Project Management


Course CodeBBS201
Fee CodeS4
Duration (approx)100 hours
QualificationStatement of Attainment
  

Lesson Structure

There are 9 lessons in this course:

  1. Introduction
    • Scope and Value of Project Management
    • Understanding what project management is
    • The Need for Project Management
    • The Project Lifecycle
    • Project Identification and Initiating Process
    • Project Planning
    • Project Implementation,Execution and Control
    • Project Completion and Evaluation
  2. Project Identification
    • Scope and Nature
    • Formulating Project Objectives
    • Developing a Project Outline
    • Assessing a Projects Feasibility
    • Feasibility Checklist
    • The Identification Test
    • Three Types of Risk
  3. Planning Projects
    • Planning Heirachy
    • Planning Parameters
    • Planning Quality
    • Developing a Strategy Framework
    • Project Breakdown Structure
    • Planning Time
    • The Gantt Chart
    • PERT Charts
    • Planning Expense
    • Delegating Responsibilities
  4. Implementing a Project
    • Introduction
    • Implementation
    • Controlling Process
    • Applying Standards
    • Events Control Chart
    • Budget Control Chart
    • Monitoring Performance
    • Evaluating Performance
    • Regulating Process
  5. Completion and Evaluation of a Project
    • Introduction
    • Why is a Closing Phase Necessary
    • Declaring Iminent Completion
    • Reassignment of Resources
    • Considering Project Sustainability
    • Project Assessment; Final Report, Performance Reviews
    • Appraising the Project
    • Why Projects Succeed or Fail
  6. Developing Technical Project Management Skills
    • Preparing a Project Proposal
    • Proposal Layout
    • Drawing Up a Budget
    • Constructing a Post Project Appraisal
    • Software for Projects; How Project Management Software Works, choosing software
    • What Project Management Software Cannot Do
  7. Understanding Leadership Skills
    • Scope and Nature of Leadership
    • How to Be A Project Leader
    • Visibility & CommunicationsLeadership Characteristics
    • Leadership Skills
    • Improving Leadership Skills
    • Giving Directives and Introducing Change
    • Orders
  8. Improving Critical Personnel Skills
    • Inevitability of Problems
    • Common Problems
    • Schedule variations
    • Changing priorities
    • Administration overload
    • Deadline Changes
    • Cash blow out
    • Inappropriate skills
    • Role Confusion
    • Exhausted Team
    • Politics
    • Reduced Motivation
    • Communication Breakdown
  9. Major Assignment
    • Development of full documentation for projects.

Each lesson culminates in an assignment which is submitted to the school, marked by the school's tutors and returned to you with any relevant suggestions, comments, and if necessary, extra reading.

Aims

  • Explain what project management is, and what its applications might be.
  • Identify and define projects which need management.
  • Plan a project.
  • Implement a project.
  • Evaluate a project following completion.
  • Describe technical skills required to manage projects.
  • Demonstrate project leadership skills.
  • Identify and solve common project problems.
  • Consolidate all of the skills and information from throughout the past 8 lessons, and manage a project effectively.

How Do You Start Planning a Project?


A project outline is simply a general guide of factors to consider once a projects objectives have been formulated. This framework guides a project manager through an initial layout or idea of the project plan, but does not involve a detailed analysis of the proposal (this detail follows in the next phase of the project cycle).

A project can be drawn up by the following five steps:

  1. Define the Problem, Issue or Challenge
  2. Determine a Definition
  3. Get an Idea of the Projects Lifespan
  4. List the Necessary and Not so Necessary Needs 
  5. Note Possible Alternatives


Define the Problem, Issue or Challenge


The first step is to clearly establish an understanding of what the project is about. Consideration can be given to reviewing past project experiences of a similar nature, and such like methods to clarify the "exact nature" of the need, challenge or opportunity for which the project is being developed (this is discussed in more detail in assessing a projects feasibility later on).
It is useful to ask things such as:

  • Is the project about making a profit?
  • Is the project about fulfilling a physical need?
  • Is the project about a social vision?


Determine a Definition
The second step is to formulate a rough preliminary project definition on which future planning will be based. The definition or description of what a project is about may be refined in the next phase of the project cycle (ie. Project Planning), or simply changed  as new information comes to light. However, generally speaking, this definition should be as consistent as possible throughout the project cycle once this phase is complete.
It is useful to ask things such as:

  • Will the project be about a physical activity?
  • Will the project be about a mental activity?
  • Who will the project target?

Get an Idea of the Project’s Lifespan
The third step is to get a general idea of how long the project will be, or when a project can be expected to end. This is a rough estimation only and provides an idea of a possible start and end.
It is useful to ask things such as:

  • Will the project be short term (less than 1 year)?
  • Will the project be medium term (2 to 5 years)?
  • Will the project be long term (over 5 years)?

List the Necessary and Not so Necessary Needs
The fourth step is to identify the potential needs, notably people, money and materials, that may be required for the project. Once more, this should only be a rough estimate to inform the project manager about the immediacy or availability of important supplies and resources.
It is useful to ask things such as:

  • Who is currently available to assist in the project?
  • Is there money available at this point in time?
  • Are supplies or material goods available at this point in time?

Note Possible Alternatives
The fifth step is to list any provisional alternatives a project manager should consider during planning. Although not a vital step, highlighting other opportunities or approaches at this stage can help in drawing up a rough sketch of expectations. This step also warns a project manager about some possible risks.
It is useful to ask things such as:
  • Who could I contact, if the people I thought of are unavailable?
  • Where else might I obtain funding from?
  • What if the project purpose is unnecessary?


How this Course has Developed over Several Decades
This 100 hour course is based on, and incorporates, the entire contents of a Diploma in Project Management, conducted by the Home Study College in South Africa. The current course is more than the original though, having been updated, upgraded and developed, by tutors of ACS, to streamline and generally improve tutor interaction.


ACS was authorised to use this material under an agreement between the two schools; beyond which the use of these course notes is restricted in accordance with international copyright laws.

The course has been developed beyond this point by a series of experienced project managers, at least once every two years. It has become an excellent and unique study program that reflects the experience of more than a dozen different project managers from three different countries.

It has been revised and updated more than ten times over two decades, and will continue to be revised routinely, in response to feedback from industry, students, graduates and academic staff from affiliated colleges around the world.
 



 

 

HOW CAN THIS COURSE HELP ME?

Project managers who are competent and well organised are sought after in any industry.
  • Develop your skills in planning, strategy, leadership, conflict management.
  • Learn project planning and implementation.
  • Develop leadership skills.
  • Learn how to identify and solve project problems
  • Apply your skills to any industry
 
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Credentials

ACS Global Partner - Affiliated with colleges in seven countries around the world.
ACS Global Partner - Affiliated with colleges in seven countries around the world.

ACS is recognised by the International Accreditation and Recognition Council
ACS is recognised by the International Accreditation and Recognition Council



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John Mason

Writer, Manager, Teacher and Businessman with over 40 years interenational experience covering Education, Publishing, Leisure Management, Education, and Horticulture. He has extensive experience both as a public servant, and as a small business owner. J
Gavin Cole

Former operations manager for highly reputable Landscape firm, The Chelsea Gardener, before starting his own firm. Gavin has over 20 years of industry experience in Psychology, Landscaping, Publishing, Writing and Education. Gavin has a B.Sc., Psych.Cert.
Kate Gibson

Kate has 12 years experience as a marketing advisor and experience as a project manager. Kate has traveled and worked in a variety of locations including London, New Zealand and Australia. Kate has a B.Soc.Sc, Post-Grad. Dip. Org Behaviour (HR).
Bob James

Horticulturalist, Agriculturalist, Environmental consultant, Businessman and Professional Writer. Over 40 years in industry, Bob has held a wide variety of senior positions in both government and private enterprise. Bob has a Dip. Animal Husb, B.App.Sc.,
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