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Introduction
 The Project Management Professional (PMP®) credential
is arguably the most recognized global certification in the
Project Management discipline.
The
Project Management offerings including the PMP®
certification from Project Management Institute, USA has grown
into an industry by itself with global and regional conferences,
publications, enablers and numerous courses from close to 1000
Registered Education Providers.
Presently
there are in excess of 200,000 PMI members, with many others
joining PMI to pursue the PMP® certification. Based on
the salary increases experienced by IT professionals with the PMP®,
this credential carries tremendous clout and is capturing great
interest. Membership statistics from PMI indicate that the
Computers / Software / DP and IT industries are the top two
industry areas among PMI members, with about 15,000 and 12,000
members respectively in each industry category (estimated in
2005). In whatever way people prepare to become certified Project
Managers, the benefits are immeasurable to both the employee and
the employer.
Employees
are rewarded with increased salaries, job promotions, and in
general, better job prospects. Employers who use PMP®
are assured that they have hired Project Managers who have a core
competency in Project Management and the requisite experience to
perform as a project manager. Studies have shown that projects
managed by people who are not certified Project Managers have only
a 25% chance of success, whereas projects run by those who are
knowledgeable in Modern Project Management tools and techniques -
as are people with the PMP® certification - have a 75%
success rate. |
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PMIs Project Management Body of
Knowledge (PMBOK)
Training for PMP® Certification
This PMP®
(Project Management Professional) Contact Hours Training course
earning the participants 35 Professional Development Units (PDUs)
provides an overview to the third edition (2004) of the PMBOK®
(Project Management Body of Knowledge) Guide, and additional
topics related to project management that will be part of the
examination curriculum.
The course lectures
will be supplemented with suitable handouts and information that
can be accessed from the internet for self study, study tips, list
of relevant books etc., as preparation for
the exam. This course is spaced over 35 hours and requires 5
person-days to complete – the curriculum is intensive.
This course shall
provide a lot of discussion concerning the Inputs,
Outputs, Tools & Techniques of the project management processes
(discussed in the PMBOK® Guide, it is not designed /
intended to cover all that a project manager needs to know about
project management.
Full attendance for
this course will earn a candidate a certificate for completing the
35 hour contact program – now made mandatory by the PMI® (Project
Management Institute) for PMP® aspirants before taking the
certification exam.
The attendees are not
permitted to absent themselves from any session beyond 5 minutes
as per the guidelines of awarding the participation certificate
and 35 Professional Development Units (PDUs)
Course
Methodology
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The final 3 hours of this program would
include a 110 question paper* (simulating the final exam). The
answers for these questions would also be discussed in the
class.
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110 question paper* - confidential
Disclaimer: All test questions are a sample, and
success on these
questions is not indicative of proficiency for passing the Project
Management Professional Exam
Who Should Attend?
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Attendees who intend to write the PMP®
(Project Management Professional) exam within the next 8 - 16
weeks, and have passed the eligibility criteria prescribed by
PMI®
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Projects Leads/Managers - Individuals
aspiring to be successful project managers who have at least 3.5
years
of project management experience
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Technical Managers - Handling large
projects and needing to understand the project management
environment
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Working Professionals - IT and Non IT
Professionals looking for growth opportunities in the project
management stream, or seeking a professional methodology for
managing projects
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Consultants - seeking provide better
solutions to project
management challenges
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Entrepreneurs - For effective management
of projects for
containing Cost, Schedule, Resource and Quality commitments
What the
Course is Not
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A substitute for self-study
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An accelerated learning offering
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An indirect method of self-evaluation
before the main exam.
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A means of picking up a question bank
Course Outline
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Session 1: Introduction to Project Management
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Common characteristics operations and
projects
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Differences between projects and
operations
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What is a Project? What is Management?
What is Project
Management?
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What a project manager must achieve and
do minimally
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Career progression and competency for
project management
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Normal project temperature & pressures
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Stakeholder interactions for the project
manager
Session 2: Project Management Knowledge Area
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Appreciating the corporate priority
chain, project phases, the project lifecycle, the project
management lifecycle
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Understanding project stakeholders and
organizational
influences
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Styles, strengths & weaknesses of
functional, projective and matrix organizations
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Brief discussion and pointers for general
management skills communication, organization, budgeting,
leading, managing, negotiating, problem solving
Session 3: Project Management Processes
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Significance of the project management
process groups of Initiation, Planning, Executing, Controlling,
& Closure
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Core management processes of Scope, Cost,
and Time
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Facilitating management processes of
Quality, HR,
Communications, Risk, and Procurement
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Summarizing the process groups with the
project management processes
Session 4: Project Integration Management
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Project plan development – its vitality
and methodology
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Project plan execution & work
authorization tips
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Project status reviews, reports and
action planning
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Project control & change management
Session 5: Project Scope Management
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Business background to pre-project
activity and associated
difficulties for the project manager if not involved in the
proposal and bidding phase
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Significance of selecting a right project
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Commencing and initiating a project in
the right way
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Importance of the project charter
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Project scope planning - relevance of the
scope statement vis-àvis future project decisions
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Scope definition, WBS development, tips,
benefits, and uses Scope verification - acceptance of project
scope by stakeholders
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Scope change control – sources of change
requests
Section 6: Project Time Management
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Managing time in the project vis-à-vis
project realities
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Defining project activities and
sequencing these to form a
project network diagram
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Network diagramming methods
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Activity duration estimating and
determination of the project’s critical path
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Project schedule development and
time/cost tradeoffs
Project schedule control – system, performance measurement,
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PMIS, project re-planning, schedule
updates and corrective
actions
Session 7: Project Cost Management
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Significance and expectations of project
cost management
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Resource planning/organizational policies
for resource
optimization
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Estimation - the basis of project costs
and cost estimating
techniques
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Significance of cost control limits and
the cost management
plan
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Cost budgeting, the cost baseline, types
of project reserves, depreciation methodologies
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Cost control – cost tracking and cost
change approval levels vis-à-vis project performance measurement
and variances
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Earned Value Management (EVM) –
terminology, formulas and
calculations – interpreting project cost and schedule
performance via EVM. Rules for progress reporting
Session 8: Project Risk Management
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The what, where and why of project risks
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Proactive risk management planning
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Identifying project risks – sources,
participants in risk identification,risk categories
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Qualitative and quantitative risk
analysis – methodology,
prioritization, benefits, probability -beta and triangular
distribution, sensitivity analysis, decision trees, payoff
tables, simulation, decision making under uncertainty
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Risk response planning- techniques,
contingency planning,
contractual agreements, contingency planning and impact of
project risks on the project plan
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Risk monitoring and control - goals,
techniques, work-around plans, corrective actions and change
request incorporation
Session 9: Project Procurement Management
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The procurement paradigm, strategies and
the procurement cycle
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Planning project procurement for project
needs that can/should be met from outside the performing
organization
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Planning for the management of necessary
contracts/documents for subcontractors
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Soliciting and selecting a suitable
subcontractor
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Administering and closing contracts with
subcontractors
Session 10: Project Quality Management
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What is quality – the PMI®
focus
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The quality management approach and the
goals of a quality program
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Implementing project quality management
via Quality Planning vis-à-vis the cost of quality, Quality
Assurance - the relevance of process adherence and compliance
audits, and Quality Control – inspections and other quality
control tools including the interpretations of control charts
and data variances (sigma values interpretation), pareto
analysis, etc
Session 11: Project Communication Management
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The function of project communication
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Understanding the communication model,
the characteristics of the communication process and
the types of project communications
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Tips for planning project communication-
evaluating
communication requirements
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Leveraging technology for communication,
communication
constraints, stakeholder needs as the basis of project
communication, evaluating project communication interfaces
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Project information distribution -
creating successful
communications, communication terms, skills and dimensions,
types of project records
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Performance reporting vis-à-vis project
status, progress and forecasts - reviewing project performance
and performance related issues, the goals of analyzing project
variances, the significance of performance reports and
documentation of change requests
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Administrative closure - the relevance of
performance
measurement documentation, product documentation and
other project records, the creation of sensible project
archives, procurement issues and project subcontracting, formal
project closure, and the documentation of lessons learned
Session 12: Project Human Resource Management
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The challenge of managing human resources
with insights to project roles & responsibilities
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Skills & responsibility for HR Management
– moving the team along & working with the HR department
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Organizational planning - understanding
the business
environment, and the handling of internal and external project
stakeholders
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Managing staff acquisitions vis-à-vis
staffing pool realities
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Developing project team members and
motivating the workforce
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HR practices and organizational theories
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Creating the right project team – leading
and developing the project team through the stages of team
development
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Leadership styles and types of leadership
power
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Handling project conflict – methodology
and tips
Final Session
Mock Exam & Test
Evaluation
Course Wrap-up,
Participant Feedback and Questions and Answers
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