Project Management
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- Basics
- Team Members
- Business Professionals
- Engineers
- Experts
- PMP Certification Training
Do you manage projects, or want to enter a new project management role? This online course is ideally suited for anyone looking to better manage their projects for work, including junior project managers, business owners or those looking to start out in project management.
In 15 engaging lessons you will learn how to effectively manage projects from start to finish through a range of topics including project initiation and closeout, scope, schedule and resource planning, project execution and control plus more.
Highlights:
- Learn to manage your projects more effectively.
- Get a better understanding of project management principles.
- Based on The Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
- Use this as a stepping stone to embark on a project management career.
- Earn 7.5 PDUs or contact hours toward your Project Management education for certification with PMI.
If you already have some experience with project management or you’re looking for something more in-depth, try our courses for Team Members, Business Professionals or Engineers. If you'd like to know everything - from beginner to advanced lessons, then Project Management for Experts is for you. And if you’re preparing for the PMP® Exam, look no further than PMP® Certification Training.
Once enrolled, our friendly support team and tutors are here to help with any course related inquiries.
Do you manage projects, or want to enter a new project management role? This online course is ideally suited for anyone looking to better manage their projects for work, including office administrators, junior project managers or team members, business owners or those looking to start out in project management.
In 25 engaging lessons you will learn how to effectively manage projects from start to finish through a range of topics including project initiation and closeout, scope, schedule and resource planning, project execution and control plus more.
The Project Management for Team Members course has all of the modules in the Project Management Basics course, plus an additional 10 modules focused on Project Management for teams. (So you don't need to take the Basics course separately.)
Highlights:
- Learn to manage your projects more effectively.
- Get a better understanding of project management principles.
- Based on The Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
- Use this as a stepping stone to embark on a project management career.
- Earn 12.5 PDUs or contact hours toward your Project Management education for certification with PMI.
We have a range of project management courses to suit your needs. If you’re looking for something more in-depth, try our courses for Business Professionals, Engineers or Experts. If you’re preparing for the PMP® Exam, look no further than PMP® Certification Training. And if you want an introductory course for beginners, try our Basics course.
For support inquiries or feedback, please contact us.
Do you manage projects, or want to enter a new project management role? This online course is ideally suited for anyone looking to better manage their projects for work, including project managers, business owners or those looking to start out in project management.
In 48 engaging lessons you will learn how to effectively manage projects from start to finish through a range of topics including scope, schedule and resource planning, project risk, execution and control plus more.
The Project Management for Business Professionals course has all of the modules in the Project Management for Team Members course, plus an additional 23 modules focused on Project Management for Business Professionals. (So you don't need to take the Team Members course separately).
- Learn to manage your projects more effectively.
- Get a better understanding of project management principles.
- Based on The Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
- Use this as a stepping stone to embark on a project management career.
- Earn 24 PDUs or contact hours toward your Project Management education for certification with PMI.
We have a range of project management courses to suit your needs. Try our courses for Engineers or Experts. If you’re preparing for the PMP® Exam, look no further than PMP® Certification Training. And if you want an introductory course, try our Basics or Team Members courses.
Once enrolled, our friendly support team and tutors are here to help with any course related inquiries.
Do you manage projects, or want to enter a new project management role? This online course is ideally suited for engineers looking to better manage their projects for work. It is also suited for project managers, business owners or those looking to start out in project management.
In 46 engaging lessons you will learn how to effectively manage projects from start to finish through a range of topics including scope, schedule and resource planning, project risk, execution and control plus more.
Highlights:
- Learn to manage your projects more effectively.
- Get a better understanding of project management principles.
- Based on The Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
- Use this as a stepping stone to embark on a project management career.
- Earn 23 PDUs or contact hours toward your Project Management education for certification with PMI
We have a range of project management courses to suit your needs. Try our courses for Business Professionals or Experts. If you’re preparing for the PMP® Exam, look no further than PMP® Certification Training. And if you want an introductory course, try our Basics or Team Members courses.
Once enrolled, our friendly support team and tutors are here to help with any course related inquiries.
Do you manage projects, or want to enter a new project management role? This online course is designed for project managers who want to manage projects effectively as Experts in their designated area. It is also suited for project team members, business owners or those looking to start out in project management.
In 76 engaging lessons you will learn how to effectively manage projects from start to finish through a range of topics including scope, schedule and resource planning, project risk, execution and control plus more.
If you are planning on taking the exam for PMP® certification, we recommend you take the Experts course followed by PMP® Certification Training, so you cover all bases!
Highlights:
- Learn to manage your projects more effectively.
- Get a better understanding of project management principles.
- Based on The Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
- Use this as a stepping stone to embark on a project management career.
- Earn 39.5 PDUs or contact hours toward your Project Management education for certification with PMI.
We have a range of project management courses to suit your needs. Try our courses for Business Professionals and Engineers. If you’re preparing for the PMP® Exam, look no further than PMP® Certification Training. And if you want an introductory course, try our Basics or Team Members courses.
Once enrolled, our friendly support team and tutors are here to help with any course related inquiries.
The PMP® certification is the number one globally recognized credential for project managers, opening the door to better job opportunities and higher salaries. Prepare to ace the PMP® exam, become a top rated project management professional and advance your career with this online course.
Highlights:
- 46 practical tutorials.
- Recognize the requirements and application process for the PMP® certification.
- Recognize the context and constraints of project management and project leadership.
- Identify the five process groups and the process within each group.
- Identify the ten knowledge areas and the processes with each area.
- Identify the inputs, outputs, tools and techniques of each project management process.
- Demonstrate how to calculate critical path and float.
- Demonstrate how to calculate earned value metrics and ratios.
- Based on The Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition, Project Management Institute, Inc., 2013.
- Earn 35 PDUs or contact hours to put towards certification with PMI.
We have a range of project management courses to suit your needs. If you’re looking for an introductory course, try our Basics or Team Members courses. If you’re looking for something more in-depth, try our courses for Business Professionals, Engineers or Experts.
Want to cover everything from A-Z? Check out the PMP® Essentials bundle to develop your skills from beginner to expert.
Once enrolled, our friendly support team and tutors are here to help with any course related inquiries.
CHOOSE A COURSE THAT SUITS YOUR STUDY STYLE
- Basics
- Team Members
- Business Professionals
- Engineers
- Experts
- PMP Certification Training
Project Management Context
Triple Constraint
Understand the inter-relationship between the triple constraints on a project of scope, schedule, and resources.
Project Leader
Know the role and responsibilities of the project leader.
Stakeholders
Know how to identify stakeholders and understand how they measure project success.
Project Lifecycle
Understand the phases of a project lifecycle and know how to approach a predictive project versus an adaptive project.
Project Initiation
Project Boundaries
Learn how to quickly identify project boundaries using the W questions.
Scope Planning
Deliverables Deployment
Learn how to identify project tasks and activities using the deliverables deployment technique.
Schedule Planning
Milestone Schedule
Understand when and how to use a milestone schedule on a project. Learn how to create a milestone schedule.
Gantt Chart
Understand when and how to use a Gantt chart on a project. Learn how to create a Gantt chart.
Resource Planning
Project Budget
Understand what is normally shown in a project budget. Learn how to create a time-phased project budget.
Project Risk
Positive and Negative Risk
Understand the difference between positive and negative risk. Learn the major steps of project risk management.
Project Execution
Team Building
Learn the characteristics of a project core team and understand the stages of a team building lifecycle.
Communication Management
Understand the characteristics of the major categories of project communication. Know the communication constraints typically encountered on project.
Project Control
Dashboards
Learn how to create and use a project dashboard to communicate project status with both management and your project team.
Management Reviews
Understand the purpose of a project management review and learn how to prepare for one.
Project Closeout
Stakeholder Acceptance
Understand how to gain stakeholder acceptance during project closeout and learn how to create and use a Punch List.
Project Management Context
Triple Constraint
Understand the inter-relationship between the triple constraints on a project of scope, schedule, and resources.
Project Leader
Know the role and responsibilities of the project leader.
Stakeholders
Know how to identify stakeholders and understand how they measure project success.
Project Lifecycle
Understand the phases of a project lifecycle and know how to approach a predictive project versus an adaptive project.
Project Initiation
Project Boundaries
Learn how to quickly identify project boundaries using the W questions.
In-Frame & Out-of-Frame
In-Frame/Out-of-Frame is a technique for clarifying project boundaries by list both the activities and deliverables that are in scope for the project and listing the activities that are not required as part of the project.
Scope Planning
Deliverables Deployment
Learn how to identify project tasks and activities using the deliverables deployment technique.
Task Description
Task Descriptions are the statements of scope for each of the project activities. They are written in the format of “action – completion point.”
Schedule Planning
Milestone Schedule
Understand when and how to use a milestone schedule on a project. Learn how to create a milestone schedule.
Gantt Chart
Understand when and how to use a Gantt chart on a project. Learn how to create a Gantt chart.
Task List Schedule
A Task List Schedule is a schedule format used to communicate tasks with dates to extended team members or those who do not have a major role in the project.
Resource Planning
Project Budget
Understand what is normally shown in a project budget. Learn how to create a time-phased project budget.
Resource List
The project Resource List is a list of all individuals working on the project with their contact information and all special equipment and facilities required to accomplish project tasks.
Estimating
Estimating Uncertainty
Project plans are built with an accumulation of estimates, each of which has a level of uncertainty associated with it. The level of uncertainty is a major contributor to the accuracy of the plan and the amount of project risk.
Time-Box Estimating
Time Boxes are an estimating technique that sets a finite time for a task or task group. The amount of scope that is completed is variable. Whatever scope is done when the time box ends is the amount of scope for that activity on the project.
Project Risk
Positive and Negative Risk
Understand the difference between positive and negative risk. Learn the major steps of project risk management.
Project Execution
Team Building
Learn the characteristics of a project core team and understand the stages of a team building lifecycle.
Communication Management
Understand the characteristics of the major categories of project communication. Know the communication constraints typically encountered on project.
Project Decision-Making
Project Decision Making is the process whereby the project leader and project team decide upon project strategy, tactics, and acceptable actions. For Project Stakeholders, the decisions normally concern project boundaries. For Project Core Team members, the decisions normally concern project plans and execution.
Team Meetings
Team Meetings are a gathering of team members to discuss aspects of the project. Team pulse meetings focus on status. Team problem solving meetings focus on problem resolution.
Task Accountability
Task Accountability is the project management activity associated with ensuring successful completion of project activities.
Project Control
Dashboards
Learn how to create and use a project dashboard to communicate project status with both management and your project team.
Management Reviews
Understand the purpose of a project management review and learn how to prepare for one.
Scope Creep
Scope creep is the uncontrolled expansion to project scope without adjustments to time, cost, and resources.
Project Closeout
Stakeholder Acceptance
Understand how to gain stakeholder acceptance during project closeout and learn how to create and use a Punch List.
Project Management Context
Triple Constraint
Understand the inter-relationship between the triple constraints on a project of scope, schedule, and resources.
Circles of Project Management
Circles of project management are a framework for considering different project management aspects. Based upon project and organizational considerations, some aspects may be emphasized and others de-emphasized.
Project Leader
Know the role and responsibilities of the project leader.
Core Team
Most large projects are managed by a cross-functional core team. Core team members have a dual responsibility; they are responsible for the project achieving its goals and they are responsible to ensure that the project complies with their function’s standards and best practices.
Stakeholders
Know how to identify stakeholders and understand how they measure project success.
Project Lifecycle
Understand the phases of a project lifecycle and know how to approach a predictive project versus an adaptive project.
Project Management Methodology
A methodology or system of project management helps those in the organization involved with projects to know what to expect.
Project Initiation
Stakeholder Identification
Identifying stakeholders enables the project team to create a strategy for each communicating and interacting with each stakeholder.
Stakeholder Project Goals
Many stakeholders have additional goals for a project beyond the primary business goal. Understanding those goals can help the team ensure project success and maintain stakeholder support.
Project Boundaries
Learn how to quickly identify project boundaries using the W questions.
In-Frame and Out-of-Frame
In-Frame/Out-of-Frame is a technique for clarifying project boundaries by list both the activities and deliverables that are in scope for the project and listing the activities that are not required as part of the project.
Scope Planning
Primary Constraint
The approach taken when planning a project should be based upon the primary project constraint. Attributes of that constraint are planned first and then other aspects of the project are planned to support the primary constraint.
Phases
Projects are often organized into phases. Phases provide structure and logic to the project and aid the project team and management to track progress.
Deliverables Deployment
Learn how to identify project tasks and activities using the deliverables deployment technique.
Task Description
Task Descriptions are the statements of scope for each of the project activities. They are written in the format of “action – completion point.”
WBS Dictionary
The WBS Dictionary is a table or spreadsheet that is organized by project task and contains all project planning details.
Schedule Planning
Milestone Schedule
Understand when and how to use a milestone schedule on a project. Learn how to create a milestone schedule.
Gantt Chart
Understand when and how to use a Gantt chart on a project. Learn how to create a Gantt chart.
Task List Schedule
A Task List Schedule is a schedule format used to communicate tasks with dates to extended team members or those who do not have a major role in the project.
2 Dimensional Task List
A 2D Task List is a project scheduling tool for managing a batch of similar items that must be processed through the same project steps.
Resource Planning
Project Budget
Understand what is normally shown in a project budget. Learn how to create a time-phased project budget.
Resource List
The project Resource List is a list of all individuals working on the project with their contact information and all special equipment and facilities required to accomplish project tasks.
Responsibility Matrix
The Responsibility Matrix is a project management tool for correlating project work assignments with project team members.
Estimating
Estimating Uncertainty
Project plans are built with an accumulation of estimates, each of which has a level of uncertainty associated with it. The level of uncertainty is a major contributor to the accuracy of the plan and the amount of project risk.
Estimating Techniques
The most commonly used techniques for creating project estimates are analogous estimates, bottom up estimates, three point estimates, and using a parametric model.
Effort - Duration - Money
Project estimates of effort, duration, and money are inter-related. Based upon the cost and availability of the resources involved, once you have one of the estimates you can derive the other two.
Time-Box Estimating
Time Boxes are an estimating technique that sets a finite time for a task or task group. The amount of scope that is completed is variable. Whatever scope is done when the time box ends is the amount of scope for that activity on the project.
Project Risk
Positive and Negative Risk
Understand the difference between positive and negative risk. Learn the major steps of project risk management.
Risk Identification
The practice of identifying positive and negative conditions that may occur within the project and impact project objectives.
Risk Matrix
All project risks are not equal in their effect on a project. Project risks that have been identified are prioritized using qualitative techniques such as the Risk Matrix.
Sensitivity Analysis
The Risk Sensitivity Analysis is a technique to assess the magnitude of impact from a risk.
Negative Response
Negative Risk Response is determining what actions the project will take to address risk threats.
Positive Response
Positive Risk Response is determining what actions the project will take to address risk opportunities.
Contingencies and Triggers
Contingencies are potential risk response actions that will only be implemented if some triggering event or condition has shown that the risk probability has gone from unlikely to likely.
Project Execution
Team Building
Learn the characteristics of a project core team and understand the stages of a team building lifecycle.
Communication Management
Understand the characteristics of the major categories of project communication. Know the communication constraints typically encountered on project.
Project Decision-Making
Project Decision Making is the process whereby the project leader and project team decide upon project strategy, tactics, and acceptable actions. For Project Stakeholders, the decisions normally concern project boundaries. For Project Core Team members, the decisions normally concern project plans and execution.
Team Meetings
Team Meetings are a gathering of team members to discuss aspects of the project. Team pulse meetings focus on status. Team problem solving meetings focus on problem resolution.
Task Accountability
Task Accountability is the project management activity associated with ensuring successful completion of project activities.
Contractors and Vendors Execution
Contractors and vendors are often used to accomplish project tasks. The complexity, uniqueness, and uncertainty of the activity will determine the nature of the relationship between the project team and the contractor or vendor.
Project Control
Dashboards
Learn how to create and use a project dashboard to communicate project status with both management and your project team.
Management Reviews
Understand the purpose of a project management review and learn how to prepare for one.
Scope Creep
Scope creep is the uncontrolled expansion to project scope without adjustments to time, cost, and resources.
Issue Resolution
Issues are any request, complaint, or unexpected condition that leads to unplanned, but in scope, work that must be accomplished on a project. They normally result in the need to implement a workaround in order to resolve them.
Project Change
A formal documented process for changing the project baseline.
Project Closeout
Stakeholder Acceptance
Understand how to gain stakeholder acceptance during project closeout and learn how to create and use a Punch List.
Transition to Business
To fully realize the benefit of a project, often business systems need to change to implement the project results. This transition can be a challenging aspect of the project.
Lessons Learned
Lessons Learned are a retrospective look at a project, or phase of a project, to identify best practices to be repeated and performance gaps to be improved.
Project Management Context
Triple Constraint
Understand the inter-relationship between the triple constraints on a project of scope, schedule, and resources.
Circles of Project Management
Circles of project management are a framework for considering different project management aspects. Based upon project and organizational considerations, some aspects may be emphasized and others de-emphasized.
Project Leader
Know the role and responsibilities of the project leader.
Core Team
Most large projects are managed by a cross-functional core team. Core team members have a dual responsibility; they are responsible for the project achieving its goals and they are responsible to ensure that the project complies with their function’s standards and best practices.
Stakeholders
Know how to identify stakeholders and understand how they measure project success.
Project Lifecycle
Understand the phases of a project lifecycle and know how to approach a predictive project versus an adaptive project.
Project Management Methodology
A methodology or system of project management helps those in the organization involved with projects to know what to expect.
Project Initiation
Project Boundaries
Learn how to quickly identify project boundaries using the W questions.
In-Frame & Out-of-Frame
In-Frame/Out-of-Frame is a technique for clarifying project boundaries by list both the activities and deliverables that are in scope for the project and listing the activities that are not required as part of the project.
Scope Planning
Primary Constraint
The approach taken when planning a project should be based upon the primary project constraint. Attributes of that constraint are planned first and then other aspects of the project are planned to support the primary constraint.
Phases
Projects are often organized into phases. Phases provide structure and logic to the project and aid the project team and management to track progress.
Progressive Elaboration
Progressive elaboration is the principle of steadily adding detail to the project plan as more information becomes available.
Deliverables Deployment
Learn how to identify project tasks and activities using the deliverables deployment technique.
Task Description
Task Descriptions are the statements of scope for each of the project activities. They are written in the format of “action – completion point.”
WBS Dictionary
The WBS Dictionary is a table or spreadsheet that is organized by project task and contains all project planning details.
Schedule Planning
Milestone Schedule
Understand when and how to use a milestone schedule on a project. Learn how to create a milestone schedule.
Gantt Chart
Understand when and how to use a Gantt chart on a project. Learn how to create a Gantt chart.
Task List Schedule
A Task List Schedule is a schedule format used to communicate tasks with dates to extended team members or those who do not have a major role in the project.
2 Dimensional Task List
A 2D Task List is a project scheduling tool for managing a batch of similar items that must be processed through the same project steps.
Network Diagram
A network diagram is a project scheduling technique that shows the relationship between tasks by depicting project activities as a flowchart.
Resource Planning
Project Budget
Understand what is normally shown in a project budget. Learn how to create a time-phased project budget.
Responsibility Matrix
The Responsibility Matrix is a project management tool for correlating project work assignments with project team members.
Estimating
Estimating Uncertainty
Project plans are built with an accumulation of estimates, each of which has a level of uncertainty associated with it. The level of uncertainty is a major contributor to the accuracy of the plan and the amount of project risk.
Estimating Techniques
The most commonly used techniques for creating project estimates are analogous estimates, bottom up estimates, three point estimates, and using a parametric model.
Effort - Duration - Money
Project estimates of effort, duration, and money are inter-related. Based upon the cost and availability of the resources involved, once you have one of the estimates you can derive the other two.
Time-Box Estimating
Time Boxes are an estimating technique that sets a finite time for a task or task group. The amount of scope that is completed is variable. Whatever scope is done when the time box ends is the amount of scope for that activity on the project.
Project Risk
Positive and Negative Risk
Understand the difference between positive and negative risk. Learn the major steps of project risk management.
Risk Identification
The practice of identifying positive and negative conditions that may occur within the project and impact project objectives.
Sensitivity Analysis
The Risk Sensitivity Analysis is a technique to assess the magnitude of impact from a risk.
Negative Response
Negative Risk Response is determining what actions the project will take to address risk threats.
Positive Response
Positive Risk Response is determining what actions the project will take to address risk opportunities.
Contingencies and Triggers
Contingencies are potential risk response actions that will only be implemented if some triggering event or condition has shown that the risk probability has gone from unlikely to likely.
Project Execution
Team Building
Learn the characteristics of a project core team and understand the stages of a team building lifecycle.
Communication Management
Understand the characteristics of the major categories of project communication. Know the communication constraints typically encountered on project.
Task Accountability
Task Accountability is the project management activity associated with ensuring successful completion of project activities.
Quality Control & Quality Assurance
Quality Control and Quality Assurance are processes used for managing the project. Quality Control determines if the overall project result meets the requirements and Quality Assurance determines if appropriate standards and procedures are used to do the work of the project.
Contractors and Vendors Execution
Contractors and vendors are often used to accomplish project tasks. The complexity, uniqueness, and uncertainty of the activity will determine the nature of the relationship between the project team and the contractor or vendor.
Project Control
Dashboards
Learn how to create and use a project dashboard to communicate project status with both management and your project team.
Management Reviews
Understand the purpose of a project management review and learn how to prepare for one.
Technical Reviews
Project technical reviews are formal decision meetings between team members and a panel of subject matter experts.
Scope Creep
Scope creep is the uncontrolled expansion to project scope without adjustments to time, cost, and resources.
Issue Resolution
Issues are any request, complaint, or unexpected condition that leads to unplanned, but in scope, work that must be accomplished on a project. They normally result in the need to implement a workaround in order to resolve them.
Project Change
A formal documented process for changing the project baseline.
Project Closeout
Stakeholder Acceptance
Understand how to gain stakeholder acceptance during project closeout and learn how to create and use a Punch List.
Transition to Business
To fully realize the benefit of a project, often business systems need to change to implement the project results. This transition can be a challenging aspect of the project.
Lessons Learned
Lessons Learned are a retrospective look at a project, or phase of a project, to identify best practices to be repeated and performance gaps to be improved.
Project Management Context
Triple Constraint
Understand the inter-relationship between the triple constraints on a project of scope, schedule, and resources.
Circles of Project Management
Circles of project management are a framework for considering different project management aspects. Based upon project and organizational considerations, some aspects may be emphasized and others de-emphasized.
Project Leader
Know the role and responsibilities of the project leader.
Core Team
Most large projects are managed by a cross-functional core team. Core team members have a dual responsibility; they are responsible for the project achieving its goals and they are responsible to ensure that the project complies with their function’s standards and best practices.
Stakeholders
Know how to identify stakeholders and understand how they measure project success.
Project Lifecycle
Understand the phases of a project lifecycle and know how to approach a predictive project versus an adaptive project.
Project Management Methodology
A methodology or system of project management helps those in the organization involved with projects to know what to expect.
Project Selection and Approval
The organization needs to establish a management discipline for selecting and approving projects.
Project, Program, Portfolio, Operations
Portfolios are often comprised of programs which are often comprised of projects; all of which either create or support operations.
Project Management Governance
Project governance is the organizational institutionalization of a project management methodology.
Project Initiation
Stakeholder Identification
Identifying stakeholders enables the project team to create a strategy for each communicating and interacting with each stakeholder.
Stakeholder Project Goals
Many stakeholders have additional goals for a project beyond the primary business goal. Understanding those goals can help the team ensure project success and maintain stakeholder support.
Project Boundaries
Learn how to quickly identify project boundaries using the W questions.
In-Frame and Out-of-Frame
In-Frame/Out-of-Frame is a technique for clarifying project boundaries by list both the activities and deliverables that are in scope for the project and listing the activities that are not required as part of the project.
Project Charter
The Project Charter is the document that approves the initiation of the project and identifies goals, objectives, boundaries and constraints.
Creating a Business Case
The business case provides the business rationale, normally in financial terms, of whether the project should be done.
Approval and Kickoff
Most projects will have a specific date or event at which the stakeholders will approve the Project Charter in order to authorize work to begin. Often this immediately followed by a kickoff meeting with the project team and stakeholders to ensure alignment on project goals and objectives.
Project Planning
Primary Constraint
The approach taken when planning a project should be based upon the primary project constraint. Attributes of that constraint are planned first and then other aspects of the project are planned to support the primary constraint.
Phases
Projects are often organized into phases. Phases provide structure and logic to the project and aid the project team and management to track progress.
Progressive Elaboration
Progressive elaboration is the principle of steadily adding detail to the project plan as more information becomes available.
Baseline Plan
The integrated project plan that includes scope, schedule, and resource information for all aspects of the project is the project baseline plan.
Change Planning
The unique nature of projects leads to an inherent level of uncertainty. Project managers should expect and plan for project change.
A network diagram is a project scheduling technique that shows the relationship between tasks by depicting project activities as a flowchart.
Scope Planning
Deliverables Deployment
Learn how to identify project tasks and activities using the deliverables deployment technique.
Task Description
Task Descriptions are the statements of scope for each of the project activities. They are written in the format of “action – completion point.”
Requirements Planning
Project requirements are often vague, incomplete or contradictory at the time of project initiation. Normally, additional effort is required to collect and verify the true project requirements.
Scope Statement
The project scope statement is a summary description of the project scope used to maintain alignment between stakeholders and team members.
WBS Dictionary
The WBS Dictionary is a table or spreadsheet that is organized by project task and contains all project planning details.
WBS Structure
The Work Breakdown Structure (WBS) is the most commonly used technique for organizing the project scope. The WBS decomposes the scope into tasks and organizes the tasks into logical groupings.
Schedule Planning
Milestone Schedule
Understand when and how to use a milestone schedule on a project. Learn how to create a milestone schedule.
Gantt Chart
Understand when and how to use a Gantt chart on a project. Learn how to create a Gantt chart.
Task List Schedule
A Task List Schedule is a schedule format used to communicate tasks with dates to extended team members or those who do not have a major role in the project.
2 Dimensional Task List
A 2D Task List is a project scheduling tool for managing a batch of similar items that must be processed through the same project steps.
Network Diagram
A network diagram is a project scheduling technique that shows the relationship between tasks by depicting project activities as a flowchart.
Critical Path
Critical Path is a project scheduling technique that determines the shortest time that the current project plan can be completed.
Float, Slack, Buffer
Float (slack or buffer) is extra time that a task could consume beyond its duration estimate without impacting other aspects of the project. Total float is extra time without impacting the end date of the project and free float is extra time without impacting another project task.
Critical Path Calculations
Critical Path calculations are the method used to determine the critical path within a project.
Resource Planning
Project Budget
Understand what is normally shown in a project budget. Learn how to create a time-phased project budget.
Resource List
The project Resource List is a list of all individuals working on the project with their contact information and all special equipment and facilities required to accomplish project tasks.
Responsibility Matrix
The Responsibility Matrix is a project management tool for correlating project work assignments with project team members.
Contractor Vendor Planning
Contactors, vendors, and suppliers are used on projects to reduce risks. These external resources have capacity and capability that allows them to complete project tasks better than internal resources would be able to complete them.
Resource Over-Allocation
Project resource demands are often inconsistent throughout the life of the project leading to times when resources are over-allocated.
Earned Value Planning
Earned Value Management is a comprehensive project management technique that combines scope, schedule and resource management into one set of measures. It starts with task level planning.
Estimating
Estimating Uncertainty
Project plans are built with an accumulation of estimates, each of which has a level of uncertainty associated with it. The level of uncertainty is a major contributor to the accuracy of the plan and the amount of project risk.
Estimating Techniques
The most commonly used techniques for creating project estimates are analogous estimates, bottom up estimates, three point estimates, and using a parametric model.
Effort - Duration - Money
Project estimates of effort, duration, and money are inter-related. Based upon the cost and availability of the resources involved, once you have one of the estimates you can derive the other two.
Time-Box Estimating
Time Boxes are an estimating technique that sets a finite time for a task or task group. The amount of scope that is completed is variable. Whatever scope is done when the time box ends is the amount of scope for that activity on the project.
Project Risk
Positive and Negative Risk
Understand the difference between positive and negative risk. Learn the major steps of project risk management.
Risk Register
The Risk Register is a table that tracks the project risk management activities.
Risk Identification
The practice of identifying positive and negative conditions that may occur within the project and impact project objectives.
Risk Matrix
All project risks are not equal in their effect on a project. Project risks that have been identified are prioritized using qualitative techniques such as the Risk Matrix.
Sensitivity Analysis
The Risk Sensitivity Analysis is a technique to assess the magnitude of impact from a risk.
Negative Response
Negative Risk Response is determining what actions the project will take to address risk threats.
Positive Response
Positive Risk Response is determining what actions the project will take to address risk opportunities.
Contingencies and Triggers
Contingencies are potential risk response actions that will only be implemented if some triggering event or condition has shown that the risk probability has gone from unlikely to likely.
Quantitative Risk Analysis
Project quantitative risk analysis techniques provide a deeper understanding of the nature and impact of project risks.
Project Execution
Team Building
Learn the characteristics of a project core team and understand the stages of a team building lifecycle.
Project Decision-Making
Project Decision Making is the process whereby the project leader and project team decide upon project strategy, tactics, and acceptable actions. For Project Stakeholders, the decisions normally concern project boundaries. For Project Core Team members, the decisions normally concern project plans and execution.
Team Meetings
Team Meetings are a gathering of team members to discuss aspects of the project. Team pulse meetings focus on status. Team problem solving meetings focus on problem resolution.
Task Accountability
Task Accountability is the project management activity associated with ensuring successful completion of project activities.
Quality Control & Quality Assurance
Quality Control and Quality Assurance are processes used for managing the project. Quality Control determines if the overall project result meets the requirements and Quality Assurance determines if appropriate standards and procedures are used to do the work of the project.
Contractors and Vendors Execution
Contractors and vendors are often used to accomplish project tasks. The complexity, uniqueness, and uncertainty of the activity will determine the nature of the relationship between the project team and the contractor or vendor.
Communication Management
Understand the characteristics of the major categories of project communication. Know the communication constraints typically encountered on project.
PMIS and Project Management Software
The Project Management Information System (PMIS) is the method that the project manager and core team use to share and disseminate project information. It often is based upon the use of a project management software application.
Setting Earned Value
Earned Value Management is a comprehensive project management technique that combines scope, schedule and resource management into one set of measures. An element, in fact the element that provides the name of the technique, is the setting of Earned Value.
Project Control
Dashboards
Learn how to create and use a project dashboard to communicate project status with both management and your project team.
Management Reviews
Understand the purpose of a project management review and learn how to prepare for one.
Technical Reviews
Project technical reviews are formal decision meetings between team members and a panel of subject matter experts.
Scope Creep
Scope creep is the uncontrolled expansion to project scope without adjustments to time, cost, and resources.
Issue Resolution
Issues are any request, complaint, or unexpected condition that leads to unplanned, but in scope, work that must be accomplished on a project. They normally result in the need to implement a workaround in order to resolve them.
Project Change
A formal documented process for changing the project baseline.
Baseline Management
The project performance is tracked against an integrated set of project baselines that support the achievement of the project’s triple constraint goals and objectives.
Variance Analysis
Variance occurs when the actual situation is different from the planned or expected situation. In projects, variance analysis applies to schedule variance and cost variance. It determines both why the actual situation is different than what was planned and the impact that will have on the project.
Forecasting
Since projects seldom go exactly as planned, part way through a project the project team is typically asked to estimate how much time and money are required to complete the project.
Project Acceleration
There are several approaches a project team can take to accelerate project tasks. Each approach has its own unique characteristics and risks.
Project Closeout
Stakeholder Acceptance
Understand how to gain stakeholder acceptance during project closeout and learn how to create and use a Punch List.
Transition to Business
To fully realize the benefit of a project, often business systems need to change to implement the project results. This transition can be a challenging aspect of the project.
Lessons Learned
Lessons Learned are a retrospective look at a project, or phase of a project, to identify best practices to be repeated and performance gaps to be improved.
Administrative Closeout
In addition to transitioning the result of the project into the organization’s operations, projects often have accounts, systems, and resources that must be closed or disposed of before the project is fully closed.
Final Report
In many organizations, a final report is prepared after all project activities have been completed and the impact of the project results have been demonstrated in business performance metrics.
PMI and PMP® Prep
Project Management Credentials
Project management credentials are used to ensure that individuals have the background and skills needed to be able to perform project management functions.
PMP® Application
The PMP® Application process can be time consuming. It is important to understand what is required so that you do not have to resubmit.
PMP® Exam
The PMP® examination is a serious and difficult element of earning the PMP® credential. The 200 question, proctored exam must be completed within four hours.
PMI® Code of Conduct
The PMI® Code of Ethics and Professional Conduct sets a standard for the profession of project management of what is right and honourable to do.
PMP® Exam Content Outline
The PMP® Exam Content Outline is a PMI document that provides lists of the domains, tasks, and skills that are tested on the PMP® Exam.
PMBOK® Guide Organization
PMBOK® Guide
The PMBOK® Guide is the reference document upon which much of the PMP® exam is based. The PMBOK® Guide contains a description of project management processes, tools, checklists, and templates.
PMBOK® Guide Processes
The PMBOK® Guide has organized project management into 47 processes.
PMBOK® Guide Annex
A portion of the PMBOK® Guide is a standard for project management. That portion is the Annex A1, The Standard for Project Management of a Project.
PMBOK® Guide Glossary
The PMBOK® Guide Glossary provides hundreds of definitions of terms and acronyms used throughout project management and the PMBOK® Guide.
PMBOK® Guide Context
Project Management Foundations
Projects, programs and portfolios are terms that describe an increasing complexity of project related work. Project management addresses how to manage a single unique project not necessarily programs or portfolios.
Project and Operational Activities
Operational activities manage and operate the business processes. Projects interact with operational activities by creating and changing operational processes, products, and services.
The Project Lifecycle
The project life cycle provides a general overview of the phases that a project goes through.
Project Manager
The project manager leads the project team. Their role and level of authority will vary depending upon the project organizational structure.
Interpersonal Skills
Projects managers must apply appropriate interpersonal skills to be effective.
Project Team
Most projects are conducted by a project team. There are many structures for forming a project team within an organization.
Project Management Process Interactions
Most projects are complex with multiple stakeholders, the five process groups, ten knowledge areas, the forty-seven processes and the many project management deliverables all interacting with each other.
Project Management Office (PMO)
The Project Management Office (PMO) is the organizational response to project management. The PMO manages the process of project management.
Organizational Processes and Environmental Factors
Organizational process assets are the business systems, processes and procedures that are used while managing the project. Enterprise Environmental factors are the constraints and impacts that the business and industry places on the project.
PMBOK® Guide Processes and Process Groups
Project Initiation Process Group
The two initiating project management processes define the boundaries of the project and authorize the project manager to start work.
Project Planning Process Group – Part 1
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 1.
Project Planning Process Group – Part 2
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 2.
Project Planning Process Group – Part 3
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 3.
Project Planning Process Group – Part 4
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 4.
Project Planning Process Group – Part 5
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 5.
Project Planning Process Group – Part 6
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 6.
Project Execution Process Group – Part 1
The project management executing processes are managing the majority of the work of the project. There are eight project management executing processes. Part 1.
Project Execution Process Group – Part 2
The project management executing processes are managing the majority of the work of the project. There are eight project management executing processes. Part 2.
Monitoring and Controlling Process Group – Part 1
The monitoring and controlling processes track the project progress and implement changes and corrective actions when needed. There are eleven monitoring and controlling processes. Part 1.
Monitoring and Controlling Process Group – Part 2
The monitoring and controlling processes track the project progress and implement changes and corrective actions when needed. There are eleven monitoring and controlling processes. Part 2.
Monitoring and Controlling Process Group – Part 3
The monitoring and controlling processes track the project progress and implement changes and corrective actions when needed. There are eleven monitoring and controlling processes. Part 3.
Closing Process Group
The Closing processes shut down a project; either because it has completed or because it has been aborted. There are two closing processes.
PMBOK® Guide Knowledge Areas
Project Integration Management
Integrating processes span the other knowledge areas and provide overall project management direction.
Project Scope Management
The project scope is the sum of all the work that must be done on the project. Scope management is focused on defining and controlling what must be done on the project and what does not need to be done.
Project Time Management
Time management processes span create and manage the project schedule.
Project Cost Management
Project Cost Management processes are used to manage and control costs on projects.
Project Quality Management
The Project Quality Management processes are used to implement an organization’s quality management system within a project.
Project Human Resources Management
The Human Resources Management processes provide guidance for managing the project team including the core team, extended team and any project staff.
Project Communication Management
Communication is at the heart of project management. These processes provide guidance on project communication.
Project Risk Management
Risk management processes guide the project manager and project team in the identification, analysis, response and control of risk.
Project Procurement Management
The Project Procurement Management processes address the contractual issues associated with any purchases made by the project and if the project is done under contract for a customer, these processes address those items also.
Project Stakeholder Management
Project Stakeholder Management is concerned with communicating with project stakeholders in order to understand and meet their needs.
PMBOK® Guide Analytical Topics Registers
Critical Path Calculations
Critical Path calculations are used to determine the critical path within a project.
Leads, Lags and Float
Project schedules are often modified to implement risk response plans. Leads, lags, float and levelling are used to understand and manage elements of project risk.
Expected Monetary Value and Decision Trees
The Expected Monetary Value (EMV) and Decision Trees are two quantitative risk analysis techniques that when paired can be used to select an optimum project approach.
Earned Value Analysis Planning and Tracking
The Earned Value Analysis technique integrates scope, schedule and budget attributes into a set of measurements that can be used for tracking project performance.
Earned Value Management: Variance Analysis and Forecasting
Project teams are often asked to provide a forecast for final project cost. Earned Value Management provides indices that support creating the project forecast.
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