1.3 Introduction to Project Management

• 1.5 Project V Operations Management
• Operations: 
• ongoing permanent activities that produce a a product or service repeatedly 
• e.g. manufacturing ops, accounting ops
• require Business Process Management
• Project: 
• temporary, unique outcome, require a project manager
• can be used to change processes
• Intersection of projects and ops can happen during the project (i.e. resources or knowledge pass from one to the other) e.g
• at phase closeout
• when project is to change processes
• when the project is to develop/ change a product or outcome
• 1.6 Project Manager role
• Different types of managers
• Operational: responsible for core business
• Functional: responsible for administrative area
• Project: responsible for delivering project objectives
• Might report to a 
• functional manager
• portfolio/ program manager
• Needs these characteristics:
• PM knowledge
• Performance (able to carry out project activities)
• Personal (attitudes,personality, leadership)
• 1.7 PMBOK: 
• describes industry standard tools,techniques,processes
• a PMIism is a term that is specific to the PMI, that appears in the PMBOK and in the PMP and CAPM exams
• 5 Project Management Processes: (IPECC) Initiating, Planning, Executing, Monitoring & Controlling, Closing
• 9 Project Knowledge Areas: Integration, Scope, Time, Cost, Quietly, HR, Communication, Risk, Procurement
• Other standards
• The Standard for Program Management
• The Standard for Portfolio Management
• Organizational Project Management Maturity Model (OPM3)
• 1.8 Enterprise environmental factors
• PMBOK definition: "internal and external environmental factors that surround or influence a project's success"
• factors to consider when developing the charter e.g. Need to hire in specialised skills? Industry expertise required?
• include
• culture, structure, processes
• legislation and industry standards
• existing infrastructure (space, equipment...)
• human capital available (knowledge, skills experience...)
• HR policy (staffing, performance appraisal...)
• stakeholder attitude to risk