Project Management Certificate
The first two days of the program identify key factors that lead to a project’s success and describes the Project Management Institute’s five Project Management Processes and each activity that occurs within each process. Participants will facilitate a work breakdown structure (WBS) on a real world project, describe techniques to influence project stakeholders (even when they don’t have formal authority), and identify techniques to provide better estimates for projects. Teams will describe strategies for managing changes that inevitably occur within projects, learn about critical paths, and how to use them successfully to manage any project.
|Topics for Days 1–2|
|Key Project Management Concepts
People and Projects
- What is a project?
- Why do projects fail?
- Rolling wave planning
- The triple constraint
Initiating a Project
- Key insights into leading teams, and managing stakeholder relationships
Planning a Project
- Aligning projects to business needs
- Developing a project charter
- Understanding project stakeholders
- The payback of planning (without going into analysis-paralysis)
- Developing a scope statement
- Defining success criteria
|Work Breakdown Structure
- Why develop a WBS?
- Practical techniques for facilitating WBS sessions
- Concepts to improve estimating
- Overview of estimation techniques
- What it is and why it matters
- Practical examples of how to use critical path to deliver
Control Planning & Closing
- Risks and projects
- Practical techniques to identify and plan for risks
- Planning for quality
- Planning for effective communication
- Practical tips for closing a project and drawing out lessons learned
The second half of the program covers advanced techniques designed to map participants toward earning credentials in Project Management. Participants will analyze which projects should be selected over others, helping to ensure project selection is accurate and efficient and that stakeholder expectations are managed. The course will touch on cost management and earned value analysis plus cover practices to build quality management and project procurement management into projects. Participants will learn to identify appropriate conflict handling styles for any situation in order to better manage project conflict, and to describe methods to improve accountability and influence skills among project team members.
|Topics Day 3–5|
|Project Selection Methods
- Project lifecycle vs. Product lifecycle
- Benefit measurements methods, such as Weighted Scoring Model, Benefit Cost Ratio (BCR), and Cash Flow Analysis Techniques
- Hands-on exercises to develop skills with each technique
- The importance of thoroughly identifying stakeholders
- Approaches to analyzing stakeholders in order to better manage their expectations
- Dealing with stakeholders who are obstacles
- Techniques to estimate project costs.
- Best practices for project cost budgeting
- Earned value management principles and formulas
- Hands-on exercises to develop skills with earned value principles
- The importance of prevention over inspection and other key quality lessons
- Influential voices in quality management
- How to plan quality into projects
- Quality assurance and quality control
- Best practices for project procurement management
- Applying those practices in your organization
- Contract types and concepts
Accountability & Influence
- Sources of conflict on projects
- Conflict handling modes & techniques
- Techniques to improve accountability and influence on teams
- Stages of negotiating
- Hands-on negotiating exercise
PMP, PMP, PgMP, CAPM and REP are registered marks of the Project Management Institute, Inc.