Introduction to Project Management


The aim of this course is to provide attendees with an understanding of the processes and management practices associated with the profession of project management.  The course has been designed to introduce participants to the project management body of knowledge in an easy-to-understand manner. The third day of the course contains a number of practical exercises to reinforce attendees understanding of project management and to allow them to apply the project management body of knowledge to real-life projects. The exercises are conducted as a combination of tutorials and activities that step through the various project management activities, focussing on integration, scope, cost, and schedule management.  Throughout the exercises, realistic project management issues are introduced. The course is ideally suited to those who are new to project management and no prior knowledge or experience is assumed.  

Who Should Attend

Course Outline

Presenter Background

Dates & Registration

Duration: 3 days

Delivery mode: Classroom


Advertised: Canberra

In-house: All states and neighbouring countries, contact the  for more information. Recommended for groups of 10 or more.

What you will receive:

  • Attendees receive a copy of the book Project Management Techniques, R. Burke, 2007.
  • Comprehensive course notes
  • UNSW Canberra certificate of completion/attendance*
  • Morning tea, lunch and afternoon tea
  • Masters credit: UNSW Canberra allows students who have successfully completed a minimum of 12 days of approved professional education short courses to use those courses as credit in eligible postgraduate programs

Affiliated courses: Introduction to Systems Engineering (3 days), Risk and Contract Management (2 days) & Software Project Management (3 days)

*pending final results




Anyone requiring an understanding of project management, including, but not exclusive to;

Business managers Technical staff
Aspiring project managers Systems engineers
Capability development staff Engineers




Project Management Framework

Introduction to project management | The project management context | Project phases and the project life cycle | Stakeholders | Project management processes

Integration Management

Project plan development | Project plan execution | Integration change control

Scope Management

Initiation | Scope planning | Scope definition | Scope verification | Scope change control

Time Management 

Activity definition | Activity duration estimating | Activity sequencing | Schedule development | Schedule control

Cost Management 

Resource planning | Cost estimating | Cost budgeting | Cost control

Quality Management 

Quality planning | Quality assurance | Quality control | ISO 9000/9001 standards | Appropriate quality procedures and documentation

Human Resource Management 

Organisational planning | Staff acquisition | Team development

Communications Management 

Communications planning | Information distribution | Performance reporting

Risk Management 

Risk management planning | Risk identification | Risk analysis—qualitative and quantitative | Risk response planning, monitoring and control | AS/NZ 4360 | Appropriate risk-management document

Procurement Management

Procurement planning | Solicitation planning | Solicitation | Source selection | Contract administration and closeout


Project Management Exercise 1.

An exercise with a simple scope to reinforce schedule management and cost management.

Project Management Exercise 2. 

An exercise focussed on project planning issues, development of scope and work breakdown structure.

Project Management Exercise 3.

A confirmatory individual exercise



Mike Ryan


Associate Professor Mike Ryan holds BE, MEngSc and PhD degrees in electrical engineering from the University of New South Wales. He is a Fellow of Engineers Australia (FIEAust), a Chartered Professional Engineer (CPEng) in electrical and ITEE colleges, a Senior Member of IEEE (SMIEEE), a Fellow of the International Council on Systems Engineering (INCOSE), and a Fellow of the Institute of Management and Leadership (FIML). Since 1981, he has held a number of positions in communications and systems engineering and in management and project management. Since 1998, he has been with the University of New South Wales, at the Australian Defence Force Academy where he is currently the Director of the Capability Systems Centre. His research and teaching interests are in communications and information systems, requirements engineering, systems engineering, project management, and technology management. He is the Editor-in-Chief of an international journal, and is a co-chair of the Requirements Working Group INCOSE. He is the author or co-author of twelve books, three book chapters, and over 200 technical papers and reports.





Dr Alan McLucas gained his BE at the University of New South Wales, Kensington, a masters in management studies and a PhD degree in operations research from the University of New South Wales, Canberra, Australia, in 1976, 1983, 1995, and 2001 respectively.  Following an extensive military career, and employment as a systems engineering and project management consultant, he was appointed as a Senior Lecturer at the University College, UNSW, Australian Defence Force Academy. His research and teaching interests include systems thinking and system dynamics modelling, project management, risk management, solving complex problems and strategy development. He has published widely in the systems thinking and system dynamics modelling literature and is the author of two books.





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