BUS 3200 · Project Management: The Role and the Discipline

Led by Leslie Groves Simulacrum

The founding practitioner teaches the discipline. What a project is, what the PM role requires, and why the Manhattan Project is still the canonical case study.

1. Module 1

   What a Project Is and Why It Exists

   Led by Leslie Groves Simulacrum

   The question

   A project is not an operation with a Gantt chart attached. It is temporary, unique, and defined by a specific end. What are the four constraints — and why can't you optimise all four simultaneously?

   Outcome

   The student can define a project, apply the four constraints, and classify activities as project or operational.

   Sub-units

   1. ○ 1.1 The Four Constraints Open this unit → ✓ ↻
   2. ○ 1.2 Project or Operation? Open this unit → ✓ ↻
   Begin the course → Print certificate of completion
2. Module 2

   The Project Manager Role

   Led by Leslie Groves Simulacrum

   The question

   The project manager usually cannot fire, promote, or evaluate the people they depend on to deliver. How do you get a team to move when you have accountability without authority?

   Outcome

   The student can describe the PM's responsibilities and explain the authority-without-control problem.

   Sub-units

   1. ○ 2.1 Authority Without Control Open this unit → ✓ ↻
   Open this module → Print certificate of completion
3. Module 3

   Project Selection and the Business Case

   Led by Leslie Groves Simulacrum

   The question

   Every project competes for scarce resources against other priorities. A business case that doesn't quantify the cost of inaction is incomplete. What does a complete business case contain — and what does NPV actually measure?

   Outcome

   The student can describe the business case components and write a one-page justification.

   Sub-units

   1. ○ 3.1 Write a Business Case Open this unit → ✓ ↻
   Open this module → Print certificate of completion
4. Module 4

   The Project Lifecycle

   Led by Leslie Groves Simulacrum

   The question

   Change is cheap at initiation and catastrophic at execution. The five process groups exist because of this asymmetry. What happens at each phase — and what does it mean to formally close a project?

   Outcome

   The student can describe the five process groups and explain the cost of change curve.

   Sub-units

   1. ○ 4.1 Lifecycle Mapping Open this unit → ✓ ↻
   Open this module → Print certificate of completion
5. Module 5

   The Discipline and Its History

   Led by Leslie Groves Simulacrum

   The question

   30% of IT projects are cancelled. Most that complete are late, over budget, or missing scope. Groves delivered the Manhattan Project on time. What did he do that most project managers don't?

   Outcome

   The student can trace PM history from Manhattan to Agile and write a defended analysis of why projects fail.

   Sub-units

   1. ○ 5.1 Final Essay: Why Projects Fail Open this unit → ✓ ↻
   Open this module → Print certificate of completion