Get Started with IT Project Management

Recognize the key steps a project manager takes when starting a new project.

Understand how to review project scope, objectives, and business drivers to build context.

Identify the types of stakeholders and organizational structures they need to be aware of.

Appreciate the importance of checking the current project status — what’s already been done, what’s in progress, and what deadlines are imminent.

In this lecture, we’ll look at why the business scope is not the same as the project scope, and how to translate business outcomes into the actual work your project team must deliver. We’ll walk through the Acme Web Application example and show how to ask the right questions, document assumptions, and begin building a scope list. You’ll also get a chance to practice with an exercise to expand the scope list yourself.

Here we expand the scope definition by asking: what does “done” really look like? We’ll explore how to “begin with the end in mind,” considering go-live strategies, user readiness, support needs, and deployment activities. We’ll also cover non-functional requirements such as performance, security, and scalability, which can have a major impact on the project plan.

In this lecture, we’ll refine the scope list into a more structured view, splitting activities into design, build, and test items, and organizing them by teams. We’ll discuss the basics of a work breakdown structure (WBS), how to validate scope with technical leads and stakeholders, and how to avoid “scope creep” during review. Finally, we’ll cover how to communicate the agreed scope so the whole team has a clear, shared understanding.

In this lecture, we cover two essential building blocks of project planning: estimation and dependencies. You’ll learn practical ways to estimate effort, including how to work with team leads, validate assumptions, and avoid common mistakes like overconfidence in formula-based estimates. We’ll also explore how to capture both internal and external dependencies, from task sequencing to external project deliverables, and why overlooking them can derail your plan. By the end, you’ll understand how to combine estimates and dependencies to create a more accurate and credible project schedule.

In this lecture, you’ll learn how to create the first draft of a project schedule. We’ll look at how to use estimates, resources, and dependencies to build a realistic timeline, and how to structure the plan in a tool like Microsoft Project. We’ll discuss common refinements such as sequencing work across teams, load balancing resources, and planning testing phases. You’ll also see how to review the schedule with stakeholders, adapt to feedback, and deal with challenges such as deadlines being pulled forward. Finally, we’ll cover tips for using scheduling tools effectively, avoiding pitfalls like percentage-complete tracking, and focusing on the real drivers of your project’s timeline.

In this lecture, we’ll cover how to create the project’s resource and cost plan. We’ll look at how to translate your schedule into resource requirements, including project managers, team leads, and support staff, and how to assign realistic start and end dates for each role. We’ll also cover how to estimate costs when actual rates aren’t available, and how to include non-resource costs such as infrastructure, software, and professional services. You’ll learn how to summarize costs, add contingency, and ensure the plan aligns with organizational policies. Finally, we’ll discuss how to review and communicate the cost plan with the right stakeholders, while being mindful of sensitive information.

In this lecture, you’ll learn how to integrate risk management into your project plan. We’ll define what a risk is and explore practical ways to identify them through assumptions, dependencies, and team brainstorming. You’ll see real examples, such as external dependencies on Product D, and review case studies where proactive risk management made the difference. We’ll cover how to document risks clearly, choose effective mitigations beyond “monitoring,” and apply strategies like reduction, avoidance, transfer, or acceptance. Finally, you’ll learn how to maintain a risk register, review risks regularly with stakeholders, and ensure risks are prioritized and owned so they don’t derail your project.

In this lecture, we’ll look at what the project manager should be doing day-to-day to keep the project running smoothly. You’ll learn how to set up and run effective team meetings and Steering Committee meetings, including what to cover in the agenda, how to keep discussions on track, and how to document actions and decisions. We’ll also cover how to maintain risk, issue, decision, and change logs so that nothing gets lost and everyone stays aligned. Finally, we’ll look at how to manage repeated activities such as status reporting and periodic reviews, ensuring you have the routines in place to keep the project under control.

In this lecture, we’ll cover how to prepare project status reports that keep stakeholders informed and engaged. You’ll learn what content to include — from project details and overall status, to milestones, issues, risks, decisions, and budget updates. We’ll look at how to use key messages to focus attention, how to present tasks with clear progress indicators, and how to support decisions with concise data or visuals. Finally, we’ll review best practices for distributing and storing status reports, so your communication is timely, consistent, and credible.

In this lecture, we’ll explore the project requirements phase and the project manager’s role in ensuring requirements are fit for purpose. We’ll look at traditional approaches to requirements documentation and how these compare to modern agile methods like user stories. You’ll learn how to work with stakeholders and business analysts to capture end-to-end processes, distinguish must-haves from nice-to-haves, and ask clarifying questions that uncover hidden needs. We’ll also cover documenting, reviewing, and validating requirements so that they are understood by both the business and the delivery teams, giving your project a strong foundation.