Project Management: The Basics for Success

About the Course

This course combines the essential elements of project management and team leadership into
one course. The team leadership aspect provides participants with the opportunity to enhance
their personal understanding of team leadership through the study of various theories,
concepts and class exercises. It also defines each team member’s role with primary emphasis
on the competencies and skills required to be an effective project leader. This course provides
participants with the tools and techniques for developing and sustaining high performance
teams. Through class engagement and reflection, participants will acquire further
understanding of the responsibilities of leadership and become better prepared to apply this
knowledge to the project environment. The project management aspect provides participants
with effective methods for assuring projects are completed on schedule, within budget, and
achieve the project’s objectives. This course will provide participants with a solid foundation for
initiating, planning, executing, monitoring and controlling, and closing a project. Team exercises
and case studies are used to demonstrate and apply the project management concepts taught
in the course.

Course Learning Objectives

• Learn about the role of high performance teams and leadership in project management
• Learn about the tools and techniques for developing and strengthening high
performance teams and team members
• Learn about the stages in project cycle
• Apply best practices to develop competencies and skills in planning and controlling
projects to ensure successful outcomes
• Learn how to monitor project activities and assess progress
• Learn to communicate proficiently to report project status and performance to
stakeholders and contribute to organizational knowledge base

Course Format

There are four modules in this course. Each module has a corresponding quiz. You are allowed
one try for each quiz every eight hours and you need to achieve an 80% or higher on all quizzes
in order to pass the class. You may take the quizzes as many times as you like.

Recommended Background

This course will appeal to a wide range of audiences. There are no course prerequisites; no
previous business experience is necessary.
Course Certificate Criteria

Course Certificates are co-branded by Coursera and University of California, Irvine Extension.
They are printable, digitally shareable, and will empower you with a verified document in-hand.
Link your coursework to your identity, and pass every module to earn your Course Certificate.

Learn more about Course Certificates.

Please Take this Survey

UCI would like your help as we develop this and other courses in the future. Please take the
following survey to help us better understand our MOOC student demographics and
educational backgrounds. We at UCI are committed to providing the best possible learning
experience for current and future MOOC students and this survey will help shape that mission.
All data collected in this survey will be processed anonymously.

If you have already completed this survey, there is no need to take it again. Happy learning!

https://www.surveymonkey.com/s/careerreadinesondemandsurvey?user_id=120515683

Project Management (General Links)

The following is a list of optional readings that you may find useful to enhance your
understanding of the topics in this course.

www.pmi.org/

www.projectmanagement.com
Foundational Project Management Elements
Introduction

Welcome everyone. This is a class on Project Management, introduction to project

management
principles and practices from University of California, Irvine. I am Rob Stone. I'll be the
instructor for
these four sessions that we'll have regarding this topic.

I started off in the aerospace industry as a co-op student many years ago. I was a mechanical
engineering student. Started working in aerospace industry on projects. I didn't even know I
was on projects at that time. Later on, I looked back at what I was doing, I said, oh, those were
all projects. I left mechanical engineering, went into civil engineering and so I did a lot of
projects in the civil engineering world. Eventually, I started working for the Department of
Transportation. And along the way, started teaching classes at the local university on project
management, just a few classes here and there in the extension department. And little by little,
ended up teaching a number of classes. My main focus now is teaching classes in project
management. However, I still manage projects for people. I just finished a big project up in San
Francisco for an organization. About a year and a half long project, I managed that one for
them. I coach project managers along the way. I help project help organizations implement
project management processes in their organization. So, I do a number of things besides just
teach these classes. And since I started teaching, I've been exposed to number, numbers of
projects in all sorts of industries. For-profit, not for profit, government manufacturing, research
and development scientific research like I said non profit organizations the health care industry,
a number of different kinds of projects.
What is a Project?

There's some fundamentals that we need to discuss, and these are the, the foundational pieces
that we all need to plant our feet solidly upon. There are three definitions that get a little bit
confusing for people. And we just need to make sure we're clear for our sessions and our
discussions what we mean by these. Every organization needs to be clear on what they mean
by these three terms, and we will make sure that we're clear for our sessions on what we mean.
One of them, what's a project?
Another one, what is Project Manager? And another one, what is Project Management? What's
a project?
You hear that term a lot and everybody goes, oh, I know what a project is. You need to be very
clear about that in an organization. There's some confusion from time to time, and we'll
mention that here in just a moment. A project is a temporary, one-time undertaking that has a
definable goal, has interrelated dependencies, and ac, activities and tasks, is finite in duration.
It stops somewhere, it starts somewhere, these things are over with. Ongoing work in an
organization just keeps going on and on and on. Projects stop. Sometimes they seem like they
will never stop, they seem to have a life of their own and go on forever, but they, at some
point, do finish.
To some degree they're going to be unique. In your organization, you may d, do a project this
week that was similar to one that you did six months ago. It's not the same project. There are
some different stakeholders. There are some different requirements. Something makes each
one of these projects at least a little bit unique, even though quite often we'll find we do similar
projects in the organization. And these things operate under some constraints. So we'll be
talking about what the constraints are for a project and how we work with those.
Projects and ongoing work processes, let's just talk for a moment about those. Ongoing work
processes are the things that, in the organization, that get repeated day in and day out. They
get repeated over and over.
So, we may have a billing process. We're gonna send out bills to everyone like your utility
company. They send a bill out to you periodically, usually every month. That comes in form of
paper, or most of the time now, comes electronically. But that happens to every month. They
have a process to do that, to get that bill out to you. You pay that bill. They also have a process
to receive payments, and that's either an electronic process or a paper process that just gets
repeated over and over and over again. They also have some processes to provide you with
electricity. They provide you with power somehow. There are processes to do that, so when
you turn on your light switch, light, the lights turn on, you have power. So there are ongoing
processes that we all have in all of our organizations. That's not the world of project
management. That typically is the world of process improvement. What we're looking at with
project management, these are things that start, they stop, they have some definitely definable
goals. And we have a set of tools for these. We have a process to go through to get a project
done, and we have a set of tools that we use to do projects. We'll be talking about those as we
go through these sessions.
One of the things about a project is the constraints. We have scope, quality, cost and time
targets that we're going to shoot for.
Scope, how big is this project? What does it include? Quality, how good does this thing have to
be? Every project has some quality requirements in there. You can think even around your
house, you're gonna do a project, a simple project just to paint one of your rooms in your
house. Like my brother-in-law, he just thinks all you have to do is get a paint roller and sorta get
close to the door, sorta get close to the ceiling and just paint the wall with the roller and that's
gonna be good enough. And he also thinks that to paint a room, you probably need to dip the
roller in that little paint tray one time and then just start rolling the place. And so there's a little
bit of paint at the beginning and there's no paint by the time he's done. And then he says, well
how come you paint so much better than I do? Well, it just has a different quality requirement
of this thing. Every project will have quality requirements throughout the whole project. Cost,
once we figure out how big the project is and how good it has to be, then we're gonna figure
out well, to do that, it's gonna cost this much money, and it will take this amount of time.
We can put those four constraints into a little diagram like this.
When we start a project, we'll start with one of these things. If you're going to teach everybody
in the organization one thing about project management, the thing to teach everybody is this.
You only have five minutes to teach everybody something, this is what everybody should learn.
This is what you need in your head. It's what your customers need in their head. All your
stakeholders, your team, your sponsor, the executives in the organization, everybody needs to
understand this piece. What this says is that upfront before a project starts, we say that to do
this project at this quality level, it will take this amount of time and cost this much money.
Projects simply have tasks that have to be done. People have to do those tasks, people have to
take the time to do those tasks, and we have to pay people to do those tasks. And we have to
buy the materials and, and the supplies to do those tasks.
Sometimes projects are set up so that the scope, quality, cost and time aren't gonna work.
No matter what, a lot of people don't like to believe this, projects have to obey the laws of the
physical universe. Project managers don't have a magic wand to wave and say, oh, we can just
do magic here. We have to all agree, the project manager, the sponsor, the key stakeholders.
We have to all agree that yes, we can do that project at that quality, in that time frame for that
amount of money. You're not gonna get the biggest project anybody could think of at the
highest quality level in the industry next Tuesday afternoon for $250. That's not just gonna
happen.
We have to make sure that these things are realistic. If something happens along the way,
which it will, let's say the scope changes, somebody says oh, you know, while we're doing this
project we just realized there's something we need to add into the scope. That's not a problem,
not a problem at all. You don't just throw your hands up and run away screaming. You just say
happy to do that, let me see how we'll do that. And all you need to do is go back and look at the
scope, quality, cost and time relationships and adjust one, two, or three of these other
constraints so that we can have an increased scope. You can't change one of these things after
we agreed that they're all gonna work together. You can't change one of these things without
changing at least one of the others, maybe two, or maybe sometimes all three of them.
The Project Management Institute is the governing body for Project Management Worldwide.
And they have in their new publication, called the Project Management Body of Knowledge, in
their latest edition they've said that instead of scope, quality, cost, and time we're going to add
two more, risk and resources. And the diagram now looks like this.
If we look at risks and resources, they really are a subset of the cost and time piece.
We are going to talk about risks and resources in this series, and mostly we will talk about the
relationship between scope, quality, cost, and time.
Scope

It's time to talk a little bit about scope. Scope is a confusing term because there are three ways
to talk about scope, and most people don't think about that. Most people say I'm gonna talk
about the product scope. What does the thing look like when it's done? We're always looking
for done looks like this. We're heading toward that. Up front, the question is, what does done
look like for this product? Oh, it looks like this. Done looks like this. When we're talking about
that, we're talking about the product scope itself. The product scope, that's all the things that
will be created and provided by this project.
Once we figure out all the things that we're going to create, then we do a project scope, which
is all the work we have to do to create those things.
Once we put both of these together, all the things that we're going to create, all the work we
have to do to make that happen, then we have the total scope of the project.
Quite often, people talk about he product scope not really realizing there's a whole lot of work
that has to happen to make those things actually come to fruition. Whether we can deliver
those things, lot of work that has to happen, and money that has to be spent along the way.
Need to talk about total scope of the project. And, we need to talk about the other two
elements, and we'll be talking about those as we go through here.
Project. Here's the formal definition from the Project Management Institute out of their book
called A Guide to the Project Management Body of Knowledge. A temporary endeavor
undertaking, undertaken to create a unique product, service or result. That's the official
definition. What's a project manager?
Project manager has some skill bases. One of them, some technical knowledge. Project
managers are not the subject matter expert on every element of the entire project.
If you're the subject matter expert on every element of the entire project, you're managing far
too small a project. And you have to even ask yourself, do we even really need a team?
What you have to do as far as the subject matter expertise, is have a knowledge base that
allows you to understand the language that the people around this project team table are going
to be using. And understand the way that this group thinks about the process to get from the
beginning to the end of a project.
For example we're gonna take someone from an educational institution. So, we're gonna take
somebody that is pretty good in elementary education, and we're gonna put them as a project
manager for a bunch of brain surgeons.
Those brain surgeons are going to start using a whole lot of words that that person from
elementary education department doesn't understand at all. That's not going to work very well.
You have to at least have some knowledge about the project that you're going to be working
on. You're not going to be the expert on everything.
And a lot of times, we've gotten into the role of project manager because we're an expert on
part of the project. Somebody says, hey, you know that part of the project there, you probably
could run the whole project. Really? Well, you have some technical knowledge. You don't have
the subject matter expertise on everything, and you don't really know what this is all about.
What does it look like to manage a project?
This course is going to highlight some of the key processes, tools, terms, methods techniques,
tips and tricks, here, there about this project management skill base. What does it look like to
manage a project? So, you need these two things. Some understanding of the project and you
need to know what it looks like to actually get from the beginning to the end of a project. And
there's this other weird bit. You're going to be working with a project team, you're going to be
working with a number of stakeholders, all the people that surrounds this project. So, you have
to be able to work with people. You have to lead your project team from the beginning to the
end of this project. Every time you assign a task to a person, all of a sudden it's, oh, I have to
work with that person? Yes, you do. This is a hard bit for engineers, for scientists, for IT people.
For some scientists, engineers, and IT people.
Coming from an engineering background it, I had to work really hard to try and figure out any of
this part. But, the leadership piece is a key element of successful projects.
Various roles of the Project Manager.
Task and human, you have to work with the tasks on the project, you have to work with people
on the project. Integrator versus technical expert. This gets into why we even do a project. You
don't have to be a subject matter expert on every single element of the project, but you have to
do is have the right people sitting around that table with you. And, you draw upon that
expertise, so collectively all the subject matter expertise to do this project is around that table.
And you integrate all of that knowledge and experience into one overall total project. Big
picture and detail. The project manager has to look at all the details. Also look at the big
picture. They will go back and forth from one to the other all the time, to see how all these
details in the project actually integrate, coordinate together to give us the final, big project. If
we look at something like the Golden Gate Bridge, we're gonna build a Golden Gate Bridge. You
don't just go, bang, [SOUND] there's the Golden Gate Bridge. The only way we can build a
Golden Gate Bridge is to break it into some smaller components. So, we start the plan for the
project, saying, Golden Gate Bridge is what we're gonna end up with.
Now, the plan says we have to do this, we have to do this, we have to do this. And we get finer
and finer and finer level of detail, until we finally get to a level where we can actually assign
some work for people to go do. So, we can go say, we can say you two folks, you need to go
over it and weld those pieces of metal together. This group of folks over here, you're going to
go over and you're going to rivet these pieces of metal together. We start doing all these kinds
of things. We're going to say somebody needs to hang these cables on this bridge. We need to
put some concrete footings in here that we're going to stand this bridge on. There's a number
of things that have to happen along the way. We're, we have some assignable tasks we can give
to people. How do all of those details integrate together? Well, we start doing all those details,
putting those back together, integrating them back together. And little by little by little, we
finally build the Golden Gate Bridge. Planning starts with the Golden Gate Bridge down to the
fine details, doing the project starts with the details back up to finally ending up with the
Golden Gate Bridge.
Politics. Politics just refers to all of the things you're gonna have to deal with with all of your
stakeholders around the project.
And projects versus functions in the organization. You're going to be pulling people typically out
of a regular job that they do somewhere. They're assigned to some part of the organization,
work in some department. And, we're gonna get cross functional team put together to pull
from all different parts of the organization, put people on our project teams. So, we're gonna
have to integrate our projects into the normal everyday working of the organization.
Project Manager. It's the person that's just going to do the project basically, what PMI is saying
here.
What's Project Management? Planning, scheduling, managing, coordinating, leading,
communicating, controlling. A number of things, you're gonna do all of that and more. Project
Management is the application of knowledge, skills, tools and techniques to the project.
We take all of our expertise, and apply it to the project.
There are process groups that PMI lays out for us to do our projects. There are five process
groups. One of them, initiating it, starting the project. You have to start the thing somehow.
Clearly define it and get it started. Then, we have to put a plan together on how we're actually
going to do what we've decided and initiated. Initiating will define done looks like this, planning
says okay, and here's how we will accomplish that. Then, we go do it.
While we're doing it, we're going to watch what's going on, and we're going to control that. So,
what we try to do is keep things on target with the progress and with the amount of spending.
Are we on schedule with this project and are we on budget with this project? And then finally,
the project is all done, and we close this out. And, these are processed groups. There are a
number of processes within each of these major areas. There also are ten knowledge areas that
PMI lays out. Project managers need to know about these things.
We're not gonna talk about that one quite yet. We'll come back to that one. We're gonna talk
about project scope, time, cost, quality. Starting to look like our triangle that we had laid out
before. Human resources, no resources were on that expanded triangle from PMI now.
Communication. You're going to have to know something about communication. Risk that was
also in the expanded six sided diagram that VMI put together for us.
Procurement, you have to know something about the money along the way. And we have to
know something about how in the world do we manage all those people surrounding our
projects? That first one that we said we'd come back to here, integration. That just means that
you can't really work on one of these knowledge areas without having an effect on some other
one. That all of these other nine knowledge areas are all integrated together to one whole
knowledge base, so you can do a project.
Planning and Scheduling

Initiating. Our next topic will be the initiating process group. Remember there are five process
groups. Initiating is one of these. It's the process group that deals with starting the whole
project off. We're going to define this thing and get this project rolling. Away we go.
There are two key elements in the initiating process, and then there are some other things that
are nice to have in here as well. Two absolute key necessities in here, first we have to figure out
who the Stakeholders are for the project. Who are all the people that are surrounding this
project? Who are all the people that will be involved in this project, people that will be affected
by this project, people that have some vested interest in this project? Those are going to be our
Stakeholders. As we start to talk about our stakeholders we'll have one group that we may pull
out and say this group is the Customer. This person or group. Customer is the only person or
group out of the entire bunch of Stakeholders that we're actually going to hand the project over
to. And give them the project when it's all done.
They're a subset of stakeholders. They are still stakeholders. Stakeholders could include your
project team, the project manager, the project sponsor. All those people are stakeholders.
Sometimes we'll put special names on some of the stakeholders just to clarify their role along
the way and customers would be one of those.
These are the people that will actually receive the deliverables of the project.
The Project Charter's the second thing that we have to do in the initiating group. We put
together a Project Charter. To start a Project Charter, you really only need two things in there.
You need the name of the project, and that says this organization has decided to do this
project. We've formal sanctioned this project and we will undertake this project and support it.
And the second thing, the project manager's name that says this person has been selected to
manage this project and they have been given the authority to use organizational resources to
do this project. Then there are some other things that go into the project charter as well as the
project moves along. And it gets to be the Project Charter is really an expanded table of
contents or just a small summary view of our whole project plan. The project plan's going to
include the work breakdown structure, the schedule, the spending plan, the resource plan, our
cost management plan, our risk management plan, our communication plan. The project plan
covers a lot of things. The charter is just that high level document that's just a few pages that
says this is what this project is all about. Anybody can pick that up, get a good idea about the
project. It's not all the details of the project, that will be included in the project plan. It's a
Project Charter. It's an Agreement between all of the involved parties along the way. So the
project manager, the sponsor, the customers, any executive groups, key stakeholders, I'll say
yeah, this is what the project is.
One location for all of this overview information.
It's a Definition of the project.
It's a high level definition, shows us what the project is all about. And it's a Guide for project
activities. As the project manager is moving along with the project, we can always go back to
the charter and say, am I on track? Am I really doing what I'm supposed to be doing around
here?".
We said one of the key things along with the Project Charter, and actually stakeholders, is one
of the fields that you would put into a project chart. Let's talk a little bit about stakeholders and
let's take a look at an Example Project.
We're going to expand our current sports stadium on a university campus.

So there's a number of things involved in doing this. We're going to put in new turf, we're going
to put all new lighting into the whole stadium. We're going to put a lot more seating in the
stadium, and if we can find a little bit of money, we may actually even put some sky boxes in.
Close some of those seats in, put some sky boxes in. We're going to put in a new parking lot,
and we're going to put in a brand new scoreboard. Right now, this university does not have an
electronic scoreboard. They have two students that just go hang up different numbers as the
scores change up there and now all of a sudden we're gonna have a nice, fancy new electronic
scoreboard that does instant replays. This is gonna be a real big improvement. What I'd like you
to do is just take moment and think about stakeholders. So on a piece of paper just list at least
three people or groups that you think might have some interest in this kind of a project, or be
involved in getting this project done, or might be somehow affected by this project. Just take a
moment, jot some of those people or groups down. See what you think that might look like.
Who did you put on your list?
This is just an example. This isn't the be all, end all list. This is an example of some of the things
you might've put on there, Students, Faculty, University President, Athletic Department, Home
wners around the stadium, all the City departments that have be involved, and all the traffic
coming in and out of here. We're putting in a new parking lot around here. There's going to be
all kinds of things going on. Probably some permits we'll have to work with, all kinds of things
are gonna be happening. This is just an example of who some of the stakeholders might be.
What you have to do in your project is figure out who the stakeholders are, analyze them and
find out who the key ones are and make sure you work with through the entire project.
This is an example of a Project Charter. And Scope Statement. This is just a list, a little
spreadsheet, that shows what goes into a Charter, what goes into a Scope Statement. Because
the Project Management Institute lays these out as two different documents. We're gonna talk
about a Scope Statement now as well. And the key thing in the Scope Statement we'll discuss
will be the deliverables for the project.
These are the two things that PMI says go into each one of these documents. What you find in
reality, in most organizations, there's not two documents, there's one. This is all rolled up into
one document called either a Charter, or a Scope, or some other kind of name for these things.
All the information that's contained here, many times is just in one document, instead of two. It
doesn't make any difference if it's one, two documents, three, six. Who cares? As long as you
have the information some place. That's the important bit. This has to be discussed, decided,
there's a lot of decisions to be made here, and these kinds of information just need to be
documented.
Let's talk about a Scope Statement. Scope Statement just talks about how big the project is,
what the deliverables are.
We're going to look at an example project again and we're gonna look again at our stadium.
So, if we look at what's going on with this stadium.
These things are involved in the scope of the project. These things are all in the product's scope
of the project. Remember, we're not talking about all the work that has to be done yet. We're
just talking about the things that are going to be provided by this project. So these are, you
know, this is beginning to be a list of deliverables here. One of the key things that comes out of
the Scope Statement will be the list of deliverables for the project.
So if we look at the new turf, the new lighting, the new seating, the new parking lot, the new
score board. What do you think some of the major deliverables are?
List at least 3 of the deliverables on a sheet of paper, 3 of the deliverables for this project.
Well, what did you end up listing?
We have New turf, lighting, scoreboard, seating, parking lot. Those are five clear deliverables.
There may be some subsets under these deliverables. And there may be some additional
deliverables we decide to put into this project that we haven't discussed yet. But these are the
key things. This is really what this project is all about. These are the key deliverables for this
project.
Stakeholder Analysis

We are going to talk about a stakeholder analysis. So we've laid out our project charter, we've
put together a scope statement and again, the project charter and the scope statement will be
expanded and we will put a lot more information in there as we move through the project and
gain more information to put into those two areas. But one of the things, key to all this, is going
to be the stakeholders and we need to analyze these. So stakeholder analyses is a technique to
systematically gather and analyze information about our stakeholders.
What does it start to look like? Well we're gonna look again at our example. Now we're going to
talk about specifically one of the stakeholders here.
We're going to take a look at Stakeholder Analysis Matrix.
For some reason, when PMI came out with their new edition of PMBOK, they got rid of this
chart. This chart is still explained in the new version of the Project Management Body of
Knowledge, but the chart actually isn't in there anymore. So this is a reference from a previous
version. Let's take a look at an example on our Stakeholder Analysis Matrix here. We're going to
talk about the homeowners along the streets that come into the stadium.
Why are they listed on here? They're listed on here because they are definitely going to be
affected by this project. Traffic is going to be affected to the point that it's slower or sometimes
they won't even be able to get in and out of their places because the traffic is so heavy, there's
no way for them to get in and out. We don't want these people to be inconvenienced too
much. We don't want them to be too bothered by people and cars all along the way. But if they
live by the stadium, they're gonna have some stadium noise.
That, we're gonna try and keep the inconvenience to a minimum.
Do these people have a high interest, low interest, high level of power, low level of power, on
this project? This little box that we have out here, every stakeholder will have a mark in one
quadrant in this box, not every quadrant. Where will these people be? We'll say you know, they
might have high interest, yes they do. Definitely high interest. And as a group, they probably
have pretty high power. They can put a lot of pressure on the University, a lot of pressure on
the city. They can, if they come together as one group, they can have a big say in what goes on
around here with traffic in and out of the stadium. How are we going to work with these
people? There's a number of things that we can do with these people.
So, one of them, we can just involve them; get their input all along the way.
Another thing we can do, address any kind of concerns they have at all.
We're going to give them regular status reports along the way. One thing that some universities
do, one some towns do, say well, you know, why don't you go ahead and we'll just allow you to
park cars in your yard on game days, so people can make a little bit of extra spending cash on
game days. Another thing that some places have done is they said okay every game. Everyone
within a certain radius of the stadium, we'll give you two complimentary tickets for every single
game. There's a number of different ways we can start to work with this group of stakeholders.
What we're trying to do is figure out who are the stakeholders, who are the key stakeholders
we have to really work with, anybody who has high power we have to work with. Anybody who
has high power and high interest would really have to work with and other stakeholders we
have to work with all along the way. But if we have some that are real low power and low
interest, they don't really much care about this and the power of this project, we'll probably
wouldn't have to work with them very much. They might not really be on our list of
stakeholders that we're dealing with on a regular basis throughout the project.
Who are the stakeholders? Why are they on the stakeholder list? What's their power interest
level and how do we work with them? If we put this list together, we can keep ourselves as
project managers out of a lot of trouble. You forget some of your key stakeholders along the
way in the middle of a project, all of the sudden they surprise and you've got some problems on
your hand. Let's get this analyzed up front to be ready for things that come along. Let's add
another stakeholder, the University President.
On a sheet of paper, write down why you think the University President is interested in this
thing, their level of power and interest, high or low for each one of those. And how would you
work with the University President along the way?
Here's what we might have come up with, University President and a couple of reasons that
they're interested in this, definitely high power and high interest. And we're going to work with
them in a number of ways. One of the things, they're gonna want constant information. We
may be able to meet with them face to face but probably not. They may never want to see your
smiling face at all. They don't want to see that. All they want is the Friday status report on this
project just to know how things are going. They don't want to know what you look like, they
just want to know what's going on with the project. So we just figure out, do we have to meet
with them? Could we just provide a status report? Could we meet with somebody from their
staff? How are we going to work with the University President? We'll need to get some
information from the President or the President's office and we will need to give them
information along the way. So how will we do that? We have, session one is finishing up. Now
we're going to do session two, three, and four. So thank you, and see you back here again soon.
Stakeholder Management

The following is a list of optional readings that you may find useful to enhance your
understanding of the topics in this module.

Leading Causes of Project Failure: Insufficient Involvement

How to Get Project Stakeholders on Your Side