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• Project management is the discipline of planning, directing, and controlling resources to meet the technical, cost, and time constraints of a project.
• A program can serve as a synonym for a project, but may also consist of several interrelated projects.
• Project management was mainly performed by individual architects, engineers and other project owners until the 1900s.
• Organizations began to apply project management tools to complex civil engineering problems in the 1950s.
• The International Project Management Association (IPMA) was founded in Europe in 1967.
• The Project Management Institute (PMI) was formed in 1969, and publishes A Guide to the Project Management Body of Knowledge (PMBOK Guide).
• The modern origin of project management is the Manhattan project.
• Before the 1980's, project management concentrated on construction, military and computer industries.
• The construction of pyramids in Egypt is cited as an early example of project management.
• Henry L. Gantt developed the Gantt Chart.
• The DuPont Company developed the Critical Path Method (CPM) in the late 1950s.
• Booz Allen Hamilton developed the Program Evaluation and Review Technique (PERT) to model uncertainty in project management.
• Effective project management can control organizational change, facilitating the introduction of new products, processes, and programs.
• Projects are becoming more complex, demanding formal management structures for control.
• Project management is a catalyst for more effective cross-functional teams, particularly in IT.
• 9.9% of every dollar is wasted due to poor project performance, according to PMI 2018 Statistics.
• According to PMI 2018 metrics, 32% of the budget is lost when a project does not reach its goals.
• A change in an organization's priorities accounts for 39% of project failures.
• 52% of completed projects experienced high scope creep according to PMI 2018.
• 68% of organizations outsource projects to third parties, as reported by PMI in 2018.
• Businesses instigate change to meet strategic goals in response to market demands, customer requests, technological advancements, legal requirements, regulatory compliance, obsolete systems, crisis situations, and social needs.
• Projects are temporary and unique and operations are more continuous.
• Project managers need certain "soft skills" and "hard skills" to be effective.
• Project manager have authority is less than responsibility.
• Projects go through predictable stages known as a life cycle.
• Projects are defined by their temporary endeavor.
• Projects yield new original work and projects output is unique.
• The conclusion of a project is when its objective is made.
• Operations are an ongoing routine.
• Operations output is repetitive and the nature of the work is repeated.
• Objectives of operations are adopted, once these objectives are achieved.

Hard Skills

• Hard skills are learnable and presentable skills, knowledge, and qualifications.
• Language knowledge, holding degrees, apprenticeships, certificates, and being competent at accounting are examples of typical hard skills.
• Other examples of hard skills include typing techniques, machine operation, programming languages, and software knowledge.

Soft Skills

• Soft skills are character traits, and personal and interpersonal skills.
• Soft skills include communication, flexibility, self-discipline, self-reflection, teamwork, and empathy.
• Time management and ability to take criticism are examples of soft skills.
• Leadership is defined as getting someone else to do something you want done because they want to do it.
• People willingly follow someone who they deem a person of their trust.
• If the team doesn't agree on the big picture, then they certainly won't agree on a single feature.

Top Project Manager skills

• Communication, management and negotiation are key project management skills to have.
• Leadership, budgeting, organization skills and problem-solving are additionally important project manager skills.

Project Life Cycle Steps

• Initiating a project involves selecting it, planning it, and securing commitment from key participants.
• Planning a project encompasses detailed planning until the project is accepted by all stakeholders.
• Executing the accepted plan involves authorizing, monitoring, and controlling the work until the customer accepts the project deliverables.
• Closing stage includes completing all activities, ensuring project completion, documenting lessons learned, reassigning resources, and ensuring that contributions are recognized and benefits are realized.

Process Map

• Processes performed define a new project or a phase.
• Plans track, review, regulate the project's progress and it's performance.
• Corrective actions are identified within the plan, if required.
• Processes are finalized to formally close the project or it's current phase.
• The project scope is established.
• The course of action required to meet phase objective is defined.
• Work is completed under the guidance of the project plan.

Project Selection & Prioritization

• Strategic planning answers where and why.
• Portfolio planning answers when.
• Project Planning answers how and what.
• Good strategic objectives are specific, measurable, achievable, results based and time specific.

Summarized Statements

• Strategic analysis should be beginning selection.
• SWOT analysis should be used.
• Mission/Vision statement should be developed as a good guiding principal.
• Resources, organizational capabilities and individual capabilities should be used.

Strategic analysis

• SWOT Analysis involves analyzing business Strengths, Weaknesses, Opportunities, and Threats.
• It includes elements within the project team's control.
• It considers elements over which the project team has little or no control.

Guiding Principles

• A vision is one sentence that describes the organization in the future.
• A great vision requires extra effort to be achieved.
• Multiyear goals may require need for a new vision.
• A mission serves as a mechanism for achieving the vision.
• Mission statements must consider purpose, core values, beliefs, culture, primary business areas and primary clients.

Flow-down Objectives

• Enforced strategic objectives and objective implementation through performance.
• Projects are the primary method for implementing objectives.

Portfolio's

• Portfolios are a collection of projects, sub-portfolios, and programs.
• They seek balance between high-risk, high-reward, low-risk, and projects with substantial time.
• Portfolios seek balance between quick completions, and large and small projects.

Programs Include

• A related group of related products and activities.
• Programs last as long as the organization itself.
• The projects within a program are of limited duration.
• Programs are to be managed above project level.

Projects and Subprojects

• A large project may be composed of multiple subprojects.
• Project managers coordinates subprojects, to make overall best project decisions.
• A subproject comes from dividing a project into more manageable pieces.

Failed Project Repercussions

• Not having enough resources can result is project failure
• Unclear expectations impacts project success.
• Changes to the project will directly hinder your project success.
• There disagreement of expectation and alignment with companies goal.

Key indicators of performance

• Teamwork, empowered decision-making, free and open communication, and creativity.
• A clearly defined project management process is a necessity.
• Necessary attributes, competencies, and skills for associates.
• Leaders must be at each level, willing to take appropriate risks.
• Strong leadership, foundation for does the project.
• Individuals and teams perform their best.
• Understanding our external environment is a key process of performance.

Potential Project Information

• Summarize the work statement of work with a brief description.
• State why the project is important by stating a clear business case.

Project Charters

"- document that formally authorizes the existence of a project manager with authority to apply organizational resources to project activities”

• Give the project manager an official status within the parent organization.

Charter Purposes

• Authorizing the project manager to proceed.
• Help PM, sponsor, team members develop a common understanding.
• Help PM, sponsor, team members commit to the spirit of the P.
• Quickly screen out obviously poor P.

Project charter inputs and outputs

• The Project statement of Work, business case, agreements, enterprise environmental Factors and organizational process assets are all inputs for using a project charter template.
• Outputs are the Project charter.
• Tools and techniques can be used such as expert judgement and facilitation techniques.