.

    Completing this unit should take you approximately 13 hours.

    • Unit 4 Introduction Video Page
      Students must
      View

    • Upon successful completion of this unit, you will be able to:

      • break down the work required to complete a project and create a detailed project schedule;
      • decompose project deliverables into work packages;
      • demonstrate the use of appropriate network scheduling techniques such as Gantt, PERT, ADM, and CPM;
      • determine the physical and human resources needed to complete a project;
      • determine the cost of the resources needed to complete and deliver all project activities;
      • analyze the final budget based on the input of different stakeholders and approved financial resources; and
      • prepare various project plans, including scope, schedule, cost, risk, procurement, and quality.

    • 4.1: Defining Project Scope

      • Overview of Project Planning Page
        Students must
        Mark as done

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

      • Scope Planning Book
        Students must
        Mark as done

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

      • Project Scope and Context Book
        Students must
        Mark as done

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

      • Scope Creep Page
        Students must
        Mark as done

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

    • 4.2: Plan the Schedule

      • Project Scheduling Book
        Students must
        Mark as done

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

      • Project Schedule Management Page
        Students must
        Mark as done

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

    • 4.3: Controlling the Project Schedule

      • The Critical Path Method Page
        Students must
        Mark as done

        This video demonstrates the Critical Path Method (CPM).

    • 4.4: The Work Breakdown Structure (WBS)

      • Scope Management Page
        Students must
        Mark as done

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

      • Key Components of Project Management Page
        Students must
        Mark as done
        This article identifies several key components of project management, many of them related directly to managing and controlling the scope of work.

    • 4.5: Resource Planning

      • Resource Planning Book
        Students must
        Mark as done

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

      • Constrained Resource Page
        Students must
        Mark as done

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

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

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

    • 4.6: Budget Estimation

      • Budget Planning Book
        Students must
        Mark as done

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

      • Bottom-Up Estimation Page
        Students must
        Mark as done

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

      • Top-Down Estimation Page
        Students must
        Mark as done

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

    • 4.7: Risk Identification

      • Managing Project Risks Book
        Students must
        Mark as done

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

      • Risk Identification Page
        Students must
        Mark as done

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

      • Risk Register Page
        Students must
        Mark as done

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

    • 4.8: Risk Response Planning

      • Risk Reporting and Mitigation Page
        Students must
        Mark as done

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

      • Project Risk Identification Page
        Students must
        Mark as done

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

      • Quantitative Risk Management Page
        Students must
        Mark as done

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

      • Risk Management Planning Book
        Students must
        Mark as done
        Read this chapter to learn about the risk evaluation process, risk mitigation and contingency planning, and the unique risks that can occur at each phase of a project.

    • 4.9: Quality Management

    • 4.10: Procurement Management

      • Resource Management Page
        Students must
        Mark as done

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

      • Project Procurement and Closure Book
        Students must
        Mark as done

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

    • Unit 4 Study Resources

      This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

    • Unit 4 Assessment

      • Unit 4 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Unit 5: Executing Projects

    Project execution is where the work of the project is done. When the scope of work is clearly defined, the resources needed are gathered, and the project team is assembled, the tasks needed to complete the project can begin. It's important to note that while the project phases may seem to follow in a linear manner, project planning, execution, monitoring, and controlling actually may overlap at various times throughout the project. It is common for a project manager to be working on the procurement plan or quality plan after project execution begins. During project execution, the project manager carefully works to meet stakeholder expectations while keeping the project team functioning at full capacity. Here, it is important to understand the dynamics that make up a high-functioning team. This may include resolving conflicts and providing leadership. Additionally, the project manager may be finalizing the risk, procurement, and quality plans for the project.

    Completing this unit should take you approximately 9 hours.

    • Unit 5 Introduction Video Page
      Students must
      View

    • Upon successful completion of this unit, you will be able to:

      • characterize effective project management teams in an organization;
      • examine team management techniques and practices in a project context;
      • apply appropriate change control processes to manage the project's triple constraint;
      • demonstrate good interpersonal skills needed for the successful management of stakeholders, sponsors, team members, vendors, suppliers, and others interested in the project;
      • determine appropriate corrective actions to take when project risk is realized;
      • identify appropriate techniques for quality analysis given a scenario; and
      • compare the impact of risk on the project's scope, schedule, or budget.

    • 5.1: Change Management

      • Starting a Project Book
        Students must
        Mark as done
        As you read this chapter, pay attention to the discussion of documenting changes.
      • Understanding and Meeting Client Expectations Book
        Students must
        Mark as done

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

    • 5.2: Managing Stakeholders

      • Stakeholder Relationships and Expectations Book
        Students must
        Mark as done
        As you read this chapter, study the relationship-building techniques that relate to stakeholder expectations.
      • Managing Stakeholders Page
        Students must
        Mark as done

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

    • 5.3: Team Development

      • Five Models for Understanding Team Dynamics Book
        Students must
        Mark as done

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

    • 5.4 Team Management

      • Troubleshooting Miscommunication Book
        Students must
        Mark as done

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

      • What Is Leadership? Book
        Students must
        Mark as done

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

      • Interpersonal Skills Page
        Students must
        Mark as done

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

      • Multicultural Teams Book
        Students must
        Mark as done

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

      • Building Successful Teams Book
        Students must
        Mark as done

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

      • Conflict Resolution Strategies Book
        Students must
        Mark as done

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

    • 5.5: Risk Monitoring

      • Manage Risk Page
        Students must
        Mark as done

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

    • 5.6: Risk Reporting

      • Risk Monitoring and Control Page
        Students must
        Mark as done

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

    • 5.7: Procurement Monitoring

      • Contract Management Book
        Students must
        Mark as done

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

      • Contract Administration Process Page
        Students must
        Mark as done

        This article defines several key concepts involved in contract management.

      • Select Seller Process Page
        Students must
        Mark as done

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

    • 5.8: Quality Control

    • Unit 5 Study Resources

      This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

    • Unit 5 Assessment

      • Unit 5 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Unit 6: Monitoring and Controlling Projects

    The monitoring and controlling phase is typically done in parallel with the execution phase of a project. Monitoring and controlling is about making sure the project is on track in terms of scope, schedule, and budget. Risks are monitored and, when realized, acted upon based on the project plan put in place. Procurements are monitored for quality and to assure that the vendors are meeting expectations. Finally, the overall quality of the project deliverables is monitored, and corrective action is initiated when needed. In addition to monitoring and controlling the project, performance reporting occurs in this phase. Project status reports are generated and distributed to the appropriate stakeholders.

    Completing this unit should take you approximately 7 hours.

    • Unit 6 Introduction Video Page
      Students must
      View

    • Upon successful completion of this unit, you will be able to:

      • plan various communication requirements during project execution;
      • compare actual progress to plans, update information, monitor implementation of project and changes;
      • apply metrics and reporting techniques to monitor and control a project;
      • identify variances and tolerances to set the boundaries for acceptable results;
      • evaluate the use of earned value analysis to complete work performance reports; and
      • determine if a project is on schedule or on budget using project software reporting features.

    • 6.1: Resource Control

      • Allocating and Managing Constrained Resources Book
        Students must
        Mark as done

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

      • Managing the Schedule Book
        Students must
        Mark as done

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

    • 6.2: Cost Controls

      • Earned Value Management Page
        Students must
        Mark as done

        This article defines terms related to earned value management.

      • EVM Cost Management Page
        Students must
        Mark as done

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

    • 6.3: Performance Measurement

      • Project Monitoring, Analytics, and Control Book
        Students must
        Mark as done

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

      • Calculating and Understanding Cost Variance Page
        Students must
        Mark as done

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

      • Calculating and Understanding Schedule Variance Page
        Students must
        Mark as done

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

    • 6.4: Planning and Managing Communications

      • Communication Planning Book
        Students must
        Mark as done

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

      • Project Communications Planning Page
        Students must
        Mark as done

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

    • 6.5: Monitoring Communications

      • Project Communications in Action Page
        Students must
        Mark as done

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

      • Strategies for Effective Communication Book
        Students must
        Mark as done

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

    • 6.6: The Project Manager

      • Effective Status Reporting Practices Page
        Students must
        Mark as done

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

    • 6.7: Managing Projects with Software

      • Project Scheduling Software Book
        Students must
        Mark as done

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

      • Reports for Tasks and Resources in Microsoft Project Page
        Students must
        Mark as done

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

      • Earned Value Analysis Using Microsoft Project Page
        Students must
        Mark as done

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

    • Unit 6 Study Resources

      This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

    • Unit 6 Assessment

      • Unit 6 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Unit 7: Closing Projects

    During this final phase of a project, approval for the project is obtained from the project sponsor and appropriate stakeholders. Project resources are released and returned, vendors are paid, and project documents are archived. In this stage, it's important to review the project and capture lessons learned that can then be passed on to future projects. Finally, teams should celebrate their success.

    Completing this unit should take you approximately 2 hours.

    • Unit 7 Introduction Video Page
      Students must
      View

    • Upon successful completion of this unit, you will be able to:

      • evaluate lessons learned for future project implications;
      • describe the importance of stakeholder approval during project closing;
      • examine the various tasks that need to be addressed in project closure related to contracts and procurements; and
      • discuss the importance of celebrating the project team through rewards and recognition.

    • 7.1: Project Close-Out

      • Project Closure and Auditing Book
        Students must
        Mark as done

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

      • Project Completion Book
        Students must
        Mark as done

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

    • 7.2: Closing Project Procurements

      • Contract Closure Process Page
        Students must
        Mark as done

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

    • 7.3: Project Closure and the Project Team

      • Project Closing Page
        Students must
        Mark as done

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

    • Unit 7 Study Resources

      This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

    • Unit 7 Assessment

      • Unit 7 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Study Guide

    This study guide will help you get ready for the final exam. It discusses the key topics in each unit, walks through the learning outcomes, and lists important vocabulary. It is not meant to replace the course materials!

  • Final Exam Preparation

    These case studies are an excellent way to review what you've learned so far and are presented by one of the professors who created the course. Review these materials before you take the final exam.

  • Course Feedback Survey

    Please take a few minutes to give us feedback about this course. We appreciate your feedback, whether you completed the whole course or even just a few resources. Your feedback will help us make our courses better, and we use your feedback each time we make updates to our courses.If you come across any urgent problems, email degrees@saylor.org.

  • Final Exam

    • Practice Final Exam

      Take this practice exam to help you get ready for your final exam. This exam can be taken as many times as you like, and it will cover topics similar to the final exam.

      We recommend that you take a look at the practice final exam before proceeding to the final exam because you will only have three tries to pass the final exam with an 80% or above.

    • Proctored Final Exam

      Take this Proctored Final Exam to complete this course.

      The exam requires a proctor and a proctoring fee of $5. To pass this course, you will need to earn a grade of 80% or higher on the Proctored Final Exam. Your grade for this exam will be calculated as soon as you complete it.

      If you do not pass the exam on your first try, you can take it again up to a maximum of 3 times, with a 30-day waiting period between each attempt. You may not create another account to exceed these limits. After your third failed attempt you will not be able to pass this course, so we recommend taking the Practice Final Exam as many times as you need to feel comfortable.

      We are partnering with SmarterProctoring to help make the proctoring fee more affordable. We will be recording you, your screen, and the audio in your room during the exam. This is an automated proctoring service, but no decisions are automated; recordings are only viewed by our staff with the purpose of making sure it is you taking the exam and verifying any questions about exam integrity. 

      Requirements:

      1. Desktop Computer
      2. Chrome (v100+)
      3. Webcam + Microphone
      4. 1mbps+ Internet Connection
Callback before_footer in local_aigrade component should be migrated to new hook callback for core\hook\output\before_footer_html_generation
  • line 7225 of /lib/moodlelib.php: call to debugging()
  • line 7292 of /lib/moodlelib.php: call to {closure}()
  • line 71 of /lib/classes/hook/output/before_footer_html_generation.php: call to get_plugins_with_function()
  • line 987 of /lib/classes/output/core_renderer.php: call to core\hook\output\before_footer_html_generation->process_legacy_callbacks()
  • line 372 of /course/view.php: call to core\output\core_renderer->footer()