Engineering Project Management: Initiating and Planning (Course-I)

Engineering Project Management: Initiating and Planning, you will learn how to effectively manage projects. The
course will provide you with the knowledge, skills, and confidence to stand out in your career and move towards
leadership positions. By the end of the course, you will be able to perform tasks in three key areas: initiating and
planning, scope, time and cost management, and project risk and quality management. Some of the topics covered
include identifying key deliverables and stakeholders, creating a project charter and a statement of work, and developing
a work breakdown structure and critical path schedule. The course also provides an overview of the history of project
management and the Project Management Institute (PMI), which is a globally recognized organization that offers
certifications in project management. Throughout the course, you will reference the PMBOK (Project Management
Body of Knowledge) and the supplemental text, Project Management Toolbox, to gain a deeper understanding of project
management concepts.
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Introduction to project management-WEEK 1

In this module, we will be providing an overview of project management. Here are the key points explained in simple
terms:

What is a project? A project is a temporary endeavor with a specific goal, such as building a bridge or developing a
software application.

What is project management? Project management is the process of planning, organizing, and controlling resources to
achieve the project's objectives within a defined timeframe and budget.

Phases of a project: Projects typically go through several phases, including initiation, planning, execution, monitoring
and controlling, and closure. Each phase has its own set of activities and deliverables.

Importance of project phases: Each phase serves a specific purpose in the project's lifecycle. For example, the initiation
phase involves defining the project's objectives and stakeholders, while the planning phase focuses on creating a
detailed project plan.

Relationship among Portfolio Management, Program Management, and Project Management: Portfolio management
involves selecting and prioritizing projects to align with an organization's strategic goals. Program management involves
managing a group of related projects to achieve specific benefits. Project management focuses on managing individual
projects to deliver specific outcomes.

Recommended Readings
If you are following along in either of the recommended textbooks, the chapters that correspond to this module are listed
below:

A Guide to the Project

Management Body of Knowledge (PMBOK® Guide), Sixth Edition,
Chapters 1, 2 and 3

In simple terms, a project is a temporary endeavor with a specific start and end date. It has clear objectives to be
achieved within certain specifications and is usually limited by a budget. A project consumes resources and ultimately

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 creates a lasting outcome for the organization, client, or stakeholders.

Projects are important for engineers because they primarily work on projects where they need to solve problems,
manage relationships, make decisions, and communicate with their team. Good project management is crucial for
engineers because it ensures that projects are completed successfully, meeting quality, cost, schedule, and programmatic
requirements.

If project management is not done well, it can lead to various consequences such as lost revenues and profits, contract
penalties, higher costs, damage to the company's reputation, resource waste, and even the loss of clients.

The project management process involves several phases:

Initiating: This is where the project management process begins by developing a project charter and identifying
stakeholders.

Planning: In this phase, you develop a project management plan, create a schedule, estimate costs, perform risk analysis,
and plan how to manage and communicate with stakeholders.

Executing: This is when the actual work of the project is performed, including quality assurance, managing the project
team, handling communications, and procuring necessary resources.

Monitoring and Controlling: This phase involves implementing processes to monitor and control the project's progress,
ensuring that it stays on track and making any necessary adjustments

> key elements _ In project management, there are two important factors: management and leadership. Management
involves the technical aspects of getting the project done, such as creating schedules and managing people. On the other
hand, leadership is about creating a vision and motivating people to accomplish the project's goals. While managers
focus on operational issues and problem-solving, leaders inspire trust, encourage innovation, and motivate the team.
Successful project managers need to have a balance of both management and leadership skills. They need to be able to
direct people using their positional power while also working with others to create solutions. It's important to remember
that managers manage projects, while leaders lead people. To be successful, project managers need to be able to do both
effectively.

PROGRAM & PORTFOLIO MNGMT_Program management is the coordination of a series of related projects to
achieve specific benefits and control that may not be possible if each project is managed individually. It's like an
umbrella that oversees multiple projects working together towards a common goal. For example, imagine a car company
developing a new car. Different teams would be working on the engine, chassis, and electronic control systems, which
are all separate projects. Program management ensures that all these projects are completed in a way that makes sense
for the overall project and the organization.

On the other hand, portfolio management is the process of managing projects, programs, sub-portfolios, and operations
as a group of strategic objectives. It aligns organizational strategies and determines which programs or projects should
be prioritized, while providing the necessary resources to make it happen. For instance, a car company may have a
portfolio of different types of cars, and the design of each car would be handled as a program within that portfolio.

To manage these processes, organizations often have a Project Management Office (PMO). The PMO standardizes
processes and governance within the organization. It can provide support to project managers through templates,

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 standards, best practices, training, and lessons learned. The level of control exercised by the PMO can vary, ranging
from a supportive role to a more controlling role where they monitor compliance with organizational standards

ETHICS_In this lesson, we're talking about professional ethics in the context of engineering and project management.
Ethics refers to the moral principles and rules of conduct that guide our behavior and decision-making. It's important to
understand ethical decision-making because it plays a crucial role in our success in organizations.

Here are the key points about professional ethics:

Ethics vary: There is no universal set of ethical rules that applies to everyone. Ethics can differ based on culture, region,
organization, and even family.

Areas of ethics: Most companies and organizations address certain areas that they consider important to ethics. These
areas include conflict of interest, environmental and safety concerns, quality and product liability, honesty and
truthfulness, fair treatment of others, bribery and compliance, and respecting ownership rights.

Four key questions: To determine if our ethics are on the right track, we can ask ourselves four questions:

Are our ethics based on personal values?

Are they benchmarked against socially acceptable norms?

Are our values and standards consistent with our environment?

Do we consistently apply our values and standards in all situations?

Building ethical standards: Personal values serve as the foundation for professional ethics. Legal codes and standards,
ethical standards set by professional societies, and organizational ethical standards also play a role in shaping our ethical
behavior.

Ethical tradeoffs: Ethical decisions often involve conflicts between two desirable ends, such as economic benefit versus
social performance. Finding the right balance can be challenging.

Ethical values: Some important ethical values include integrity, honesty, fidelity, charity, self-discipline, and reliability.

Professional codes of ethics: Engineers and project managers are expected to follow specific professional codes of
ethics. These codes outline the expected behavior and standards for professionals in these fields.

Why is ethics important?

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 Organizations expect us to act ethically and have set forth their expectations.

As project managers, we need to lead by example and model ethical behavior for our teams.

History has shown that good ethical behavior pays off in the long term

ETHICS WORK PROCESS_In this topic, we are discussing the code of ethics for project management. The code of
ethics is a set of guidelines that project managers should follow to ensure they make ethical decisions and behave in an
ethical manner. The code of ethics is based on four core values: responsibility, respect, fairness, and honesty. Let's break
down what each of these values means:

Responsibility: Project managers have a duty to take ownership of their decisions and actions. They should make
decisions based on the best interests of society, public safety, and the environment. They should only accept
assignments that align with their qualifications and protect confidential information.

Respect: Project managers should show respect for others by understanding their values and customs. They should listen
to others' points of view, seek common understanding, and resolve conflicts in a fair manner. They should not use their
position to take advantage of others and should respect the property rights of others.

Fairness: Project managers should make decisions impartially and without self-interest, prejudice, or favoritism. They
should provide equal access to information and equal opportunities to qualified candidates. They should disclose any
conflicts of interest and recuse themselves from decision-making when there is a conflict.

Honesty: Project managers have a duty to understand the truth and act truthfully in their communication and conduct.
They should make promises and commitments in good faith and create an environment where others feel comfortable
telling the truth.

In addition to understanding the code of ethics, project managers should also follow a process for ethical decision-
making. This process involves gathering all the facts, identifying stakeholders, assessing their motivations, formulating
potential solutions, evaluating the ethical correctness of the solutions, seeking additional assistance if needed,
implementing the chosen solution, and monitoring and assessing the outcome.

If you ever find yourself unsure about making an ethical decision, it's important to step back and consider factors such
as consulting experts, aligning with your core ethical values and organizational values, and considering how you would
feel if you were on the receiving end of the decision. If you're still unsure, it's best to gather more information and seek
advice before making a decision.
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PROJECT ORGANISATION & PROCESSES_WEEK 2

You have become the manager of a project, now you have to organize your team.
Learning Objectives
Discuss the impact of Organizational Cultures and Styles.
Identify potential project organizational structures.
Recognize the pros and cons of each structure.
Introduce the Project Management Processes.

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 Discuss the role of Knowledge Areas.
Identify the role of Project Manager as a leader.
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INTRODUCTION & OBJECTIVES-
In this module, we are discussing project organizations and processes in the context of engineering project management.
Here's a simplified explanation:

Project Organization: When starting a project, it's important to set up a structure or organization that will help you
manage and coordinate the work effectively. There are different types of project organizations, and we will explore the
most common ones. Each type has its own strengths and weaknesses, and we will discuss how to choose the best
organization for your project.

Organizational Culture and Style: The culture and style of an organization can have an impact on how your project is
organized. We will explore how these factors can influence your decision-making process.

Project Management Processes: Project management involves a series of processes that help you plan, execute, and
control your project. We will discuss these processes and how they contribute to the success of your project.

Knowledge Areas: There are different areas of knowledge that are important for project management, such as scope,
time, cost, quality, and communication. We will explore the role of these knowledge areas in the execution of your
project.

Role of the Project Manager: Finally, we will discuss the role of a project manager in overseeing and leading the
project. The project manager plays a crucial role in ensuring that the project is completed successfully.

By the end of this module, you should be able to understand how to make decisions about project organization, identify
the pros and cons of different organizational structures, and understand the role of a project manager in project
execution

A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, Chapter 2
RECOMMENDD READING

PROJECT ORGANISATIONS-In this lesson, we are discussing different types of project organizational structures that
you may come across as a project manager. Here are the main types:

Functional Based Organizations: In this structure, the project is run by functional managers as a group. Each functional
group operates independently, and communication is done through the functional managers. The advantages of this
structure include optimized resource allocation, access to technical experts, and established communication procedures.
However, the disadvantage is that there is no one person in charge of the project, and project coordination can be
complex.

Matrix (or Composite) Based Organizations: This structure combines functional and project-based approaches. Project
managers have more authority and control over the project, while functional managers still have some influence. This

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 structure allows for better coordination and communication between different functions, but it can also lead to power
struggles and conflicts.

Project Based Organizations: In this structure, the entire organization is focused on projects. Project managers have full
authority and control over the project, and resources are dedicated solely to the project. This structure allows for
efficient project execution, but it may not be suitable for organizations that have a mix of ongoing operations and
projects.

MATRIX ORG- In project management, there are different ways to organize and manage a project. One approach is
called the matrix organizational approach. This approach recognizes the need for coordination and communication in a
project.

There are different types of matrix organizations:

Weak Matrix Organization: In this approach, the project is still mostly managed by functional managers, but there is
some recognition that coordination is needed. A project coordinator is assigned to expedite the work process and
communicate requirements. However, the project coordinator does not have authority to enforce requirements or control
resources. They can communicate across the organization without going to the functional managers.

Balanced Matrix Organization: In this approach, there is a project manager who has more responsibility and authority
than the project coordinator in the weak matrix organization. The project manager has control over day-to-day
operations and basic technical decisions. However, the functional managers still maintain overall control and have the
ultimate authority to make decisions.

Strong Matrix Organization: In this approach, the organization fully realizes the need for a project manager and
provides the authority for the project. The project manager is fully responsible for the scope, schedule, and budget of the
project. They have control over client interfaces, reporting, and decision making. However, the functional managers still
have control over staffing and can exert control over technical specifications through their staff.

Each type of matrix organization has its advantages and disadvantages. The weak matrix organization provides some
coordination and communication improvements but still has some disadvantages of the functional organization. The
balanced matrix organization strikes a balance between project manager authority and functional manager control. The
strong matrix organization provides a strong focus on the project but comes with increased budget allocation and
potential conflicts between project and functional managers

PROJECT OREINTED ORG-In this topic, we are discussing different types of project organizations. Here is a
simplified explanation:

Functional Organization: In this type, project members are part of their respective functional departments (e.g.,
engineering, marketing) and report to their functional managers. The project manager has limited authority and relies on
functional managers for resources and expertise.

Matrix Organization: This is a hybrid approach where project members are still part of their functional departments, but

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 they also report to the project manager. The project manager has more authority and can make decisions, but functional
managers still have some control.

Project-Oriented Organization: In this type, the project is the main focus, and most team members are dedicated to the
project on a full-time basis. They report directly to the project manager, who has the final authority and responsibility
for the project.

HOW TO SELECT AN ORGANISATION - In this topic, we are discussing how to select the appropriate organization
for a project. Here are the key points in simple terms:

The organization you work for and its culture, resources, and typical way of doing business will influence the type of
project organization you choose.

Most organizations have a preferred organization style that they use for their projects, and if it has been successful, they
may not want to change it.

Factors like the availability of resources and the duration of the project can also influence the choice of project
organization.

There are different types of project organizations, such as functional-based, weak matrix, balanced matrix, strong
matrix, and project-oriented organizations.

The type of project organization you choose depends on the size, complexity, and risk of the project.

As projects grow in size, duration, and complexity, and become more unique and strategically important, the more
complex project organizations make sense.

Remember, these are just general guidelines, and successful projects can be executed using different methodologies. It's
important to consider the history and success of certain organization styles in your organization when selecting the
project organization for your project

PROJECT MANAGEMENT PROCESSES-In simple terms, project management processes are a set of activities that
are performed to successfully manage a project. These processes help ensure that the right things are done at the right
time and that the project is adding value to its deliverables. The Project Management Institute has identified key project
management processes, which are documented in the PMBOK (Project Management Body of Knowledge). These
processes are divided into 10 knowledge areas, which we will explore throughout this specialization. The processes are
also organized into five groups based on the status of the project or phase: initiating, planning, executing, monitoring
controlling, and closing. These phases overlap and recycle as projects adapt to change. It's important for project
managers to be flexible and adjust plans as needed to ensure project success.

PROJECT MANAGER AS LEADER-In this topic, we are discussing the role of a project manager as a leader. Here are
the key points in simple terms:

A project manager needs to actively engage with stakeholders, including functional managers, project sponsors,
organization executives, clients, vendors, and support personnel.

The project manager must work closely with their team and meet their needs to achieve success.

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 Stakeholder management and communication processes are important tools for creating the right level of engagement
and sending the right message.

As a project manager, it is important to focus on leadership elements such as creating a clear vision of success, setting
goals, making plans, and gaining commitment.

Problem-solving, decision-making, and balancing technical and economic considerations are crucial tasks that a project
manager needs to facilitate.

Conflict is natural in a team, and a successful project manager works to resolve conflicts in a positive manner, ensuring
that team members are integrated and understand the project vision.

Effective communication is key to accomplishing all of these tasks.

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PROJECT COMMUNICATIONS AND STAKEHOLDER MANAGEMENT -WEEK 3

Who do you need to consider while organizing your project and how will they communicate?
Learning Objectives
Identify Stakeholders, their roles, and interests.
Create a Stakeholder Register.
Create and explain a Stakeholder Engagement Assessment Matrix.
Describe managing Stakeholder Expectations.
Identify Project Management Communication Tools and their use.
Develop a Communication Plan.
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INTRO ,OBJECTIVES AND DEFINING STAKEHOLDERS- In this topic, we are discussing how to identify and
manage stakeholders in a project. Here are the key points in simple terms:

Stakeholders are people, groups, or entities that may be affected by or have an interest in your project.

It's important to identify stakeholders early because they can have a positive or negative impact on your project.

To identify stakeholders, you should include everyone on your team, review stakeholders continuously, and consult with
them regularly.

When managing stakeholders, consider their roles, interests, and how to keep them informed and satisfied with the
project's progress.

The stakeholder management process includes four major components: identifying stakeholders, planning stakeholder
engagement, managing stakeholder engagement, and monitoring their engagement.

By creating a stakeholder management plan, you can effectively manage and engage with your stakeholders throughout
the project.

A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition, Chapters 10 and 13

Project Management Toolbox: Tools and Techniques for the Practicing Project Manager, Chapters 12 and 15

IDENTIFING STAKEHOLDERS_ In this topic, we are discussing how to identify and manage stakeholders in a
project. Stakeholders are individuals or groups who have an interest or are affected by the project. Here are the key
points in simpler terms:

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 Identify stakeholders: Look at your project charter, documentation, and talk to people who have experience with similar
projects. Your project management office may also have examples from previous projects.

Assess their impact: Once you have identified stakeholders, assess their impact on the project. This includes decision
makers, sponsors, primary customers, and others who will be affected.

Prioritize stakeholders: Prioritize stakeholders based on their impact on the project and how they may react to different
situations. Consider their influence and power on the project.

Use the power and influence grid: The power and influence grid is a tool to assess stakeholders' power against their
interest in the project. Based on this assessment, you can determine how to engage and communicate with each
stakeholder.

Keep stakeholders informed: Depending on their level of interest and power, stakeholders should be kept informed
about the project. This can be done through regular updates and providing the information they need.

Use a stakeholder register: A stakeholder register helps record stakeholders and their impact on the project. It should
include their name, role, type, and preferred communication method

STAKEHOLDER ENGAGEMENT PLAN-we are discussing how to plan your engagement with stakeholders in a
project. Here are the key points in simpler terms:

Gather information: Review your project management plan, stakeholder register, and risk management plan. Consider
any organizational or external factors that may affect stakeholder engagement.

Seek input: Talk to other project managers or experts to determine the level of engagement needed to keep stakeholders
informed and committed. Also, reach out to key stakeholders and ask them what they expect from the project.

Tools and techniques: Use interviews, questionnaires, and surveys to gather data on stakeholders. This will help you
understand their politics, power structures, and the organization's environment and culture.

Assess engagement level: Determine the current engagement level of stakeholders. Are they excited about the project or
do they have other projects to focus on? This will help you manage their expectations.

Classify engagement level: Classify each stakeholder's engagement level (e.g., unaware, resistant, neutral, leading,
supportive). This will help you create a Stakeholder Engagement Assessment Matrix.

Stakeholder Engagement Matrix: This matrix represents the current engagement level of each stakeholder and the
desired level. It helps you manage the amount of time and specific information you share with each stakeholder.

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 Stakeholder Engagement Plan: This plan includes the desired levels of engagement for key stakeholders, the impact of
the change for each stakeholder, any relationships that can be optimized, the type of information to be shared, and the
method for updating stakeholders.

Remember, the goal is to engage stakeholders effectively throughout the project to ensure its success

Managing stakeholder engagement is about effectively interacting and communicating with the people who have an
interest or influence in your project. Here are the key points in simpler terms:

Inputs: The things you need to manage stakeholder engagement are your project management plan, project documents,
and any organizational requirements.

Using your stakeholder engagement plan: You can use your plan to determine how much and when to engage with your
key stakeholders.

Interpersonal skills: As a project manager, you'll need to rely on your people skills to have meaningful conversations,
listen to their needs, and address any concerns they may have.

Communication management plan: This plan is important because it outlines who, what, how, and when people will
communicate with stakeholders. It also prioritizes communications and specifies the mode of communication for each
stakeholder.

Push or pull method: The communication plan should indicate whether you will push information to stakeholders or if
they need to pull it from you. It depends on the situation and the person's preference.

Outputs: The outputs of managing stakeholder engagement include updates to your project management plan, any
change requests from stakeholders, updates to other documents, and any internal requirements like reports or
presentations

MONITORING STAKEHOLDER MANAGEMENT-In this topic, we are discussing how to monitor stakeholder
engagement in a project. Stakeholders are individuals or groups who have an interest or are affected by the project. It is
the responsibility of the project manager to keep track of these relationships throughout the project.

To monitor stakeholder engagement, you can use various tools and information sources such as project management
plans, documents, enterprise environmental factors, and issue logs. You can also gather performance data like
completion dates and changes in costs.

The goal is to keep your stakeholders informed using the tools and plans you have created. You should communicate
with your team members, gather information, and share it with stakeholders as needed.

During this process, you may expect updates to your project management plan or documentation, as well as feedback

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 from stakeholders. It's important to find the right balance of information to share - too much can be overwhelming, but
too little can be harmful. So, manage and control these engagements wisely.

In this module, we will cover the four components of stakeholder engagement and provide guidance on how to create
effective stakeholder engagement strategies.
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PROJECT INTEGRATION MANAGEMENT_WEEK 4

Learning Objectives
Define the Prerequisites for a project.
Initiate the Project: opportunity evaluation and chartering a project.
Understand what goes into the project plan including bringing together all subsidiary planning documents.
Describe the interation of project management processes and their role in defining, planning, executing, controlling, and
closing a project.

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Project Integration Management is all about bringing together and coordinating all the different activities and processes
involved in managing a project. It's like the central hub that connects everything together. Here are some key points to
understand:

The process starts with developing the project charter, which outlines the project's objectives and scope.

Next, we create the project plan, which includes all the detailed plans for different aspects of the project.

Then, we move on to directing and managing the work, making sure that everyone is doing their assigned tasks and
staying on track.

Managing project knowledge involves capturing and sharing important information and lessons learned throughout the
project.

Monitoring and controlling the work is about keeping a close eye on progress, making adjustments as needed, and
ensuring that everything is going according to plan.

Integrated change control is the process of managing any changes that arise during the project and making sure they are
properly evaluated and implemented.

Finally, we close the project, wrapping up all the loose ends and documenting the final outcomes.

In simple terms, Project Integration Management is like the conductor of an orchestra, making sure that all the different
instruments and musicians are playing in harmony to create a beautiful piece of music. Similarly, the project manager in
Project Integration Management brings together all the different elements of a project and ensures they work together
smoothly to achieve the desired outcome

A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, Chapter 4

Project Management Toolbox: Tools and Techniques for the Practicing Project Manager, Chapters 2 and 3, pp. 68-78

DEVELOPING PROJECT CHARTER- In this topic, we are discussing the development of a project charter. A project
charter is a document that helps define the project and its goals. It contains important information that guides the project
and ensures its success. Here are some key points to understand:

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 The project charter may have different names in different organizations, such as project frame or scoping document.

Sometimes, the project charter is part of the contract if the project is being executed on behalf of a client.

The project charter includes inputs like the benefits management plan, which outlines how and when the project's
benefits will be delivered and measured.

The business case for the project justifies why the project is being done and what strategic and business benefits it will
bring.

Agreements establish the goals and key results of the project.

Environmental factors, like company culture and legal framework, influence how the project is delivered.

Project organization process assets include standard procedures and templates that help form the project charter.

The benefits management plan and the business case are important inputs for preparing the project charter.

The benefits management plan aligns the project's benefits with the organization's strategic plan.

The business case defines the economic basis for the project and compares different options or projects.

Common methods for evaluating project economics include payback time, net present value, and internal rate of return.

I hope this explanation helps clarify the topic for you! Let me know if you have any further questions

WHAT IS PROJECT CHARTER-In this topic, we are discussing the project charter, which is a document that formally
authorizes a project. The project charter contains important information that outlines the agreements between the
organization sponsoring the project and the project manager. It also includes details about what will be done, the
authority levels granted, key stakeholders, and any constraints, timelines, or budgets.

Here are the key elements of a project charter:

Project name and authorization date

Project description: a brief explanation of what the project aims to accomplish

Project purpose: the reason for pursuing the project, which may include strategic goals and objectives

Project goal: a high-level description of the work to be undertaken

Project scope: what is included and excluded from the project

Requirements and deliverables: a list of requirements for success and the deliverables to be produced, along with
success criteria for each deliverable

Schedule milestones and requirements: important dates and approvals

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 Budget limitations, assumptions, and constraints

Major risks known at the time of authorization

Dependencies and other known limits on the project

References: similar projects or specific specifications and standards to be followed

Key stakeholders: minimum inclusion of the client, project sponsor, project manager, and other essential individuals

Project manager's authority and approval requirements

Project exit criteria: circumstances in which the project may be suspended or canceled

Approval signatures of the authorizing group, including the project sponsor, project manager, and finance manager

The project charter is typically a one to two-page document that highlights the key aspects of the project. It is important
to gather all the necessary information and compile it into a single document to effectively scope, schedule, plan, and
budget the project

PROJECT MANAGEMENT PLAN_In simple terms, the topic is about developing a project management plan. A
project management plan is a document that describes how a project will be executed, monitored, and controlled. It
includes different plans for various aspects of the project, such as scope, schedule, cost, and risk management. The
project manager's role is to coordinate and integrate these plans into a consistent overall project management plan. Some
additional elements that can be included in the project management plan are an executive summary, an execution
approach, and a change management plan. These elements are important because they help define the project and its
parameters. Any changes to these elements can impact the project's scope, schedule, and cost. A good project manager
keeps a close eye on these elements and uses them as an early warning system to mitigate any potential impacts on the
project. The project manager also directs the work, manages stakeholders, communicates with team members, and
ensures that the project objectives are achieved

MANAGE AND CONTROL WORK-In simple terms, the topic is about monitoring and controlling a project. As a
project manager, you need to compare the actual performance of your project to the plan you created. This involves
looking at things like following the schedule, meeting cost assumptions, and sticking to the scope of the project.

You also need to compare the actual performance to the assumptions you made about the cost and schedule. Are things
taking longer or costing more than expected? Are there any changes that need to be made to the project?

Change control is an important part of this process. It involves identifying, documenting, and approving any
modifications to the project plan. There are two types of changes: trends and change requests. Trends are deviations
from the plan but still within the original scope, while change requests are formal proposals to modify the project.

Finally, the topic touches on the importance of closing out a project properly. This involves documenting the completion
of the project, transferring deliverables to users, capturing lessons learned, and storing project documents for future
reference. A good close out is crucial for organizational learning and future projects.

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