Project Management Training Courses

Project Management is the discipline of organizing and managing resources in such a way that the project is completed within defined scope, quality, time and cost constraints.
WCTI offers a variety of Project Management certification courses, including advanced training for executives. The list below provides a preview of our most popular courses.
All training courses can be delivered onsite at your organization, online in a live setting, or online in a self-paced format.


Executive Overview (1-Day Course)

What you'll learn

  • 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

Who should attend?

  • 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.

Course Outline

  • 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

PMP Certification (5-Day Course)

Who should attend?

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

Course Outline

  • 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


Certified Associate

Who should attend?

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.

Course Outline

  • 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

PgMP Certification

Who should attend?

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.

Course Outline

  • 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

Procurement Management

Who should attend?

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

Course Outline

  • Modern Procurement Management
    • The changing role of procurement
    • Procurement strategies and issues
    • Effect of technology on procurement
    • Role of procurement in projects
    • PMBOK procurement processes
  • Procurement Planning
    • The procurement management plan
    • What to procure
    • Statements of work
    • Responsibilities and procedures
  • Plan Contracting
    • The bid package
    • Writing the RFP
    • Evaluation criteria
    • Qualified bidders lists
  • Requesting Bids from Sellers
    • Solicitation methods
    • Bidders conference
  • Selecting the Seller
    • Evaluating the proposals
    • Ranking the proposals
    • Negotiating the contract
  • Contact Administration
    • Administrative requirements
    • Technical requirements
    • Financial requirements
    • Change control
  • Contract Completion and Closure
    • Termination
    • Acceptance
    • Records management
    • Lessons learned

Word Breakdown Structures

Who should attend?

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

Course Outline

  • 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

Engineering Economic Analysis (2-Day Course)

Course Overview

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.

Who should attend?

  • 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.

The Basics (3-Day Course)

What you'll learn

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

Who should attend?

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

Course Outline

  • 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


Team Members (2-Day Course)

Who should attend?

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.

Course Outline

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

Microsoft Project Training

Who should attend?

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

Course Outline

  • 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 Quality Management

Who should attend?

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

Course Outline

  • 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

Risk Management

Who should attend?

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

Course Outline

  • 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


Earned Value Analysis

Who should attend?

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

Course Outline

  • 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


Project Management Simulator

Course Overview?

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.

Who should attend?

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

Course Outline

  • 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

Advanced Project Scheduling

What You'll Learn

The core topic, and the most important function, in project management is scheduling the work. More than any other aspect of project planning, scheduling is the key to project success. The project plan is summarized in the schedule. The Gantt Chart, the illustration of the schedule, is the primary project management document that sits on the wall of virtually every project manager. Scheduling is not limited to the planning phase however and is not limited to creating a critical path schedule. Projects must be re-scheduled throughout their execution as times and conditions change. This class focuses on providing the means to create and update schedules in a way that maximizes the chances for project success.

Who should attend?

Project managers, program managers, project sponsors, functional managers, team members, and all those involved in planning projects.

Course Day 1

Foundations for Schedules

  • The Work Breakdown Structure
    • Scope to be scheduled
    • List of project tasks
  • Resource Requirements
    • Resource planning
    • Project Staffing
    • The matrix organization

Scheduling Inputs

  • High-level schedules
    • Setting milestones
    • Phase planning
  • Task sequencing
    • Sequencing relationships
    • Network diagrams
  • Time Estimation
    • Duration vs. effort
    • Forecasting the time estimates

Creating the Schedule

  • Critical Path Schedules
    • Path method
    • 2-pass method

Course Day 2

Limitations of Critical Path Schedules

  • Resources issues
  • Time issues

Critical Chain Schedules

  • Resource focus
  • Probabilistic view of scheduling
  • Using buffers

Modifying Schedules

  • Schedule Compression Techniques
    • Crashing
    • Fast Tracking
  • Evaluating Resource Usage
    • Resource Loading
    • Resource Leveling

Fuzzy Resources for the Project Manager

  • Using Slack to modify schedules
  • Other creative schedule modifications

Evaluating Schedules

  • Relationships to budgets
  • Relationships to risks
  • Monte Carlo Simulation Techniques

Controlling Schedules for Success

  • Reporting
  • Earned Value
  • Communications