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Project Management  

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Hands-On Technology Transfer   

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Business experience

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Seminar Summary:

This course focuses on industry recognized best practices for managing complex projects.  (see full course description)

 

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Training Course Syllabus:


Project Management Training Course

This 4-day course focuses on industry recognized best practices for managing complex projects. Attendees will learn how to create a Project Management plan consisting of subsidiary plans, how to ensure successful execution of the plan, and how to bring a project to completion on time. The course covers all project phases, including project planning, scheduling, control, and closing. Students will come away with the knowledge and tools to complete projects on time, within budget, and with the right scope. Comprehensive interactive exercises build competence and confidence in the skills being taught, with students applying tools and techniques in real-world scenarios to gain experience carrying out proven approaches to project management.

Course Prerequisites: Business experience working in teams is highly recommended although not required.

Project Management Class Agenda:

Overview of Project Management

Overview of Project Management
  • Definitions: Project, Deliverables, Constraints
  • Requisite Skills for Project Managers
  • 5 Project Phases
  • 9 Knowledge Areas of Management
  • Iron Triangle - Cost, Scope, Schedule
  • Avoiding Project Failure
  • Dealing with Scope Creep
  • Roles and Responsibilities of a Project Manager
  • Program vs. Project
  • Project Management Office - PMO
  • Enterprise Environmental Factors - EEF
  • Organizational Process Assets - OPA
  • Tools and Templates
Human Resource Management
  • Developing a Human Resource Plan
  • Create a RACI Matrix
  • Documenting Needed Roles and Responsibilities
  • Acquiring Project Teams
  • Considering Virtual Teams
  • Examine Interpersonal Skill Issues
  • Developing Strong, Productive Teams
  • Tools and Techniques to Build Teams
  • Creating Conflict Management Strategy
  • Ways to Reduce Conflict on a Team
  • Project Org Charts
  • Maintaining Staffing Management Plan
  • Managing Project Teams
Integration Management
  • Creating a Project Charter
  • Creating a Project Management Plan
  • Baselines for Scope, Cost, and Schedule
  • Developing Scope Management Plan
  • Changing Requests
  • Implementing Approved Changes
    • Corrective Action
    • Preventive Action
    • Defect Repair
  • Managing Approved Changes
  • Template for Cost Management
Communications Management
  • Developing a Stakeholder Registry
  • Developing a Communications Plan
  • Communications Requirements Analysis
  • Communication Technologies
  • Distributing Information
  • Working with Different Communication Needs
  • Conducting Successful Meetings
  • Effective Presentations and Facilitation
  • Managing Stakeholder Expectations
  • Reporting on Performance
  • Identifying Stakeholders
  • Stakeholder Analysis
  • Stakeholder Management Strategy
Scope Management
  • Documenting Requirements
  • Classifying Requirements
  • Interviewing Stakeholders
  • Focus Groups and Working with Subject Matter Experts
  • Facilitating Project Workshops and Meetings
  • The Delphi Technique
  • Brainstorming and Idea/Mind Mapping
  • Affinity Diagrams
  • Creating a Project Scope Statement
  • Requirements Traceability Matrix
  • Known Exclusions to Limit Scope Creep
  • Creating Work Breakdown Structures - WBS
  • WBS Dictionary
  • Creating the Scope Baseline
  • Gaining Acceptance of Deliverables
Risk Management
  • Planning Risk Management
  • Creating a Risk Register
  • Techniques to Identify Risks
  • Fishbone/ Ishikawa Cause and Effect Diagrams
  • Using Qualitative and Quantitative Analysis
  • Planning Risk Responses
  • Avoid, Mitigate, Transfer, Accept
  • Exploit, Share, Enhance, Accept
  • SWOT - Strengths, Weaknesses, Opportunities, Threats Analysis
  • Updating the Risk Register
Time Management
  • Gantt Charts
  • Activity List - Full Breakdown of Deliverables
  • Tools for Creating Realistic Estimates
  • Defining and Sequencing Activities
  • Modeling Dependencies
  • Bottom-Up and Top-Down Time Estimating
  • Estimating Resources and Durations
  • Developing a Project Schedule
  • Analogous and Parametric Time Estimating
  • Three-Point Estimates - Most Likely, Optimistic, Pessimistic
  • PERT Analysis - Program Evaluation and Review Technique
  • Determining Critical Path
  • Determining Status of Project
  • Examine Schedule Compression
  • Influencing Factors that Change Schedules
  • Adjusting Leads and Lags
  • Reserve Analysis - Contingency Reserve or Buffer
Monitoring and Controlling Projects
  • Verifying and Controlling Scope
  • Earned Value Management - EVM
  • Budget At Completion - BAC
  • Schedule Variance - SV
  • Cost Variance - CV
  • Schedule Performance Index - SPI
  • Cost Performance Index - CPI
  • Estimate At Completion - EAC
  • Estimate To Complete - ETC
  • To-Complete Performance Index - TCPI
  • Independent Estimate at Completion - IEAC
  • Understanding Variance Analysis
  • Controlling Costs
Procurement Management
  • Planning Procurements
  • Performing Make or Buy Analysis
  • Conducting Procurements
  • Bidder Conferences
  • Contract Types
  • Fixed Price Contracts
    • Firm Fixed Price - FFP
    • Fixed Price Incentive Fee - FPIF
    • Fixed Price with Economic Price Adjustment - FP-EPA
  • Cost-Reimbursable Contracts
    • Cost Plus Fixed Fee - CPFF
    • Cost Plus Incentive Fee - CPIF
    • Cost Plus Award Fee Contract - CPAF
  • Time and Material Contracts - T and M
  • Procurement Statement of Work
  • Considering Different Contract Options
  • Administering Procurements
Cost Management
  • Tools for Estimating Costs
  • Determining Budgets
  • Cost Reserve and Contingency Allowances
  • Unplanned Changes and Cost Impacts
  • Controlling Costs
  • Comparing Actual Costs to Baseline
  • Calculating Project's Earned Value
  • Actions to Bring Cost Overruns within Acceptable Limits
Closing a Project
  • Verifying Completion of Exit Criteria
  • Transferring Product, Services or Results
  • Closing Procurements
  • Auditing Project Success or Failure
  • Archiving Project Information
  • Project Closeout Reports
  • Examining Project Closeout Transition Checklist
  • Organizing an Operations and Maintenance Plan
  • Conducting a Post Implementation Review - To Help the Next Project
Quality Management
  • Quality Management Tools
  • What is Quality - Mapping to Requirements
  • Quality vs. Grade
  • Developing a Quality Management Plan
  • Different Approaches to Quality
  • American Society for Quality - ASQ
  • Quality Control Notables
    • W. Edward Deming
    • Joseph M. Juran
    • Philip B Crosby
  • Total Quality Management - TQM
  • Six Sigma Business Management Strategy
  • Failure Mode and Effective Analysis (FMEA)
  • Quality Cost-Benefit Analysis
  • Performing Quality Assurance
  • Performing Quality Control
  • Determining Corrective Actions
  • Initiating Preventive Actions
  • Defining Defect Repairs
  • Creating Change Requests

Seminar Summary:

This course focuses on industry recognized best practices for managing complex projects.  (see full course description)

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