PROJECT MANAGEMENT COURSE

By Mr. André Eric FOUDA, PMP, PMI-RMP.

Ucac – Icam Engr FA 2007,
Registered to Cameroon National Order of Mechanical Engineers
(NOME / ONIGM), Registration N°0039 – 2022.

Tuesday, March 25, 2025 1

Contents
1. What is a Project ?
2. What is Project Management ?
3. Role & skills of a Project Manager.
4. Why Projects are undertaken / project Choice Criteria
5. What is a Project Charter ?
6. A System for Value Delivery.
7. Project Management Principles.
8. Project Performance Domains.
9. Tailoring.
10. Models, Methods and Artifacts.
11. Ethics and Professional Conduct.

Tuesday, March 25, 2025 2

1 - What is a Project ?
Definition
A project is a temporary endeavor undertaken to
create a unique product, service, or result.

Tuesday, March 25, 2025 3

1 - What is a Project ?

Tuesday, March 25, 2025 4

1 - What is a Project ?
Product vs. Project Life Cycle
Relationships

Tuesday, March 25, 2025 5

1 - What is a Project ?
Project manager Authority / organizational structures

Tuesday, March 25, 2025 6

2 - What is Project Management ?
Definition
Project management is the application of knowledge, skills,
tools, and techniques to project activities to meet the
project requirement

Project Management is accomplished through the

application and integration of the processes such as :

Tuesday, March 25, 2025 7

2 - What is Project Management ?
Managing Project
Identity the Project Manager, who is responsible for
accomplishing the project objectives.
It also includes:
 Identifying requirements;
 Establishing clear and achievable objectives;
 Balancing the competing demand of quality, scope, time,
cost, budget and so on;
 Adapting the specifications, plans, and approach to the
different concerns and expectations of the various
stakeholders.
Tuesday, March 25, 2025 8
2 - What is Project Management ?
Project Success

There are different ways to define project success :

1. The project met scope, time, and cost goals.

2. The project satisfied the customer/sponsor.

3. The project produced the desired results

Tuesday, March 25, 2025 9

2 - What is Project Management ?
Organizational Process Assets (OPAs)
They include any or all process related assets from any or all of
the organizations involved in the project that can be used to
influence the project’s success.

Processes and
Procedures

Organizational
Process Assets
Completed
Corporate
Schedules, risk
Knowledge
data, & earned
Base
value data
Tuesday, March 25, 2025 10
2 - What is Project Management ?
Enterprise Environmental Factors (EEFs)

Tuesday, March 25, 2025 11

3 – Role & skills of a Project Manager
1. Achieving Project Objectives by leading a team
2. May report to functional manager, portfolio manager or
program manager
3. Should apply knowledge, tools and techniques known as
good practice
An effective project management requires that the project manager
possess the following characteristics
i. Knowledge of project management
ii. Performance : refers to what project manager is able to do
or accomplish while applying their project management
knowledge
iii. Personal attitudes, personality and leadership
effectiveness, when performing the project or related
activity.
Tuesday, March 25, 2025 12
3 - Role & skills of a Project Manager
Interpersonal Skills for Project Managers

Leadership Team Building Motivation Communication

Influencing and Decision Making Political & Cultural awareness

negotiation

Tuesday, March 25, 2025 13

4 - Why Projects are undertaken – Project Choice Criteria.
Projects and Strategic Planning
Projects are typically authorized as a result of one or
more of the following strategic considerations :

a) Market demand
b) Strategic opportunity / business need
c) Customer request
d) Technological advance
e) Legal requirements
f) Ecological Impacts
g) Social need
Tuesday, March 25, 2025 14
4 - Why Projects are undertaken – Project Choice Criteria.
Selecting and Prioritizing Projects

Selection methods help organizations decide among

alternative projects and determine the tangible benefits to
the company of choosing or not choosing the project.

Tuesday, March 25, 2025 15

 4 - Why Projects are undertaken – Project Choice Criteria.
Selecting and Prioritizing Projects
Mathematical Models
a) BENEFIT – COST ANALYSIS : This method compares the cost to produce
the product, service or result of the project to the benefit (in the form
of saving or revenue generation).

b) Weighted Scoring Models : The project selection committee decides

on the criteria that will be used on the scoring model. This is generally
used in bidding processes.

c) Cash Flow Analysis Techniques : These benefit Measurement methods

involve a variety of cash flow analysis techniques including payback
period, discounted cash flows, Net Present value and internal rate of
return.

Tuesday, March 25, 2025 16

 4 - Why Projects are undertaken – Project Choice Criteria.
Selecting and Prioritizing Projects
Mathematical Models / Cash Flow Analysis Techniques

a) PAYBACK PERIOD = Initial Investment / Periodic Cash Flow.

b) Discounted Cash Flow : PV = FV / (1+i)n.

c) Net Present Value : NPV = Sum [PVn / (1+i)n] - PV0

d) Internal Rate of Return : IRR is the discount rate when the present
value equals the initial investment (i.e when the NPV = 0).

Tuesday, March 25, 2025 17

 5 - What is a Project Charter ?
The Project Charter is the Document issued by the project
initiator or sponsor that formally authorizes the existence
of a project and provides the project manager with the
authority to apply organizational resources to project
activities, such as:
a) Project Purpose
b) Measurable project objectives and related success criteria
c) High level Project description, boundaries and key deliverables
d) Overall Project Risk(s)
e) Summary milestone schedule
f) High level budget estimation
g) Name and authority of the sponsor or any other person(s)
authorizing the project charter
h) Etc. … Tuesday, March 25, 2025 18
Interlude

Tuesday, March 25, 2025 19

 6 – A system for Value Delivery

System for value delivery : A collection of strategic business activities

aimed at building, sustaining, and/or advancing an organization. Portfolios,
programs, projects, products, and operations can all be part of an
organization’s system for value delivery.

Value : The worth, importance, or usefulness of something. Different

stakeholders perceive value in different ways. Customers can define value
as the ability to use specific features or functions of a product.
Organizations can focus on business value as determined with financial
metrics, such as the benefits less the cost of achieving those benefits.
Societal value can include the contribution to groups of people,
communities, or the environment.

Tuesday, March 25, 2025 20

6 – A system for Value Delivery
VALUE DELIVERY COMPONENTS

Example of a system for value delivery.

Tuesday, March 25, 2025 21

6 – A system for Value Delivery
Components of a Sample System for Value Delivery

Tuesday, March 25, 2025 22

6 – A system for Value Delivery
INFORMATION FLOW

Common example of information flow

Tuesday, March 25, 2025 23

6 – A system for Value Delivery

Other Characteristics of Value delivery systems :

• Organizational Governance Systems,

• Functions associated with Projects,

o Provide oversight and coordination,
o Present objectives and feedback,
o Facilitate and support,
o Perform work and contribute insights,
o Apply expertize,
o Provide business direction and insight,
o Provide resources and direction,
o Maintain governance.

Tuesday, March 25, 2025 24

6 – A system for Value Delivery
Product Management Considerations :

Sample Product Life Cycle

Tuesday, March 25, 2025 25

7 – Project Management Principles.

12 principles of project management are aligned with the values

identified in the PMI Code of Ethics and Professional Conduct.

Be a diligent, respectful, and caring steward.

Create a collaborative project team environment.
Effectively engage with stakeholders.
Focus on value.
Recognize, evaluate, and respond to system interactions.
Demonstrate leadership behaviors.
Tailor based on context.
Build quality into processes and deliverables.
Navigate complexity.
Optimize risk responses.
Embrace adaptability and resiliency.
Enable change to achieve the envisioned future state.

Tuesday, March 25, 2025 26

7 – Project Management Principles.

BE A DILIGENT, RESPECTFUL, AND CARING STEWARD.

Tuesday, March 25, 2025 27

7 – Project Management Principles.

CREATE A COLLABORATIVE PROJECT TEAM ENVIRONMENT

Tuesday, March 25, 2025 28

7 – Project Management Principles.

EFFECTIVELY ENGAGE WITH STAKEHOLDERS

Tuesday, March 25, 2025 29

7 – Project Management Principles.

FOCUS ON VALUE

Tuesday, March 25, 2025 30

7 – Project Management Principles.

RECOGNIZE, EVALUATE, AND RESPOND TO SYSTEM

INTERACTIONS

Tuesday, March 25, 2025 31

7 – Project Management Principles.

DEMONSTRATE LEADERSHIP BEHAVIORS

Tuesday, March 25, 2025 32

7 – Project Management Principles.

TAILOR BASED ON CONTEXT

Tuesday, March 25, 2025 33

7 – Project Management Principles.

BUILD QUALITY INTO PROCESSES AND DELIVERABLES

Tuesday, March 25, 2025 34

7 – Project Management Principles.

NAVIGATE COMPLEXITY

Tuesday, March 25, 2025 35

7 – Project Management Principles.

OPTIMIZE RISK RESPONSES

Tuesday, March 25, 2025 36

7 – Project Management Principles.

EMBRACE ADAPTABILITY AND RESILIENCY

Tuesday, March 25, 2025 37

7 – Project Management Principles.

ENABLE CHANGE TO ACHIEVE THE ENVISIONED

FUTURE STATE

Tuesday, March 25, 2025 38

8 – Project Performance Domains.

A project performance domain is a group of related activities that are

critical for the effective
delivery of project outcomes. Project performance domains are
interactive, interrelated, and
interdependent areas of focus that work in unison to achieve desired
project outcomes. There are
eight project performance domains:

Stakeholders,
Team,
Development Approach and Life Cycle,
Planning,
Project Work,
Delivery,
Measurement, and
Uncertainty.

Tuesday, March 25, 2025 39

8 – Project Performance Domains.
Relationship between Project Management Principles and Project
Performance Domains

Tuesday, March 25, 2025 40

8 – Project Performance Domains.

STAKEHOLDER PERFORMANCE DOMAIN

Tuesday, March 25, 2025 41

8 – Project Performance Domains.

STAKEHOLDER PERFORMANCE DOMAIN :

Common example of Project Stakeholders

Tuesday, March 25, 2025 42

8 – Project Performance Domains.

STAKEHOLDER PERFORMANCE DOMAIN :

Navigating Effective Stakeholder Engagement

Tuesday, March 25, 2025 43

8 – Project Performance Domains.

STAKEHOLDER PERFORMANCE DOMAIN :

Types of Communication :

Tuesday, March 25, 2025 44

8 – Project Performance Domains.

TEAM PERFORMANCE DOMAIN

Tuesday, March 25, 2025 45

8 – Project Performance Domains.

TEAM PERFORMANCE DOMAIN

COMPONENTS OF EMOTIONAL INTELLIGENCE

Tuesday, March 25, 2025 46

8 – Project Performance Domains.

DEVELOPMENT APPROACH AND LIFE CYCLE

PERFORMANCE DOMAIN

Tuesday, March 25, 2025 47

8 – Project Performance Domains.

DEVELOPMENT APPROACH AND LIFE CYCLE

PERFORMANCE DOMAIN

Tuesday, March 25, 2025 48

8 – Project Performance Domains.
DEVELOPMENT APPROACH AND LIFE CYCLE
PERFORMANCE DOMAIN : Iterative and Incremental Dev’t

Tuesday, March 25, 2025 49

8 – Project Performance Domains.
DEVELOPMENT APPROACH AND LIFE CYCLE
PERFORMANCE DOMAIN : Sample Predictive Life Cycle

Tuesday, March 25, 2025 50

8 – Project Performance Domains.
DEVELOPMENT APPROACH AND LIFE CYCLE
PERFORMANCE DOMAIN : Sample LC with inc dev’t approach

Tuesday, March 25, 2025 51

8 – Project Performance Domains.
DEVELOPMENT APPROACH AND LIFE CYCLE
PERFORMANCE DOMAIN : Life Cycle with Adaptive Development
Approach.

Tuesday, March 25, 2025 52

8 – Project Performance Domains.
PLANNING PERFORMANCE DOMAIN

Tuesday, March 25, 2025 53

8 – Project Performance Domains.
PLANNING PERFORMANCE DOMAIN : Estimate Range Decreases
over Time

Tuesday, March 25, 2025 54

8 – Project Performance Domains.
PLANNING PERFORMANCE DOMAIN : Low Accuracy, High
Precision.

Tuesday, March 25, 2025 55

8 – Project Performance Domains.
PLANNING PERFORMANCE DOMAIN : Fast Tracking Examples.

Tuesday, March 25, 2025 56

8 – Project Performance Domains.
PLANNING PERFORMANCE DOMAIN : Sample Release and
Iteration Plan.

Tuesday, March 25, 2025 57

8 – Project Performance Domains.
PLANNING PERFORMANCE DOMAIN : Project Budget buildup.

Tuesday, March 25, 2025 58

8 – Project Performance Domains.
PROJECT WORK PERFORMANCE DOMAIN

Tuesday, March 25, 2025 59

8 – Project Performance Domains.
DELIVERY PERFORMANCE DOMAIN

Tuesday, March 25, 2025 60

8 – Project Performance Domains.
DELIVERY PERFORMANCE DOMAIN : Cost of change curve

Tuesday, March 25, 2025 61

8 – Project Performance Domains.
MEASUREMENT PERFORMANCE DOMAIN.

Tuesday, March 25, 2025 62

8 – Project Performance Domains.
MEASUREMENT PERFORMANCE DOMAIN : Earned Value Analysis
Showing Schedule and Cost Variance.

Tuesday, March 25, 2025 63

8 – Project Performance Domains.
MEASUREMENT PERFORMANCE DOMAIN : Forecast of Estimate
at Completion and Estimate to Complete.

Tuesday, March 25, 2025 64

8 – Project Performance Domains.
MEASUREMENT PERFORMANCE DOMAIN :Planned and actual
spend rates.

Tuesday, March 25, 2025 65

8 – Project Performance Domains.
UNCERTAINTY PERFORMANCE DOMAIN

Tuesday, March 25, 2025 66

9 - Tailoring

Tailoring is the deliberate adaptation of the project management

approach, governance, and processes to make them more suitable
for the given environment and the work at hand.

Tailoring entails the mindful selection and adjustment of multiple

project factors, regardless of whether the label of “tailoring” is
used.

Tuesday, March 25, 2025 67

9 - Tailoring

Project aspects that can be tailored include:

Life cycle and development approach selection,

Processes,
Engagement,
Tools, and
Methods and artifacts.

Tuesday, March 25, 2025 68

9 - Tailoring
Details of the Steps in the Tailoring Process

Tuesday, March 25, 2025 69

9 - Tailoring
Assessing the Organizational and Project Factors When Tailoring

Tuesday, March 25, 2025 70

10 – Models, Methods and Artifacts
Overview.

This section provides a high-level description of some commonly used

models, methods, and artifacts that are useful in managing projects. The
items listed in this section are not intended to be exhaustive or prescriptive,
but rather to help project teams think about the options available to them.

In the context of this guide, terms are defined as follows:

Model : A model is a thinking strategy to explain a process, framework,

or phenomenon.

Method : A method is the means for achieving an outcome, output, result,

or project deliverable.

Artifact : An artifact can be a template, document, output, or project

deliverable.

Tuesday, March 25, 2025 71

10 – Models, Methods and Artifacts
Commonly Used Models.
Situational Leadership Models
• Situational Leadership®.
• OSCAR Model.
Communication Models
• Cross cultural Communication.
• Effectiveness of communication channels.
• Gulf of Execution and Evaluation.
Motivation Models
• Hygiene and motivation factors.
• Intrinsic versus Extrinsic Motivation.
• Theory of Needs.
• Theory X, Theory Y, and Theory Z.
Change Models
• Managing change in organization.
• ADKAR® Model.
• The 8-Step Process for Leading Change.
• Virginia Satir Change Model.
• Transition Model.
Tuesday, March 25, 2025 72
10 – Models, Methods and Artifacts
Commonly Used Models.
Complexity Models
• Cynefin Framework.
• Stacey Matrix.
Project Team Development models
• Tuckman Ladder.
• Drexler/Sibbet Team Performance Model.
Other Models :
• Conflict Model.
• Negotiation.
• Planning.
• Process Groups.
• Salience Model.

Tuesday, March 25, 2025 73

10 – Models, Methods and Artifacts
Commonly Used Methods.
Data Gathering and Analysis
• Alternative analysis.
• Assumption and constraint analysis.
• Benchmarking.
• Business justification and analysis methods.
• Check sheet.
• Cost of quality.
• Decision tree analysis.
• Earned value analysis.
• Expected Monetary Value (EMV).
• Forecast,
• Influence diagram.
• Life cycle assessment.
• Make or buy analysis.
• Probability & impact Matrix.
• Process analysis.
• Regression analysis.
• Reserve analysis.
• Root Cause analysis.
• Simulations Tuesday, March 25, 2025 74
10 – Models, Methods and Artifacts
Commonly Used Methods.
Data Gathering and Analysis
• Stakeholder analysis.
• SWOT analysis.
• Trend analysis.
• Value stream mapping.
• Variance analysis.
• What if scenario analysis.
Estimating
• Affinity grouping.
• Analogous estimating.
• Function point.
• Multipoint estimating.
• Parametric estimating.
• Relative estimating.
• Single point estimating.
• Story point estimating.
• Wideband DELPHI.

Tuesday, March 25, 2025 75

10 – Models, Methods and Artifacts
Commonly Used Methods.
Meetings and Events
• Backlog refinement.
• Bidder Conference.
• Change Control Board.
• Daily Standup.
• Iteration planning.
• Iteration review.
• Kickoff.
• Lesson learned meeting.
• Planning meeting.
• Project closeout.
• Project review.
• Status Meeting.
• Steering Committee.

Tuesday, March 25, 2025 76

10 – Models, Methods and Artifacts
Commonly Used Methods.
Other Methods
• Impact mapping.
• Modeling.
• Net Promoter Score (NPS®).
• Prioritization schema.
• Timebox.

Tuesday, March 25, 2025 77

10 – Models, Methods and Artifacts
Commonly Used Artifacts.
Strategy Artifacts
• Business Case.
• Business Model Canvas.
• Project Brief.
• Project Charter.
• Project Vision Statement.
• Roadmap.

Logs and Registers

• Assumption log.
• Backlog.
• Change log.
• Issue log.
• Lesson Learned Register.
• Risk Adjusted Backlog.
• Risk register.
• Stakeholder register.

Tuesday, March 25, 2025 78

10 – Models, Methods and Artifacts
Commonly Used Artifacts.
Plans
• Change control plan.
• Communications management plan.
• Cost management plan.
• Iteration plan.
• Procurement management plan.
• Project management plan.
• Quality management plan.
• Release plan.
• Requirements management plan.
• Resource management plan.
• Risk management plan.
• Scope management plan.
• Schedule management plan.
• Stakeholder engagement plan.
• Test plan.

Tuesday, March 25, 2025 79

10 – Models, Methods and Artifacts
Commonly Used Artifacts.
Hierarchy Charts
• Organizational breakdown structure.
• Product breakdown structure.
• Resource breakdown structure.
• Risk breakdown structure.
• Work breakdown structure.
Baselines
• Budget.
• Milestone schedule.
• Performance measurement baseline.
• Project schedule.
• Scope baseline.
Visual and Data Information
• Affinity diagram.
• Burndown/burnup chart.
• Cause-and-effect diagram.
• Cumulative flow diagram (CFD).

Tuesday, March 25, 2025 80

10 – Models, Methods and Artifacts
Commonly Used Artifacts.
Visual and Data Information
• Cycle time chart.
• Dashboards.
• Flowchart.
• Gantt chart.
• Histogram.
• Information radiator.
• Lead time chart.
• Prioritization matrix.
• Project schedule network diagram.
• Requirements traceability matrix.
• Responsibility assignment matrix (RAM).
• Scatter diagram.
• S-curve.
• Stakeholder engagement assessment matrix.
• Story map.
• Throughput chart.
• Use case.
• Value stream map.
• Velocity chart. Tuesday, March 25, 2025 81
10 – Models, Methods and Artifacts
Commonly Used Artifacts.
Reports
• Quality report.
• Risk report.
• Status report.
Agreements and Contracts
• Fixed-price contracts.
• Cost-reimbursable contracts.
• Time and materials (T&M).
• Indefinite delivery indefinite quantity (IDIQ).
• Other agreements : MOU, MOA, SLA, BOA …
Other Artifacts
• Activity list.
• Bid documents (RFI, RFQ, RFP…).
• Metrics.
• Project calendar.
• Requirements documentation.
• roject team charter.
• User story.
Tuesday, March 25, 2025 82
 11 – Ethics & Professional Conduct

Responsibility, Respect, Fairness, and Honesty

 RESPONSIBILITY: Our duty to take ownership of the decisions
we make or fail to make, and the consequences that result.
 We inform ourselves and uphold the policies, rules, regulations and laws
that govern our professional activities.

 We report unethical or illegal conduct to appropriate management and, if

necessary, to those affected by unethical or illegal conduct.

 We bring violation of Code of Ethics to the attention of the appropriate

body or authority for resolution.

 We only file Ethics complaints when they are substantiated by facts.

 We pursue disciplinary actions against an individual who retaliates against

a person raising Ethics concerns.
Tuesday, March 25, 2025 83
 11 – Ethics & Professional Conduct

Responsibility, Respect, Fairness, and Honesty

 RESPECT : Our duty to show a high regard for ourselves, others
and the resources entrusted to us. Resources entrusted to us
may include people, money, reputation, the safety of others
and natural or environmental resources.
 We negotiate in good faith.

 We do not exercise the power of our expertize or position to

influence the decisions or actions of others in order to benefit
personally at their expense.

 We do not act in an abusive manner towards others.

 We respect the property rights of others.

Tuesday, March 25, 2025 84
 11 – Ethics & Professional Conduct

Responsibility, Respect, Fairness, and Honesty

 FAIRNESS : Our duty to make decisions and act impartially and
objectively. Our conduct must be free from competing self interest,
prejudice and favoritism.
 We proactively and fully disclose any real or potential conflicts of interest to the
appropriate stakeholders.

 When we realize that we have a potential or real conflict of interest, we refrain

from engaging in the decision making process, or otherwise attempting to
influence outcomes, unless or until : We have made full disclosure to the affected
stakeholders; We have an approved mitigation plan; and we have obtained the
consent of the stakeholders to proceed.

 We do not hire, fire, reward or punish, or award or deny contracts based on

personal considerations including but not limited to favoritism, nepotism or
bribery.

 We do not discriminate against others based on, but not limited to gender, race,
age, religion, disability, nationality or sexual orientation. Tuesday, March 25, 2025 85
 11 – Ethics & Professional Conduct

Responsibility, Respect, Fairness, and Honesty

 HONESTY : Our duty to understand the truth and act in a truthful
manner both in our communications and in our conduct.
 We do not engage in or condone behavior that is designed to deceive
others, including but not limited to making misleading or false statements,
stating half truths, providing information out of context or withholding
information that, if known, would render our statements as misleading or
incomplete.

 We do not engage in dishonest behavior with the intention of personal

gain or at the expense of another.

Tuesday, March 25, 2025 86

 BIBLIOGRAPHY
 [1] : Project Management Institute, A GUIDE TO PROJECT MANAGEMENT BODY OF
KNOWLEDGE (PMBOK Guide), 6th Edition, 2017, Newtown Square.
 [2] : Project Management Institute, A GUIDE TO PROJECT MANAGEMENT BODY OF
KNOWLEDGE (PMBOK Guide), 5th Edition, 2013, Newtown Square.
 [3] : Project Management Institute, A GUIDE TO PROJECT MANAGEMENT BODY OF
KNOWLEDGE (PMBOK Guide), 4th Edition, 2009, Newtown Square.
 [4] : Project Management Institute, A GUIDE TO PROJECT MANAGEMENT BODY OF
KNOWLEDGE (PMBOK Guide), 3RD Edition, 2004, Newtown Square.
 [5] : KIM HELDMAN, Project Management Professional Exam Study Guide, 4th Edition, 2007,
SYBEX.
 [6] : KIM HELDMAN, Project Management Professional Exam Study Guide, 5th Edition, 2009,
SYBEX.
 [7] : Rita MULCAHY, PMP - PMP EXAM PREP, 5th Edition, 2005, RMC Publications RMC.
 [8] : Rita MULCAHY, PMP - PMP EXAM PREP, 8th Edition, 2013, RMC Publications RMC.
 [9] : Rita MULCAHY, PMP - PMP EXAM PREP, 9th Edition, 2018, RMC Publications RMC.
 [10] : PROJECT MANAGEMENT INSTITUTE CODE OF ETHICS AND PROFESSIONAL CONDUCT.
 [11] : Project Management Institute, A GUIDE TO PROJECT MANAGEMENT BODY OF
KNOWLEDGE (PMBOK Guide), 7th Edition, 2021, Newtown Square.

Tuesday, March 25, 2025 87

END OF COURSE

Thank You !

Tuesday, March 25, 2025 88