The Master of Construction Management

Are you civil engineering graduates wanting to get best jobs in the construction industry? Master of construction management is a professional degree you need to obtain.  The following is a typical program for the master course.
Duration

2 years full time

Course Overview

The unique mix of breadth and depth in the field of construction management studies provides a distinctive foundation for professional leadership for graduates facing the social, financial and environmental challenges of the 21st century.

Students can enhance their program by taking cross-disciplinary studies in urban design, urban planning, architecture and landscape architecture. This creates opportunities to locate construction specific knowledge in a broader context and therefore develop programs of study suited to the needs of the individual student.

There is also the opportunity to take research subjects which may enable progression to further studies as a PhD candidate. Professional experience can be integrated as part of the program which contributes to professional accreditation requirements.
The Program

The Master of Construction Management:

* allows students to develop and build on expertise in quantity surveying, construction law, project management and facility management.
* covers studies across the full breadth of the building cycle; and
* provides the opportunity to specialise in the management of the construction process (costing, planning, budgeting and resource allocation).
Admission Requirements – 2 Year program

Master of Construction Management – 200 points

1. The Selection Committee will evaluate the applicant’s ability to pursue successfully the course using the following criteria completion of the Bachelor of Planning and Design (Property and Construction) at the University of Melbourne between 2005 and 2010; and completion of at least 16 weeks of documented relevant full-time professional work experience;

or

a three-year undergraduate degree in a cognate area with a weighted average of at least 65% in the final two years, or equivalent, together with a personal statement of up to 1000 words outlining relevant prior study and work experience, and motivation to undertake the course.

2. The Selection Committee may conduct interviews or tests and may call for referee reports and employer references to elucidate any of the matters referred to above.

Note: Students who have completed relevant prior study and/or at least one year of documented relevant full-time professional work experience, or equivalent, may be eligible for advanced standing.

Students who have completed at least twelve months documented relevant work experience may be eligible to receive 50 points of credit for completion of a reflective journal, including a critical review of an industry project (not more than 5,000 words), during their professional experience.
Career Outcomes

Graduates in construction management typically work for construction companies both on and off construction sites. Their roles include planning and scheduling, project management, contract administration, or estimating and tendering.

Graduates pursuing a career in construction economics work as construction cost consultants and quantity surveyors with financiers, property developers, and project managers.

Construction Project Management Courses

If you are planning to choose a career in the field of construction management, might as well take up a program that will help you excel, like the construction project management courses offered in some of the schools. The construction project management courses provide construction professionals practical knowledge and expertise, which are exactly necessary to do your job.

The innovative and timely series of Construction Project Management courses are designed to develop the knowledge base of those working as project managers and project personnel, and to those who show interests to enter the field of construction management, whether for the principal or for service providers like consultants or contractors. The course focuses on basic principles across the breadth of the project management body of knowledge, and covers the key concepts in managing a project right from the start to final close-out.

The topics may include, but not limited to construction accounting, acquisitions, developments, estimation, plan reading, field project management, real estate law, bidding, scheduling, and construction safety. To obtain certificate of completion, students must successfully complete eight intensive courses. However, if you do not plan to pursue a certificate, you may possibly take individual classes. Additionally, all construction project management courses provide Continuing Education Units or CEUs.

The Core Courses of Construction Project Management Program may include but not limited to:

Construction Accounting this course reviews accounting theory, providing an understanding of the terminology of accounting. Payroll accounting focuses on workers compensation insurance, cost allocation and control. There is also other subjects that include types of businesses and organizations, lien law, construction cost control, progress payments and sub-contractor invoices, back charges, cash flow and cost of sales.

This Financing Real Estate Acquisitions course focuses on the nature of development projects, sources of funds, mortgages, payment and construction loan processing, and administration for both portfolio and for the sale projects.

The Estimation course provides cost estimating with emphasis on quantity survey and pricing. This Plan Reading course provides a survey of the fundamentals of Construction Math and plan reading. The Field Project management is one of the construction project management courses, which helps you become a successful project manager by learning the basic principles and responsibilities of construction process. You will also learn how to identify and manage the important components of project planning, budgeting and scheduling, resource allocation, legal requirements and ethical considerations, construction safety, and project supervision.

Real Estate Law (Law for Construction)this law provides an overview of the legal system such as contractor license law, contract laws, real estate law, mechanic liens, as well as basic contract principles and responsibilities.

Bidding and Scheduling this is one of the important construction project management courses that will touch on the different bidding strategies used in the construction industry, methods of selling or buying out the construction project. You will be able to learn to read, analyze and create your own bar chart and critical path method schedules. Additionally, you will learn to monitor time, money and other resources with the schedule. At the same time, learn to use the schedule to measure the effect of changes and delays on the project.

Construction Safety this course provides overview of safety procedures, regulations and their application, included also is a series of lectures supported by printed materials provided by an industry working safety specialist.

Construction Manager

A construction manager is essentially a high level manager who focuses on the coordinating the different needs of a project on a large scale. In particular, the construction manager is responsible for maintaining the relationship with all the contractors and subcontractors to ensure the smooth and timely completion of a project.

The most important aspect of the position is that of defining the structure of the project management team and assigning responsibilities to each member. Beyond this, the construction manager arranges and maintains project relationships with the trade contractors and designers associated with particular aspects of the project, including setting timetables for the completion of certain sections and resolving conflicts as they arise.

Beyond coordinating the internal workings of a project, the manager must develop plans to handle external concerns. These include handling equipment and materials suppliers, developing plans with local emergency and fire departments for on-site safety, and risk management.

Coordination is a main focus of a construction manager’s job. In particular, the manager is charged with arranging the timing and working relationships between subcontractors. These responsibilities include organizing bids for specific parts of a project, signing off on subcontractor work, quality control, and monitoring time and costs.

This particular responsibility weighs heavily on the budgeting phase of a project. Construction managers work closely with owners and designers to make sure that a project is not only feasible from a physical standpoint, but also from a budgetary one. Once decisions concerning the direction, processes, and time constraints of project are set, the construction manager implements the plans.

Construction Management Profession

Construction management profession focuses on construction processes of any built environment. Construction management typically encompasses commercial building sites or multi-unit residential sites, but not usually single-family residential building sites. Construction management of the site may be maintained by a general contractor or a separate entity, and the construction management personnel or firm answers to the developer and is responsible for overseeing every aspect of the project from start to finish.

The construction management field requires a minimum of four years in an undergraduate program and may require a Masters in Construction Management for certain projects. Areas of study for construction management include advanced math, design and construction laws, architecture, estimating, accounting, and business. Construction is one of the single largest industries in the United States and the outlook for careers in construction management is favorable. Job opportunities exist both in the private sector and in government.

During a typical project, construction management personnel are responsible for overseeing each phase of construction and resolving any discrepancies in original blueprint design and actual implementation. Construction management personnel are also accountable for the cost of a project and must control material and labor cost. They may work with one or more project managers, architects, and site-specific superintendents, often in both an office and hardhat environment simultaneously. In addition to overseeing the physical construction phases of a project, construction management must also be familiar with design and construction laws — including OSHA regulations and building codes — and serve as a point of contact for all issues. Equally important is delivering each phase of a project within a given time frame and budget, right down to the completed building or buildings.

Construction management firms vary in size, and some provide their services exclusively to smaller general contractors. Large construction companies generally hire their own construction management personnel. The earning potential for construction management varies by region, but can easily reach six figures with experience and reputation for effectively managing larger, multi-million dollar projects.

Project Management Methodology

Projects are usually split into phases often along the lines of initiation, control and closure. During each phase a number of documents are produced as part of the project control process.
Initiating a Project

All projects start with an idea for a product, service, new capability or other desired outcome. The idea is communicated to the project sponsor using the mandate. The mandate provides a structured approach to proposing a project and contains the project’s business case.

Once the mandate has been approved a further document is prepared that explains the project in greater detail. The project definition report is used to provide this information. This document is used as a key part of the assessment when deciding whether the project should be undertaken.

In particular it outlines the goals, objectives, scope, deliverables, assumptions, constraints, risks, issues, key people, benefits, costs and duration.

If authorisation to proceed is given, the contract is used to obtain formal agreement from the project sponsor and budget holder to start the project. This signifies the end of the initiation phase.
Controlling a Project

The control phase involves managing and tracking the project. To do this a project plan is developed. The project plan is most commonly expressed in the form of a Gantt chart and identifies the stages, tasks, timeline and resources. A good plan will include regular milestones that act as a measure of progress and keep the project team focused on short-term goals. Project plans may also include information about costs and dependent projects. A tracking Gantt chart can be used to monitor progress.

Once you have planned the project it is important to identify any factors that could have an impact on it. This is done using the issues log and risk log. The issues log is used to record issues and a plan to address them. The risk log is used to record and grade risks with an associated action plan to mitigate them. Often confused, risks and issues are defined as follows:

Risk: The likelihood of the occurrence of an event, usually a negative one that may adversely affect the successful completion of a project.

Issue: A concern raised by any stakeholder that needs to be addressed, either immediately or during a project.

Key to good project management and a successful project outcome is effective communication. The progress report is used to communicate progress on a regular basis, typically weekly or monthly, to all stakeholders of the project.

The control phase ends once the project has achieved its goals and objectives as detailed in the project definition report. A project may be stopped prior to completion for a variety of reasons, including changes within a business, lack of resources or higher priorities.
Closing a Project

Project closure is an important aspect of project management that is often overlooked. A project that is not closed will continue to consume resources, albeit slowly.

To receive acknowledgment from the customer that the project has ended the customer acceptance form is used. Once signed off the project team is disbanded and no more work is carried out.

At this point it is important to know whether the project has achieved its goals and objectives. This is done using the project closure report. This document communicates how well the project has performed against its original business case, quality criteria, costs, duration and tolerances.

Project Management Glossary E-K

E

Earned Schedule (ES) is an extension to Earned Value Management (EVM), which renames two traditional measures, to indicate clearly they are in units of currency or quantity, not time.

Earned Value Management (EVM) is a project management technique for measuring project progress in an objective manner, with a combination of measuring scope, schedule, and cost in a single integrated system.

Enterprise modeling is the process of understanding an enterprise business and improving its performance through creation of enterprise models. This includes the modelling of the relevant business domain (usually relatively stable), business processes (usually more volatile), and Information technology

Estimation in project management is the processes of making accurate estimates using the appropriate techniques.

Event chain diagram : diagram that show the relationships between events and tasks and how the events affect each other.

Event chain methodology is an uncertainty modeling and schedule network analysis technique that is focused on identifying and managing events and event chains that affect project schedules.

Extreme project management (XPM) refers to a method of managing very complex and very uncertain projects.

F

Float in a project network is the amount of time that a task in a project network can be delayed without causing a delay to subsequent tasks and or the project completion date.

Focused improvement in Theory of Constraints is the ensemble of activities aimed at elevating the performance of any system, especially a business system, with respect to its goal by eliminating its constraints one by one and by not working on non-constraints.

Fordism, named after Henry Ford, refers to various social theories. It has varying but related meanings in different fields, and for Marxist and non-Marxist scholars.

G

Henry Gantt was an American mechanical engineer and management consultant, who developed the Gantt chart in the 1910s.

Gantt chart is a type of bar chart that illustrates a project schedule. It illustrate the start and finish dates of the terminal elements and summary elements of a project. Terminal elements and summary elements comprise the work breakdown structure of the project.

Goal or objective consists of a projected state of affairs which a person or a system plans or intends to achieve or bring about — a personal or organizational desired end-point in some sort of assumed development. Many people endeavor to reach goals within a finite time by setting deadlines

Goal setting involves establishing specific, measurable and time targeted objectives

Graphical Evaluation and Review Technique (GERT), is a network analysis technique that allows probabilistic treatment of both network logic and activity duration estimated.

H

Hammock activity is a schedule (project management) or project planning term for a grouping of subtasks that “hangs” between two end dates it is tied to. (Or the two end-events it is fixed to.)

HERMES is a Project Management Method developed by the Swiss Government, based on the German V-Modell. The first domain of application was software projects.

I

Integrated Master Plan (IMP) is an event-based, top level plan, consisting of a hierarchy of Program Events.

ISO 10006 is a guidelines for quality management in projects, is an international standard developed by the International Organization for Standardization.

Iterative and Incremental development is a cyclic software development process developed in response to the weaknesses of the waterfall model. It starts with an initial planning and ends with deployment with the cyclic interaction in between

K

Kickoff meeting is the first meeting with the project team and the client of the project.

Preparing for Project Management Institute PMI exam

The Project Management Institute (PMI) implemented the PMI exam as a way to certify PMP exam passers that they are well-trained professionals with the right skills and knowledge for the job. Though many ignore the PMI exam and only a chosen few is dedicated and determined enough to take part in one, having the certification that this trial brings is a great way to become successful in your chosen job description.

Project Management Training

Project Management Training is just one facet of PMP exam prep. To put it simply, this training program ensures that whatever skills or knowledge you learned during study sessions is enhanced to have the necessary requirements to ace that test.

There are some private and public institutions that implement optional courses on Project Management Training for those who are interested to boost up their capabilities; in fact, many diehard exam takers feel that they need to take this lesson as a means to guarantee their future career — which is the truth.

Some Facts

Taking the PMI exam is no easy feat; and takers are encouraged to take a Project Management Training program to increase their success of getting a passing mark. PMP exam courses incorporate the theories and basic applications of PMP, while the PMI exam requires additional experience and knowledge to hone the right skills to become a successful Project Management Professional.

Applicants are first screened before they are accepted into the training program. Both IQ and EQ are measured to ensure that they have the necessary faculties to take and pass the course. There are also self-assessment tests and exams to help instructors and professors understand the capabilities of their charges.

In truth, this training program helps teach future PMP’s on how to be a team player in a work setting. Depending on your own capabilities is not going to make for a productive venture; in fact, you will only be dragging everyone down if you can’t accept others to work with you. This PMP exam prep incorporates lectures; study sessions, group activities, as well as discussions and brainstorming to help prepare an individual in this scenario when they are already working as a PMP.

Also, PMI exam takers undergoing this preparation are provided a book called Project Management Book of Knowledge (PMBOK). This serves as a bible that contains useful information about the training program, as well as insights and other theories and applications to help them improve their capabilities as future PMPs.

PMBOK

A Guide to the Project Management Body of Knowledge (PMBOK) is a project management guide, and an internationally recognized standard, that provides the fundamentals of project management as they apply to a wide range of projects, including construction, software, engineering…

A Guide to the Project Management Body of Knowledge (PMBOK) was first published by the Project Management Institute (PMI) as a white paper in 1987 in an attempt to document and standardize generally accepted project management information and practices. The first edition was published in 1996 followed by the second edition in 2000.

In 2004 the PMBOK Guide – Third Edition was published including major changes from the first edition. The English-language PMBOK Guide – Fourth Edition was released on December 31, 2008. Ten additional language versions will become available later in 2009.

The PMBOK Guide is process-based, meaning it describes work as being accomplished by processes. This approach is consistent with other management standards such as ISO 9000 and the Software Engineering Institute’s CMMI. Processes overlap and interact throughout a project or its various phases. Processes are described in terms of:

* Inputs (documents, plans, designs, etc.)
* Tools and Techniques (mechanisms applied to inputs)
* Outputs (documents, products, etc.)

The Guide recognizes 44 processes that fall into five basic process groups and nine knowledge areas that are typical of almost all projects.

* The five process groups are : Initiating, Planning, Executing, Controlling and Monitoring, and Closing.
* The nine knowledge areas are : Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, and Project Procurement Management.

Each of the nine knowledge areas contains the processes that need to be accomplished within its discipline in order to achieve an effective project management program. Each of these processes also falls into one of the five basic process groups, creating a matrix structure such that every process can be related to one knowledge area and one process group.

The PMBOK Guide is meant to offer a general guide to manage most projects most of the time. A specialized standard was developed as an extension to the PMBOK Guide to suit special industries, for example the Construction Extension to the PMBOK Guide and the Government Extension to the PMBOK Guide.

Project Manager Certification

There are three steps required to get project manager certification: post-secondary education, project management experience, and the certification examination. A project manager is responsible for directing a team of professionals to complete a specific project within a predetermined time frame and budget. Project management certification is becoming increasingly important for a wide range of professionals, ranging from engineers to construction managers.

People who want to get project manager certification have usually been working in their area of expertise for several years and have both the academic credentials and work experience required to be considered for management positions. Project manager certification is granted by the Project Management Institution®. Successful graduates can use the designation PMP® (Project Management Professional®) after their name on business cards and related stationary. This certification is internationally recognized for providing a high level of training in project management.

The first step toward getting a project manager certification is to complete a post-secondary education program. An undergraduate degree is not mandatory, but is a great benefit, reducing the number of years of experience required. The discipline of the degree is irrelevant when obtaining project management certification. It is important to note that project management is typically a mid-career transition. Employers rarely provide new graduates with the opportunities to manage a project, given their limited working experience and the level of risk.

A minimum of three years’ project management experience is required before you are eligible to write the project management certification examination. This must be verifiable project management experience, where you are solely responsible for a project from planning to implementation. This type of experience is usually earned over a period of four to five calendar years. Most people who have obtained the required experience are at least ten years into their career.

The project management certification examination is four hours in length and is 400 multiple choice questions. Many associations offer preparation courses and seminars to help students prepare for this exam. This exam is notoriously difficult, covering a wide range of topics in both practical and theoretical project management subjects. Research the exam preparation options available to you, and be sure to check the accreditation status of the school before paying the fee.

Upon successful completion of the project management certification, candidates can look for employment opportunities as project managers, set up their own consulting firm, or work for in a project manager role for a company. This type of certification is often required to advance a professional services career into the managerial level

PMP – Project Management Professional

A project management professional (PMP) is a highly-regarded career designation certified by the Project Management Institute (PMI). The project management professional designation ensures standardized methodologies for all persons with the PMP designation in all parts of the world. A certified project management professional is crucial in the selection, development, execution, and completion of business projects in many different industries.

Prerequisites for taking the exam leading to the project management professional designation include a specified number of hours of work experience as a project manager as well as related education. The employment and education criteria vary, but usually a bachelor’s degree that includes courses in communications, economics, or human resources, and at least 2 years experience as a project manager are required. Candidates without a bachelor’s degree, but with at least 5 years experience as a project manager plus some education that relates to project management, may still be permitted to take the project management professional designation exam.

The project management professional exam requires at least 100 hours of study time, double that for those with less education and experience in project management. The 4 hour computerized exam has 200 test questions relating to project initiation, planning, execution, supervision, and closing. Practice tests or study tests are available. Project management professional candidates are usually allowed 3 attempts at passing the exam within a one year period.

A project management professional understands issues such as risk management, stakeholder analysis, resource management, team performance analysis, and project performance analysis. A project management professional knows how to deliver cost effective projects on time. Strategic planning ability, resourceful problem solving, and an understanding of concepts such as statistics and cost-volume analysis, are some of the skills required by a project management professional. A project management professional must also have good team development skills and be able to resolve conflicts quickly. An ability to quickly understand various project software is crucial for a project management professional as a project could consist of designing new products, improving logistics management, or restructuring company operations.

A research project management professional has the added responsibility of assumption management since the projects are more experimental than in regular project management. Risk management becomes even more important and the necessary structure of funded research teams complicates organization and delegation aspects of regular project management. While a project management professional carefully plans the desired outcome, that cannot be the case in research project management where the outcome is unknown.

Construction Project Management Courses

If you are planning to choose a career in the field of construction management, might as well take up a program that will help you excel, like the construction project management courses offered in some of the schools. The construction project management courses provide construction professionals practical knowledge and expertise, which are exactly necessary to do your job.

The innovative and timely series of Construction Project Management courses are designed to develop the knowledge base of those working as project managers and project personnel, and to those who show interests to enter the field of construction management, whether for the principal or for service providers like consultants or contractors. The course focuses on basic principles across the breadth of the project management body of knowledge, and covers the key concepts in managing a project right from the start to final close-out.

The topics may include, but not limited to construction accounting, acquisitions, developments, estimation, plan reading, field project management, real estate law, bidding, scheduling, and construction safety. To obtain certificate of completion, students must successfully complete eight intensive courses. However, if you do not plan to pursue a certificate, you may possibly take individual classes. Additionally, all construction project management courses provide Continuing Education Units or CEUs.

The Core Courses of Construction Project Management Program may include but not limited to:

Construction Accounting this course reviews accounting theory, providing an understanding of the terminology of accounting. Payroll accounting focuses on workers compensation insurance, cost allocation and control. There is also other subjects that include types of businesses and organizations, lien law, construction cost control, progress payments and sub-contractor invoices, back charges, cash flow and cost of sales.

This Financing Real Estate Acquisitions course focuses on the nature of development projects, sources of funds, mortgages, payment and construction loan processing, and administration for both portfolio and for the sale projects.

The Estimation course provides cost estimating with emphasis on quantity survey and pricing. This Plan Reading course provides a survey of the fundamentals of Construction Math and plan reading. The Field Project management is one of the construction project management courses, which helps you become a successful project manager by learning the basic principles and responsibilities of construction process. You will also learn how to identify and manage the important components of project planning, budgeting and scheduling, resource allocation, legal requirements and ethical considerations, construction safety, and project supervision.

Real Estate Law (Law for Construction)this law provides an overview of the legal system such as contractor license law, contract laws, real estate law, mechanic liens, as well as basic contract principles and responsibilities.

Bidding and Scheduling this is one of the important construction project management courses that will touch on the different bidding strategies used in the construction industry, methods of selling or buying out the construction project. You will be able to learn to read, analyze and create your own bar chart and critical path method schedules. Additionally, you will learn to monitor time, money and other resources with the schedule. At the same time, learn to use the schedule to measure the effect of changes and delays on the project.

Construction Safety this course provides overview of safety procedures, regulations and their application, included also is a series of lectures supported by printed materials provided by an industry working safety specialist.

Project Manager

The project manager, in the broadest sense of the term, is the most important person for the success or failure of a project. The project manager is responsible for planning, organizing and controlling the project. In turn, the project manager receives authority from the management of the organization to mobilize the necessary resources to complete a project.

The project manager must be able to exert interpersonal influence in order to lead the project team. The project manager often gains the support of his/her team through a combination of the following:

• Formal authority resulting from an official capacity which is empowered to issue orders.

• Reward and/or penalty power resulting from his/her capacity to dispense directly or indirectly valued organization rewards or penalties.

• Expert power when the project manager is perceived as possessing special knowledge or expertise for the job.

• Attractive power because the project manager has a personality or other characteristics to convince others.

In a matrix organization, the members of the functional departments may be accustomed to a single reporting line in a hierarchical structure, but the project manager coordinates the activities of the team members drawn from functional departments. The functional structure within the matrix organization is responsible for priorities, coordination, administration and final decisions pertaining to project implementation. Thus, there are potential conflicts between functional divisions and project teams. The project manager must be given the responsibility and authority to resolve various conflicts such that the established project policy and quality standards will not be jeopardized. When contending issues of a more fundamental nature are developed, they must be brought to the attention of a high level in the management and be resolved expeditiously.

In general, the project manager’s authority must be clearly documented as well as defined, particularly in a matrix organization where the functional division managers often retain certain authority over the personnel temporarily assigned to a project. The following principles should be observed:

• The interface between the project manager and the functional division managers should be kept as simple as possible.

• The project manager must gain control over those elements of the project which may overlap with functional division managers.

• The project manager should encourage problem solving rather than role playing of team members drawn from various functional divisions.

Project Management Consulting

Project management consulting is when an independent contractor with experience in project management is hired to perform a specific project. This contractor often holds project management (PM) designations that provide assurances of the level of education and experience at the appropriate level. All project management consultants have a minimum four-year undergraduate degree and at least two years industry experience.


There are different types of project management consulting, depending on the industry, the skill set required and the project to be completed. Project management consulting in construction requires professional engineers or architects, with many years senior project management experience in the construction industry. Extensive reference checking is standard before hiring a project management consultant.


In the software industry, project management consulting is used to provide temporary support when implementation or migrating software. Their expertise and experience is typically with that particular product. The educational background is more varied with this type of project management consultant, with a minimum undergraduate degree in computer science or business.


In project management consulting, the consultant is to be responsible for the successful completion of the project within a specific time frame and on a specific budget. In project management consulting, the firm defines the deliverable items, benchmarks and timelines. It is the responsibility of the hiring department to ensure that the scope is properly defined.


People who go into project management consulting have a combination of expertise in the specific industry or software product and the ability to manage people. Excellent communication, negotiation and administrative skills are necessary to successfully coordinate a group of people to achieve any goal. Project management consultants are usually hired for complex, large-scale projects and must have above average skills in these areas.


The project management professional (PMP) certification is an internationally recognized designation in the field of project management. In order to obtain this designation, the applicant must have between 900 and 1,500 hours actual, verified, hands on project management experience. All candidates are required to successfully pass the PMP exam.


The exam is a set of multiple choice questions based on the theory of project management, organizational behavior, scheduling, project life cycle and accepted project management theory. There are many companies that offer exam preparation seminars to help applicants pass this challenging exam. A growing number of businesses are now requiring consultants to have this designation, as it provides assurances to the level of skill and experience in project management consulting.

Education, Degrees, Certifications for Project Managers

A project manager is the person accountable for accomplishing the stated project objectives. Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, which is cost, time, and scope.


Individuals wishing to obtain professional certifications may take one or more of the offerings available from a variety of organizations:


The Project Management Institute offers the following credentials to project managers:

• Project Management Professional (PMP)
• Certified Associate in Project Management (CAPM),
• Program Management Professional (PgMP)
• Master Project Management (MPM)
• PMI Risk Management Professional (PMI-RMP), and
• PMI Scheduling Professional (PMI-SP)

Other institutions and organizations:

• The University of Wisconsin’s Masters Certificate in Project Management
• The Canadian Construction Association (CCA) offers GSC as Project Manager.
• The UK Office of Government Commerce offers PRINCE2 certification.
• The Australian Institute of Project Management (AIPM) offers Registered Project Manager (RegPM) certification.
• The Defense Acquisition University (DAU) and its School of Program Management offers practitioner training in every element of project management for members of the Federal Government, Defense industry and allied nations.

There are other graduate degrees in project and technology management, such as an MSPM. However, the majority of all project management skills may be developed through the completion of a Ph.D, D.Phil or other similar higher Doctorate.


The IPMA is an international network of national project management societies such as Association for Project Management in the UK. IPMA serves as an umbrella organisation representing national societies which offer their certifications.

Risk management

Risk Management is the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events.

Risks can come from uncertainty in financial markets, project failures, legal liabilities, credit risk, accidents, natural causes and disasters as well as deliberate attacks from an adversary. Several risk management standards have been developed including the Project Management Institute, the National Institute of Science and Technology, actuarial societies, and ISO standards.[2][3] Methods, definitions and goals vary widely according to whether the risk management method is in the context of project management, security, engineering, industrial processes, financial portfolios, actuarial assessments, or public health and safety.

For the most part, these methodologies consist of the following elements, performed, more or less, in the following order.

   1. identify, characterize, and assess threats

   2. assess the vulnerability of critical assets to specific threats

   3. determine the risk (i.e. the expected consequences of specific types of attacks on specific assets)

   4. identify ways to reduce those risks

   5. prioritize risk reduction measures based on a strategy

The strategies to manage risk include transferring the risk to another party, avoiding the risk, reducing the negative effect of the risk, and accepting some or all of the consequences of a particular risk.

Certain aspects of many of the risk management standards have come under criticism for having no measurable improvement on risk even though the confidence in estimates and decisions increase.

History of project management

Project management has been practiced since early civilization. Until 1900 civil engineering projects were generally managed by creative architects and engineers themselves, among those for example Christopher Wren (1632–1723) , Thomas Telford (1757-1834) and Isambard Kingdom Brunel (1806–1859) It has been since the 1950s, that organizations started applying systemic project management tools and techniques to complex projects.

As a discipline, Project Management developed from different fields of application including construction, engineering and defense. In the United States, the two forefathers of project management are Henry Gantt, called the father of planning and control techniques, who is famously known for his use of the Gantt chart as a project management tool, and Henri Fayol for his creation of the 5 management functions, which form the basis for the body of knowledge associated with project and program management. Both Gantt and Fayol were known as being students of Frederick Winslow Taylor’s theories of scientific management. His work is the forerunner to modern project management tools including work breakdown structure (WBS) and resource allocation.

The 1950s marked the beginning of the modern Project Management era. Project management was formally recognized as a distinct discipline arising from the management discipline. Again, in the United States, prior to the 1950s, projects were managed on an ad hoc basis using mostly Gantt Charts, and informal techniques and tools. At that time, two mathematical project scheduling models were developed. The “Critical Path Method” (CPM) developed in a joint venture by both DuPont Corporation and Remington Rand Corporation for managing plant maintenance projects. And the “Program Evaluation and Review Technique” or PERT, developed by Booz-Allen & Hamilton as part of the United States Navy’s (in conjunction with the Lockheed Corporation) Polaris missile submarine program; These mathematical techniques quickly spread into many private enterprises.

At the same time, technology for project cost estimating, cost management, and engineering economics was evolving, with pioneering work by Hans Lang and others. In 1956, the American Association of Cost Engineers (now AACE International; the Association for the Advancement of Cost Engineering) was formed by early practitioners of project management and the associated specialties of planning and scheduling, cost estimating, and cost/schedule control (project control). AACE has continued its pioneering work and in 2006 released the first ever integrated process for portfolio, program and project management (Total Cost Management Framework).

In 1969, the Project Management Institute (PMI) was formed to serve the interests of the project management industry. The premise of PMI is that the tools and techniques of project management are common even among the widespread application of projects from the software industry to the construction industry. In 1981, the PMI Board of Directors authorized the development of what has become A Guide to the Project Management Body of Knowledge (PMBOK Guide), containing the standards and guidelines of practice that are widely used throughout the profession.

The International Project Management Association (IPMA), founded in Europe in 1967, has undergone a similar development and instituted the IPMA Competence Baseline (ICB). The focus of the ICB also begins with knowledge as a foundation, and adds considerations about relevant experience, interpersonal skills, and competence. Both organizations are now participating in the development of an ISO project management standard (From Wikipedia, the free encyclopedia)

How to Get Project Management Certification

Project management certification is earned through a combination of schooling, formal product management courses, and professional experience. The route taken to get a certification varies. There are a number of colleges and organizations that offer certification programs, but not all subscribe to the exact same criteria and not all of them are considered equal in the eyes of employers.


The world of business is becoming increasing complicated as firms go multinational, telecommuting becomes commonplace, and supply chains are stretched further each day. That’s why the role played by project managers has become increasing valuable. They keep tabs on all aspects of day-to-day activities and ensure that goals are met, spending is kept within budget, and project deadlines are hit.


Each certification program available has different criteria. Most require a basic education, followed by work experience, and a final examination. Many project management certification programs also include a continuing education element to keep the certification valid. This often includes tracking ongoing professional experience, take new education classes, and a renewal fee.


An interesting aspect of certification is the acceptance of previous work history. Most project management certification programs allow applicants to cite previous professional project management experience for credit. This is accomplished through the submission of a very detailed resume that not only lists employment positions, but also the details and dates of each project overseen.


To ensure resume and job experience accuracy, a select number of the applicant pool is audited. This strict process requires the submission of education degree records; verification of completed projects, including supervisor signatures; as well as copies of letters and certificates documenting each hour of formal project management education.


There are many different way to obtain project management certification, but one of the most popular and well-respected programs is the Project Management ProfessionalSM certification offered by the Project Management Institute (PMI®). It was established in 1984, and is the first project management certification to be recognized with International Organization for Standardization (ISO) 9001. The PMI® project manager certification program allows two paths for verification, dependent on the applicant’s education background. Those with an associate’s degree require a minimum of five years of professional management experience, while those with a bachelor’s degree require a minimum of three years.


In the US, the American Academy of Project Management™ also offers a project management certification, as well as more specialized certification for e-business, international project management, and project management training and certification. Another organization is the International Association of Project and Program Management. It offers project management certification along with other certifications for senior executives.

PRINCE2 project management methodology

PRINCE2  project management methodology is a process-driven project management method which contrasts with reactive/adaptive methods developed by Office of Government Commerce (OGC). PRINCE2 defines 45 separate sub-processes and organizes these into eight processes as follows:

Starting up a project (SU)

In this process the project team is appointed and a project brief (describing what the project is going to achieve and the business justification for doing so) is prepared. In addition the overall approach to be taken is decided and the next stage of the project is planned. Once this work is done, the project board is asked to authorize the next stage, that of initiating the project.

Planning (PL)

PRINCE2 project management method advocates product based planning which means that the first task when planning is to identify and analyze products. Once the activities required to create these products are identified then it is possible to estimate the effort required for each and then schedule activities into a plan. There is always risk associated with any work and this must be analyzed. Finally, this process suggests how the format of plans can be agreed and ensures that plans are completed to such a format.

Initiating a project (IP)

This process builds on the work of the Start Up (SU) activity and the project brief is then form into a Business Case. The approach taken to ensure quality on the project is agreed together with the overall approach to controlling the project itself. Project files are also created as is an overall plan for the project. A plan for the next stage of the project is also created. The result can be put before the project board for them to authorize the project itself.

Directing a project (DP)

These sub-processes dictate how the Project Board should control the overall project. As mentioned above, the project board can authorize an initiation stage and can also authorize a project. Directing a Project also dictates how the project board should authorize a stage plan, including any stage plan that replaces an existing stage plan due to slippage or other unforeseen circumstances. Also covered is the way in which the board can give ad hoc direction to a project and the way in which a project should be closed down.

Controlling a stage (CS)

PRINCE2 project management method suggests that projects should be broken down into stages and these sub-processes dictate how each individual stage should be controlled. Most fundamentally this includes the way in which work packages are authorized and received. It also specifies the way in which progress should be monitored and how the highlights of the progress should be reported to the project board. A means for capturing and assessing project issues is suggested together with the way in which corrective action should be taken. It also lays down the method by which certain project issues should be escalated to the project board.

Managing product delivery (MP)

This process consists of three sub-processes and these cover the way in which a work package should be accepted, executed and delivered.

Managing stage boundaries (SB)

The Controlling a Stage process dictates what should be done within a stage, Managing Stage Boundaries (SB) dictates what should be done towards the end of a stage. Most obviously, the next stage should be planned and the overall project plan, risk log and business case amended as necessary. The process also covers what should be done for a stage that has gone outside its tolerance levels. Finally, the process dictates how the end of the stage should be reported.

Closing a project (CP)

This covers the things that should be done at the end of a project. The project should be formally de-commissioned (and resources freed up for allocation to other activities), follow on actions should be identified and the project itself be formally evaluated.

Project Management Software

If you frequently have to manage various projects, then Project Management Software may be the perfect piece of software for you.

Project Management Software and how it Works

This convenient software is especially designed to make life easier for people who dealing with large projects. However, there is not just one type of software. Project management software is actually a term for many different types of software. These may include resource allocation, scheduling and collaboration software. Each piece of software is designed to make dealing with large, complex projects an easier and more efficient task.

There are a number of tasks that this useful software can help with and these include:

* Scheduling

Scheduling various events in a project is one of the most common tasks people perform. The most common tasks people use this type of software for include arranging tasks to meet a deadline, dealing with any problems that may occur in the estimates of each task and dealing with different projects at one time.

* Providing Information

All software relays information to various people as a justification of the amount of time that is spent using it. These tasks include providing staff with lists of the tasks that they need to complete, some information on how long the tasks should take to complete and further information with respect to the workload – holidays bookings etc. Information is also provided on how recent projects have been completed and the competence of those completing it.

The Key Elements of Project Management Software

A good management software has a number of uses not least of these is the ability to help staff to handle large projects efficiently and successfully. The software works in such a way that the task is often completed more thoroughly than that completed by people without the software. It will tell you what needs to be done and when it needs to be done, as well as exactly how long it should take. All businesses looking to increase their operating efficiency should have some form of this software.

Many businesses suffer from missed deadlines or else some important element of the finished project is missing. With this software, however, it is virtually impossible to miss deadlines as the software will let you know what needs to be done and when it needs to be done. This means that you know exactly what stage you are at in a project and this can be potentially invaluable when it comes to client retention.

The software enables you to schedule tasks more effectively, making sure that important tasks are completed first, and only then moving on to those of lesser importance.

This type of software is readily available online. You will find a huge selection and you can surf to your heart’s content in order to get the best deals, too. This software is an essential tool for all businesses that handle large projects on a regular basis.

Summary:

Project Management Software is an essential tool for all businesses involved with large projects. It helps set deadlines for certain tasks, schedules them and informs those involved with the project what they should be doing. It is more efficient than other systems, or relying on memory and it therefore picks up on things that might otherwise have been missed.

Project Manager

The project manager, in the broadest sense of the term, is the most important person for the success or failure of a project. The project manager is responsible for planning, organizing and controlling the project. In turn, the project manager receives authority from the management of the organization to mobilize the necessary resources to complete a project.

The project manager must be able to exert interpersonal influence in order to lead the project team. The project manager often gains the support of his/her team through a combination of the following:

• Formal authority resulting from an official capacity which is empowered to issue orders.
• Reward and/or penalty power resulting from his/her capacity to dispense directly or indirectly valued organization rewards or penalties.
• Expert power when the project manager is perceived as possessing special knowledge or expertise for the job.
• Attractive power because the project manager has a personality or other characteristics to convince others.

In a matrix organization, the members of the functional departments may be accustomed to a single reporting line in a hierarchical structure, but the project manager coordinates the activities of the team members drawn from functional departments. The functional structure within the matrix organization is responsible for priorities, coordination, administration and final decisions pertaining to project implementation. Thus, there are potential conflicts between functional divisions and project teams. The project manager must be given the responsibility and authority to resolve various conflicts such that the established project policy and quality standards will not be jeopardized. When contending issues of a more fundamental nature are developed, they must be brought to the attention of a high level in the management and be resolved expeditiously.

In general, the project manager’s authority must be clearly documented as well as defined, particularly in a matrix organization where the functional division managers often retain certain authority over the personnel temporarily assigned to a project. The following principles should be observed:

• The interface between the project manager and the functional division managers should be kept as simple as possible.
• The project manager must gain control over those elements of the project which may overlap with functional division managers.
• The project manager should encourage problem solving rather than role playing of team members drawn from various functional divisions.