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Project Management

Course length

This course is one-week long.

Marks overview

  • Project 60%
  • Daily activities 10%
  • Final exam 30%


Suggested books

The PM Project

  • Due on day 5
  • 60% of the final
  • Details of the PM project

Videos to watch

Recommended articles

Other resources

  • For country indicators, Project Mgmt tutorials, and courses, etc. see resources

Day 1

Quotes of the day

“In reality, there are always just three things: a goal, a pile of work, and a bunch of people.”
— Scott Berkun
“A checklist might help [the involved] people do the work in a way that meets the goal, but the checklist is not the goal either. Confusing processes with the goals is one of the great sins of management.”
— Scott Berkun
“Scott, this stuff is nice, but your project is your team. Manage the team, not the checklists. If the checklists help you manage the team, great. But the way you’re going, soon you’ll be using your team to help you manage your checklists.”
— Scott Berkun
“When processes are required to manage processes, it’s hard to know where the actual work is being done. It’s often the team leader or project manager who has the greatest ability to steer the team clear of bureaucracy, or more cynically, to send the team full throttle into endless circles of procedures and committee-driven thinking.”
— Scott Berkun

Videos to watch

Learning Objectives

  • What is a Project
  • What is Project Management
  • Operations and Project Management
  • Organizations and Project Management
  • Project Life Cycle
  • Organizational Influences and the Role of the Project Manager
    • Organizational Influences on Project Management
    • Role of the Project Manager
    • Project Team


  • chapter 1 (1.2.1.) (pp. 4 to 19)
  • chapter 2 (2.1. to 2.3.2.) (pp. 37 to 41)
  • chapter 3 (3.) (pp. 51 to 68)

Day 2

Quotes of the day

“[U]ntil I fail and prove incompetence, I should be treated as competent. I should be free to define, within reason, the best way to get my work done.”
— Scott Berkun
“The most common motivation for putting a process in place is to prevent stupidity from happening (again).”
— Scott Berkun
“As a leader on a team, everything depends on what assumptions people can make of you. When you say “I will get this done by tomorrow” or “I will talk to Sally and get her to agree with this,” others will make silent calculations about the probability that what you say will be true. Over time, if you serve your team well, those odds should be very high. They will take you at your word and place their trust in you.”
— Scott Berkun
“Trust is lost through inconsistent behavior.”
— Scott Berkun

Videos to watch

Learning Objectives

Understand the formation and management of project teams

  • Developing Project Teams
  • Managing Project Teams
  • Responsible, Accountable, Consult, and Inform (RACI) charts
  • GANTT charts
  • Conflict Management


  • Chapter 6 ( and (pp. 217 to 219)
  • Chapter 9 ( and 9.4.) (pp. 316 to 317, and pp. 336 to 351)

Recommended article

Day 3

Quotes of the day

“The cause of almost all relationship difficulties is rooted in conflicting or ambiguous expectations around roles and goals.”
— Stephen Covey, author of The 7 Habits of Highly Effective People
“The most obvious way for a person in authority to get work out of people is to demand it: “40 push-ups, now!” The more intelligent the people you work with are, the less likely this approach will work. If the vision is good, the work is interesting, and people get along, there’s little need to demand anything. Motivation should come naturally. When you need to light fires, find clever ways.”
— Scott Berkun
“Good PMs make plays possible. They eliminate issues that are slowing down the team. Ask people: “Are you blocked by anything?” If they say they are waiting for a decision, or trying to track down information, it’s your job to figure out if there’s any way you can accelerate that process. They should know you are available to help if they ever feel blocked.”
— Scott Berkun

Videos to watch

Learning Objectives

Understand the principles, methods, systems, and techniques of communication in project management.

  • Planning Systems
  • Execution & Control Systems
  • Business Intelligence
  • Technical Issues
  • Change Control (Day 4, but will discuss it today too)


  • Chapter 4, (4.6.) (pp. 113 to 120)
  • Chapter 10, (10.) (pp. 359 to 393)

Day 4

Quote of the day

“People fracture trust when they behave unpredictably. When someone consistently takes action without regard to her commitments, she creates waves of concern that disturb the team. Energy is taken away from people who have to work (or contend) with her. Instead of applying their energy toward completing work, they now have to expend energy calculating whether she will actually do what she says she will. Contingency plans have to be devised, and levels of stress and doubt rise (“If Marla doesn’t get that code checked in by the end of today, we’re hosed.”). The more careless someone is with the responsibility she has, the larger the waves will be.”
— Scott Berkun

Videos to watch

Learning Objectives

Understand the processes, methods, and techniques for planning and managing change in project management.

  • Integrated change control
  • Change requests
  • Change management plan


  • Chapter 4, (4.6.) (pp. 113 to 120)

Day 5

  • Final exam
  • The project is due
project_management.txt · Last modified: 2021/06/16 16:35 by Eric Bright