Price: $1,999.00

Length: 3 Days
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Project Management Essentials Training Course Description | PMP Exam Preparation 

Project Management Essentials training course is designed to help organizations keep up with the fast growing markets and economical pressures. The training is preparing the attendees for the  PMP Exam by Prep Project Management Institute.

The Project Management Essential training course teaches you the techniques and strategies necessary to cope with the “faster, better, cheaper” pressures. All the projects you have worked or will work on are similar in one aspect; projection of ideas into new endeavor. And there is one ever-existing factor, risk and uncertainty, which always can jeopardize all projects in case of miscalculation; the events and tasks can never be accurately anticipated.  We all have seen a lot of examples around us; the projects which exceeded way too much above their budgets, or finished too late, or being abandoned before completion. Such failures are far too common to be ignored and they are not limited to some particular industries. 

The goal of the Project Management Essential training course is to help you anticipate as many of the problems and dangers as possible, prepare yourself and your team for them, and organize and control activities so that projects are completed successfully in spite of all the risks. While successful project management comes with experience, it is definitely a skill one should develop through education as well as practice.

The Project Management Essential training course provides you the major elements of project management such as planning, managing, control, etc. and teaches you to apply these elements into your work and create action plans for on-the-job applications. Project Management Essential training course also introduces you to the concepts and some basic terminology of project management.

To earn your Project Management Professional (PMP)® credential, you need to meet the experience and education requirements, and pass the PMP® examination, a 200-question, multiple-choice test.

Regardless of how advanced your project management experience or education might be, we will still prepare you for the exam.Our PMP certified instructors will use multiple study aids, including theory, project-based hands-on, exam preperaration and case study

We will  Prepare for the Exam:

  • Review of the PMP guidelines .
  • Review the Current PMP Exam Content Outline
    Familiarize you with PMP Sample Questions
  • Review and practice the Project Management Body of Knowledge (PMBOK® Guide).

Audience The Project Management Essentials training is a 3-day course designed for anyone who needs to know about managing projects and prepare for the PMI PMP (Project Management Professional). 

Training Objectives Upon the completion of the Project Management Essentials training course, the attendees are able to:

  • Understand and explain the fundamentals, concepts, and terminology of project management
  • Understand the essential techniques, procedures, and processes of the project management
  • Apply the project management tools and methods
  • Explain each team member’s roles and responsibilities
  • Understand who the stakeholders are
  • Understand what should be reported to the stakeholders
  • Make a conclusive checklist to communicate project status
  • Define the project’s objectives and goals
  • Understand project schedule and factors can possibly affect it
  • Understand the concept of risk and why it is important to calculate the risk before starting the project

Training Outline

Essential of Project Management

  • Definition of project
  • Definition of project management
  • Different types of project
  • Project life cycles and life histories
  • Project management processes
  • Factors for assessing project success or failure
  • Relationship between three primary objectives
    • The quality/cost relationship
    • The time/cost relationship
  • Perceptions of project success or failure beyond the three primary objectives
    • Identifying and ranking the stakeholders
  • Benefit Realization

Define your Project

  • The customer’s project specification
  • Project scope
  • Use checklist
  • The contractor’s initial specification
  • Specification of production methods
  • Construction specification
  • Specifications for product development projects
  • Developing the project specification
  • Projects which are difficult or impossible to define
    • Using a feasibility study to improve early project definition
    • A step-by-step approach to risk limitation
    • Some commercial safeguards
    • Risk analysis techniques

Organizing the Scope

  • Effective organization and communications
  • Project teams versus functional group or matrix organizations
  • Functional matrix organizations
  • Variations of the matrix organization
    • Weak matrix
    • Balanced matrix
    • Project matrix
  • Project team organization
  • Which type of organization is best?
    • Team
    • Matrix
    • The hybrid option
  • Organizations with more than one project manager
  • The project manager
    • Personality
    • Perceptiveness and the use of project information
    • The project manager as a hunter/gatherer of information
    • General knowledge and current awareness
    • Support, cooperation and training for the project manager
  • Project services groups

Work Breakdown and Coding

  • Family tree hierarchy
  • Work breakdown structures for large projects
  • Coding system
  • Benefits of a logical coding system
  • Choosing a coding system

Cost Estimation

  • Cost format
  • Estimating accuracy
  • Classification of estimates according to confidence
  • Standard tables
  • Profit vulnerability
  • Compiling the task list
  • Documentation
  • Collecting departmental estimates
  • Manufacturing estimates with no drawings
  • Estimating units
  • Personal estimating characteristics
    • Optimistic estimators
    • Pessimistic estimators
    • Inconsistent estimators
    • Accurate estimators
    • Making allowances
  • Estimates for material and equipment costs
  • Below-the-line-costs
    • Contingency allowances
    • Cost escalation
    • Using a validity time limit to reduce cost escalation risk
    • Provisional sums
    • Foreign currencies
  • Reviewing the cost estimates

Planning for Risk

  • Bar charts
  • Critical path networks
  • The different network nation systems
  • Critical path networks using arrow diagrams
    • Activities and events
    • Time analysis
  • Precedence diagrams
    • Activities
    • Complex constrains
    • Time analysis of precedence networks
  • Level of detail in network diagrams
  • Should a large network be broken down into smaller networks?
  • Interface activities
  • Milestones
  • Is the predicted timescale too long?
  • Early consideration of resource constraints

Scheduling the Project

  • Scheduling resource
  • The role of network analysis in resource scheduling

Implementation

  • Project authorization
  • Preliminary organization of the project
  • Responsibility matrix
  • Project design standards and procedures
  • Choice of planning and control procedures
  • Physical preparations and organization
    • Importance of checklists
  • Getting work started
  • Detailed planning and work instructions
  • Drawing and purchase control schedules

Managing Purchases

  • Listing and specifying the goods
  • Early ordering of long-lead items
  • Supplier selection
  • Ordering
  • Expediting
  • Goods receipt
  • Shortages
  • Procedures for assuring quality and progress
  • Vendors’ documents
  • Shipping, port and customs formalities

Managing Costs

  • A checklist of cost management factors
  • Cost budgets
  • Purchased materials, equipment and services
  • Milestone analysis
  • A simple performance analysis method for design engineering
  • An outline of earned value analysis
  • Effect of modifications on earned value analysis
    • Unfunded modifications
    • Completed work rendered void by unfunded modifications
    • Customer-funded modifications
  • The project ledger concept
  • Predicting profitability for a project
  • Post-mortem

Managing Changes

  • Classification of changes
  • Authorization arrangements
  • Registration and progressing
  • Formal procedures for external change requests
  • Formal procedure for internal change requests
  • Design freeze
  • The interchangeability rule
  • Emergency modifications

Managing Progress

  • Project progressing as a closed loop control system
  • Progress monitoring and schedule updating
  • If the news is bad
  • Corrective measures
  • Progress meetings
  • Project progress reports
  • Project closure
    • Project closure document
    • Cost cut-off

 

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