Project Management Training Courses

• The project life cycle
• Basic project management terminology and concepts
• Your role and responsibility as a stakeholder
• Strategies for implementing project management
• Roles and responsibilities of the team
• Define project scope and setting expectations
• Build an effective project schedule

• Program managers
• Senior management
• Executives interested in learning how to implement project management successfully to make their organization more effective at completing projects on time and within budget.

• Projects, programs and project management
• Project selection and portfolio management
• The project management office
• Project planning – The Project Plan
• Project scheduling
• Project budgeting
• Project risk analysis
• Executing and controlling projects

Project managers with at least two years of project management experience who wish to prepare for the PMP exam.

• The project environment
• Integration management
• Scope management
• Time management
• Cost management
• Risk management
• Quality management
• Human resource management
• Communications management
• Procurement management
• Stakeholder management
• Professional responsibility
• PMP exam preparation

Anyone working in a project environment or hoping to work in projects who would like to earn a certification from PMI now on their way to eventually earning the PMP.

• CAPM requirements
• The project environment
• Integration management
• Scope management
• Time management
• Cost management
• Risk management
• Quality management
• Human resource management
• Communications management
• Procurement management
• Professional responsibility
• PMP exam preparation

Program managers, portfolio managers, and project managers working in a program environment. Also those who want to be certified with the PgMP certification from the Project Management Institute.

• Program Management Foundations
  • The PMI Program Standard
  • Programs, products and projects
  • The program manager
• Defining and Initiating the Program
  • Program goals
  • Project selection within programs
  • Organizing the program team
  • The program office
• Managing Program Scope
  • Linking goals to detailed requirements
  • Statement of work
  • Deliverables and projects
  • Work Breakdown Structure
• Managing Program Schedules
  • Creating the schedule
  • Milestone Management
  • Schedule dashboards
  • Resource assignment, loading and leveling
• Managing Program Budgets
  • Building the program budget
  • Program reporting and accounting system
  • Earned Value Management for project control
• Change Control
  • Establishing the change approval process
  • Monitoring changes

Project managers, procurement staff, legal staff, and all those involved in providing contract based work within the project environment.

Project managers, program managers, function al managers, team members, and all those involved in planning projects.

• The Work Breakdown Structure
  • Purpose of the WBS
  • A list of tasks
  • Structuring the task list
• Alternative Approaches and Concerns
  • Basis for the decomposition
  • Broad versus deep WBS
  • Level of detail in the WBS
  • WBS dictionary
• Relationship to Scheduling Projects
  • Three inputs to scheduler
  • WBS and activity definition
  • WBS and time estimates
  • WBS and dependency analysis
  • Milestones in the WBS
• Relationship to Project Budgeting
  • Resource estimates
  • Cost estimates
  • Top down vs. bottom up project budgeting
• Other Uses of the WBS
  • WBS and project risk
  • WBS and project staffing
  • WBS and project communications
  • WBS and project procurement

This course helps engineers to add a financial component to their decision making process and to their engineering efforts. This ability complements and balances their technical focus used in making decisions. It is a required area on all Professional Engineer examinations, and is a required skill for moving into engineering management positions.

• Engineers
• Project Managers
• Department Managers
• Six Sigma Black Belts
• Six Sigma Green Belts

• The Role of Engineering Economic Analysis
• Estimating Costs and Benefits
• The Time Value of Money
• Cash Flow Analysis
• Present Value Analysis
• Rate of Return Analysis
• Choosing the Best Alternative
• Uncertainty in Future Events
• Depreciation
• Replacement Analysis
• Inflation and Price Changes

Main Course Objectives:

• To learn to evaluate technical work from a financial perspective
• To improve decision making
• To better manage engineering functions
• To provide better products and equipment

What You Will Experience:

• You will be review the financial tools available and applicable to engineering work and practice applying them.

How You Will Benefit:

• This knowledge will complement your technical knowledge and prepare you for making better engineering and business decisions and for advancement to management positions.

• What projects are about
• How to organize for projects
• How to plan projects
• How to schedule projects
• How to carry out projects successfully

Project managers and functional managers supporting a project environment, as well as project sponsors and those hoping to move into project management positions.

• Defining projects and project management
• The role of the project manager
• The project plan
• The work breakdown schedule
• Project scheduling
• Project budgeting
• Project risk anaylsis
• Support areas in the project plan
• Project execution
• Managing the stakeholders
• Project monitoring and control

Those working on project teams, or in support of project efforts. Anyone working in an organization that conducts many projects will benefit from this course.

• Projects versus routine work
• Project life cycle
• The project team
• The matrix organization
• Input to project plans
• Project schedules
• Performance reporting
• Management controls

PMO staff, project managers, and project team members who use Microsoft Project to manage their projects.

• Describing projects
• The project plan
• Microsoft Project design
• Getting started from scratch
• Getting started with a template
• Creating the work breakdown structure
• Creating the network diagram through dependency analysis
• Working with time duration estimates
• Assigning resources
• Creating and modifying the schedule
• Creating the budget
• Tracking project progress

Project managers, quality managers, and all those involved in providing quality within the project environment.

• Quality Management
  • Definitions of quality
  • Quality programs
  • Role of quality in projects
  • PMBOK quality processes
• Project Quality Planning
  • Components of the quality plan
  • Setting the standards
  • Planning to meet the standards
  • Planning to test that standards are met
  • Tools for quality planning
• Project Quality Assurance
  • Purpose and role of quality assurance
  • Major functions of quality assurance
  • Tools for assuring quality
• Project Quality Control
  • Purpose of quality control
  • Functions of quality control
  • Tools of quality control
• Project Quality Improvement
  • Continuous improvement in projects
  • Role of the PMO
  • Achieving improvements
  • Implementing improvements

Project managers, sponsors, risk managers, project team members, and all those involved in monitoring risk within the project environment.

• Risk Management
  • Defining risk
  • Risk in the project management process
  • Risks within projects
  • Managing risk
  • PMBOK risk processes
• Risk Management Planning
  • Attitudes toward risk
  • Sources of risk
  • Plans for conducting risk analysis
• Identifying Risks
  • Two components of risk identification
  • Tools for risk identification
  • Describing the risks
  • Classifying risks for risk reduction
• Qualitative Risk Analysis
  • Role of qualitative analysis
  • Analyzing the components of risk
  • Prioritizing and ranking risks
  • Comparison of qualitative scales
• Quantitative Risk Analysis
  • Role of quantitative analysis
  • Statistical foundations
  • Quantitative tools for risk analysis
  • Simulation models for risk analysis
  • Quantifying contingencies
• Risk Response
  • Risk response in the project plan
  • Risk response for execution
  • Risk response for project control
• Managing Risks During Project Execution
  • Carrying out the risk plan
  • Monitoring the risk plan
  • Effectiveness of the risk plan
  • Risk re-assessment

Project managers, cost and financial managers, sponsors, program managers, and all those involved in providing ongoing assessments of project status.

• The Earned Value Management System (EVMS)
  • Need for performance measures
  • Baseline measurement
  • Variance analysis
  • Criteria for management action
• Building Blocks of Earned Value
  • The project baseline
  • Tracking actual project costs
  • Tracking actual progress
  • Earned value
• Earned Value Performance Measures
  • Schedule and cost variances
  • Schedule and cost % variances
  • Schedule and cost performance indices
  • Forecasting measures
• Controlling Schedule and Cost
  • Interpreting the s-curves
  • Tools for schedule control
  • Tools for cost control
• Relationship to Forecasting and Risk Management
  • Evaluation of contingency reserves
  • Trend analysis
  • Identification of new risks

This course allows the student to simulate the planning execution and control of a project through the use of a simulator. Students learn the concepts of project management by trying things out instead of the traditional lecture and exercise format of most classes. They will see in real time what works and what does not, and why.

Program managers, project managers and all who need to learn what works and what does not in managing projects.

• Projects and project management
• The Project Management Simulator
• Setting up a project
• Planning the project
• Making the schedule
• Creating the budget
• Tracking work
• Meeting the project constraints