Duration : 4 Days
PMP® Certification Exam Preparation Training
With a charter to enable and enhance the industry’s competency level and maturity in Project Management, Project Management Professional PMP®) program is designed to lead the participant to an internationally recognized certification from the Project Management Institute (PMI®) (USA).
In addition to helping the participants with the requirement of the examination, the workshop also aims to train them to be effective Project Managers.
Eligibility
Educational Background | Project Management Experience | Project Management Education |
Secondary Degree (high school diploma, associate’s degree or global equivalent) | Minimum 5 years/60 months unique non-overlapping professional project management experience during which at least 7,500 hours were spent leading and directing project tasks | 35 contact hours of formal education |
Four years degree (bachelor’s degree or global equivalent) | Minimum 3 years/36 months unique non-overlapping professional project management experience during which at least 4,500 hours were spent leading and directing project tasks | 35 contact hours of formal education |
Course Outline
Day 1 – Introduction
- Getting to know the participants
- Introduction to PMI®
- Familiarization with course outline
- Expectation setting and clarifications
Project Management Context
- Structure of PMBOK®
- Project Management vs. Product oriented Processes
- Description of five process groups in the Project Lifecycle and their interactions
- Characteristics and components of Process groups
- Mapping of Project Management Processes across the Process Groups and Knowledge Areas
- What are Projects?
- Projects vs. Operations
- Project Management
- Constraints and Assumptions
- The concept of Progressive Elaboration and Rolling wave planning
- The concept of Program Management and Portfolio Management
- The concept of Project Management Office (PMO)
- Types of PMO
- Tailoring PM Methodology
- Organizational Project Management
- Different Life cycles models – Predictive, Iterative & Agile
- Varying types of Project organizational structures – Functional, Matrix and Projectized – their advantages and disadvantages
- Project Management Business Documents
- Enterprise Environmental Factors
- Organizational Process Asset
Role of Project Manager
- The Role of Project Manager
- PMI Talent Triangle
- Leader vs. Manager
- Types of Power
- Leadership styles
- Integration
Project Integration Management
- The role of Integration Management in Project execution
- Description of multiple ways in a Project can arise
- Description of Enterprise Environmental factors and organizational assets which can impact a Project
- Project Charter – its characteristics
- Description of various Project selection methods – like mathematical models and financial criteria like ROI, NPV, IRR etc.
- Project Management Plan Development
- Contents of the Project Management Plan
- Managing Project knowledge
- Lessons Learned Register
- PMIS – its role in effective Project Management
- Directing and Managing Project Work
- The role of Configuration Management system in a Project environment
- Monitoring and Controlling Project Work
- Performing Integrated Change Control
- How to manage changes in a Project?
- Closing a Project ( or a Phase)
- Final Report preparation
- Emerging trends in Integration Management
Project Scope Management
- Project Scope vs. Product Scope and their interrelationships
- Importance of Scope Management Plan in the Project
- Collect Requirements process
- Requirement gathering techniques
- Requirement Traceability Matrix
- Define Scope Process
- Project Scope statement – how to prepare and update?
- WBS – its key role in Project Management
- Creating and Managing WBS
- Interactions of WBS with other Breakdown structures used in Project Environment
- Validate Scope process
- Scope Validation vs. Quality Control
- Control Scope process
- Emerging trends in Scope Management
- Considerations for Agile – Product Backlog
Day 2
Project Schedule Management
- Importance of Schedule Management in a Project environment
- Plan Schedule Management Process
- Define Activities process
- Sequence Activities process
- Multiple types of dependencies across activities
- Precedence Diagramming Method
- Estimating Activity Duration process
- Various duration estimating procedures – Top-Down, Bottom-up, Analogous, Parametric, Sprint planning meeting etc.
- The concept of Contingency in Schedule Management
- Develop Schedule Process
- The importance of calendars in the Scheduling process
- The importance of Critical Path in Project Management
- Critical Path computation and explanation of its characteristics
- Application of techniques like Fast tracking, Crashing, Resource Optimization, PERT etc in schedule development
- Use of Modeling techniques in Scheduling
- Agile Release Planning
- Schedule baseline
- Control Schedule process Revision of schedules
- Control schedule techniques
- Emerging trends in Schedule Management
Project Cost Management
- The importance of Cost Management in Projects
- Project Lifecycle costing vs. Product Lifecycle costing
- Cost Management Plan and its use in Cost control
- Estimating Costs process
- Cost Management Plan and its use in Cost control
- Analogous, Parametric and Bottom-up methods of Cost estimating
- Determine Budget process
- Cost Baseline and its management
- Control costs process
- Cost and Schedule Performance Indices and their use in Forecasting
- Emerging trends in Cost Management
- Cost Management in Agile Methodologies
Project Quality Management
- Project Quality vs. Product Quality
- Concepts of Quality Management
- Project Management vis-à-vis Quality Management
- Current themes in Quality Management
- Planning Quality Management process
- Project Quality Management Plan and Process Improvement Plan
- Manage Quality process
- Perform Control Quality process
- Tools of Quality Control – including Control Charts, Cause and Effect diagrams, Stratification, Checklists, Histograms, Scatter diagrams etc.
- Cost of Quality/ Cost of Non-Quality concepts
- Emerging Trends in Quality Management
- Quality Management in Agile
Day 3
Project Human Resource Management
- Developing Resource Management Plan process
- Organizational Planning & Structures
- Description of OBS and RBS
- RAM and RACI Charts
- Team Charter
- Estimate Activity Resources
- Resource estimation techniques
- Acquire Resources Process
- Managing Virtual teams in a Project environment
- Building effective Project teams
- Develop Team process
- Importance of Trainings in Project team development
- Delegation for effective management
- Multiple stages of Team Development
- Manage Team process
- Interpersonal skills
- Conflict Handling – multiple models
- Control Resources process
- Conducting Performance reviews
- Trends in HR Management
- Agile considerations
Project Communications Management
- Planning Communications Management Process
- Project Communications structures
- Communications requirements analysis in the Project environment
- Communication Channels in a Project
- Communications Management Plan
- Sender Receiver models in the Project environment
- Manage Communications process
- Communication Methods – Push, Pull and Interactive
- Monitor Communications Process
- Reporting Performance
- Obstacles in cross-cultural communication
- Trends in Communication Management
- Agile considerations
Project Risk Management
- Risk Management cycle in a Project environment
- Plan Risk Management process
- Importance of Risk Management Plan in the Risk Management Lifecycle
- Types of Risks which can impact a Project
- Identify Risks process
- Risk identification facilitators – Brainstorming, Delphi techniques, SWOT Analysis, Documentation Review, Checklist Analysis etc
- Risk Register preparation and updation
- Risk report
- Perform Qualitative Risk Analysis process
- Probability Impact Matrix and its use in Risk Management
- Perform Quantitative Risk Analysis process
- Use of varying Simulation Techniques
- Application of Decision Tree analysis and Sensitivity Analysis tools to Risk Management
- Plan Risk Responses process
- Strategies of Risk response for positive and negative risks
- Different types of Risks – Primary Risks, Secondary Risks, Residual Risks etc.
- Risk Register updation
- Implement risk responses process
- Monitor Risks process
- Use of Risk Audits and Reserve Analysis for monitoring of Risks
- Corrective and Preventive Actions in Risk Management process
- Emerging trends in Risk Management
- Agile considerations
Day 4
Project Procurement Management
- Why Procurement is important for Projects?
- Procurement Management lifecycle
- Project Manager’s Procurement Management responsibilities
- Plan Procurement Management process
- Make or Buy analysis
- Major types of Contracts – including FFP, Cost plus, T&M and their variations
- Risks associated with various types of contracts
- Importance of Procurement Management Plan
- Creating Procurement SOW and Bid Documents
- Conduct Procurements Process
- Source Selection criteria to analyze vendor responses
- Source selection process
- Bidder Conferences
- Use of Independent Estimates
- Contract negotiations process
- Multiple negotiation tactics
- Contracts – their legal implications
- Control Procurements process
- Contract change – how to manage them more effectively
- Procurement Audit and Inspection
- Claims administration processes
- Discharge of contracts
- Emerging trends in Procurement Management
- Agile considerations
Project Stakeholder Management
- Stakeholders in Project and their importance
- Identify Stakeholders Process
- Conducting Stakeholder Analysis – Power-Interest Grid
- Creating the Stakeholder Register
- Plan Stakeholder Engagement Process
- Stakeholder Engagement Levels
- Developing Stakeholder Engagement Plan
- Stakeholder Engagement Assessment Matrix
- Manage Stakeholder Engagement process
- Use of interpersonal skills in stakeholder engagement
- Control Stakeholder Engagement Process
- Monitoring effectiveness of stakeholder engagement
- Adjusting strategies and engagement modes
- Trends in Stakeholder Management
- Considerations in Agile
Professional Responsibility
- Professional Responsibilities of the Project Manager
- Professional responsibilities towards
- Self
- Profession
- Stakeholders
- Society
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