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Project Management Professional (PMP)®

Certification Program (PMP®)

The Project Management Professional (PMP)® is the most important industry-recognized certification for project managers.

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Overview


Aligning Project Management with Organizational Strategy gives an in-depth analysis of the process leading from business strategy formation to portfolio selection and the project and project manager's role. For over a decade, Xebia Project Management Competency Development Programs have been advancing organizational and individual project performance.

Our programs help organizations execute, govern and measure their project portfolios to enhance their business performance. Project Management Competency Development Programs provided by Xebia help link projects to the business strategy, apply and maintain alignment of the project strategy, and manage the expectations and interests of those who have a stake in the project outcome.

This four-days Project Management training program is designed to help aspiring professionals to empower the current & future project managers to manage project efficiently & effectively through the Project Management Life cycle.

This course is taught by trainers who have years of experience in training and who have been practicing project and program management with some of the top organizations across industries.

This workshop would be helping the participants with the requirement of the execution projects, the workshop also aims to train them to be effective Project Managers.

Course Curriculum


Topic

Sub topic

Introduction

Getting to know the participants

 

 

Introduction to Project Management

What are Projects?

 

Projects vs. Operations

 

Project Management and the role of Project Manager

 

The concept of Progressive Elaboration

 

PMBOK® Guide structure

 

Interrelationship of Project Management with General Management concepts

 

The concept of Program Management and Portfolio Management

 

The concept of Project Management Office (PMO)

 

 

Project Management Context

The concept of Project Lifecycle and its characteristics

 

Phases defining the Project Lifecycle

 

Stakeholders in a Project

 

Varying types of Project organizational structures – Functional, Matrix and Projectized – their advantages and disadvantages        

 

 

Project Management Processes

Project Management vs. Product oriented Processes

 

Description of five process groups in the Project Lifecycle and their interactions

 

Characteristics and components of Process groups

 

Process Interactions / Customization of Processes

 

Mapping of Project Management Processes across the Process Groups and Knowledge Areas

 

 

Project Integration Management

Project Management Plan Development

 

Contents of the Project Management Plan

 

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?

 

Change Control Management activities involved in a Project

 

Role of Change Control Board in Project environment

 

Closing a Project (or a Phase)

 

Multiple types of closures (Administrative closure and Financial closure)

 

Updation process to organizational Process assets

 

 

Project Scope Management

Project Scope vs. Product Scope and their interrelationships     

 

Importance of Scope Management Plan in the Project

 

Collect Requirements process

 

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

 

 

Project Time Management

Importance of Time Management in a Project environment  

 

Define Activities process

 

Sequence Activities process

 

Multiple types of dependencies across activities

 

Precedence Diagramming Method

 

Estimating Activity Resource process

 

Estimating Activity Duration process   

 

Various duration estimating procedures – Top-Down, Bottom-up, Analogous, Parametric etc.

 

The concept of Contingency in Time 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

 

Critical Chain applications

 

Schedule l data- descriptions

 

Control Schedule process Revision of schedules

 

 

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

 

Multiple types of cost estimates – Order of Magnitude and Definitive estimates

 

Determine Budget process

 

Cost Baseline and its management

 

Control costs process

 

Application of Earned value management techniques for Cost Management

 

Cost and Schedule Performance Indices and their use in Forecasting

 

Multiple methods of Depreciation

 

 

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

 

Perform Quality Assurance process

 

The role of Quality Audits in Quality Management

 

Perform Quality Control process

 

Seven basic tools of Quality Control – including Control Charts, Cause and Effect diagrams, Pareto Diagrams, Stratification, Histograms, Scatter diagrams etc.

 

Applicability of Normal distribution in SQC Process capability definitions Pioneers of Quality – Deming, Juran, Crosby etc. and their key contributions

 

Cost of Quality/ Cost of Non-Quality concepts

 

 

Project Human Resource Management 

Developing Human Resource Management Plan process

 

Organizational Planning & Structures

 

Description of OBS and RBS

 

RAM and RACI Charts

 

How Staffing Management Plan enables HR Management?

 

Acquire Project Team Process

 

Managing Virtual teams in a Project environment

 

Building effective Project teams

 

Develop Project Team process

 

Importance of Trainings in Project team development

 

Delegation for effective management

 

Multiple stages of Team Development

 

Manage Project team process

 

Performance Appraisals of team members

 

Types of Power – De-facto and Personal Powers

 

Project Managers' leadership styles

 

Conflict Handling – multiple models

 

How to motivate Team members?

 

Maslow's Hierarchy of Needs

 

Fredrick Herzberg's Two-Factor Theory

 

Theory X, Y and Z descriptions and their application to Project Management

 

Expectancy Theories

 

 

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

 

Control Communication Process

Reporting Performance

 

Obstacles in cross-cultural communication

 

 

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

 

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

 

Monitor and Control Risks process

 

Use of Risk Audits, Reserve Analysis and Variance and Trend Analysis in Monitoring and Control of Risks

 

Corrective and Preventive Actions in Risk Management process

 

 

Project Procurement Management

Why Procurement is important for Projects?

 

Procurement Management lifecycle

 

Project Manager's Procurement Management responsibilities

 

Plan Procurement Management process

 

Centralized vs. Decentralized Procurement organizations

 

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 Procurement Documents

 

Conduct Procurements Process

 

Various types of Procurement documents – incl. RFP, RFQ, IB etc.

 

Source Selection criteria to analyze vendor responses

 

Source selection process

 

Application of Screening and Weighting systems in Procurements selection

 

Contract negotiations process

 

Application of Seller rating systems

 

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

 

Dispute management processes

 

Contract documentation file

 

Discharge of contracts

 

Close Procurements process

 

 

Project Stakeholder Management

Identify Stakeholders Process

 

Conducting Stakeholder Analysis – Power-Interest Grid

 

Creating the Stakeholder Register

 

Plan Stakeholder Management Process

 

Stakeholder Engagement Levels

 

Stakeholder Engagement Assessment Matrix

 

Manage Stakeholder Engagement process

 

Control Stakeholder Engagement Process

 

 

Professional Responsibility

Professional Responsibilities of the Project Manager

 

Professional responsibilities towards        

  • Self
  • Profession
  • Stakeholders
  • Society

Prerequisite


 

Who Should Apply?

An experienced project manager who meets the following requirements:

  • Perform their duties under general supervision and are responsible for all aspects of the project for the life of the project
  • Lead and direct cross-functional teams to deliver projects within the constraints of schedule, budget and resources
  • Demonstrate sufficient knowledge and experience to appropriately apply a methodology to projects that have reasonably well-defined project requirements and deliverables.

Prerequisites

  • For more information, see Application Tips. Complete application requirements and role definition can be found in the PMP Handbook .
  • Secondary degree (high school diploma, associate’s degree or the global equivalent)
  • 7,500 hours leading and directing projects
  • 35 hours of project management education

OR

  • Four-year degree
  • 4,500 hours leading and directing projects
  • 35 hours of project management education

Certification


The Project Management Professional (PMP)® is the most important industry-recognized certification for project managers.

You can find PMPs leading projects in nearly every country and, unlike other certifications that focus on a particular geography or domain, the PMP® is truly global. As a PMP, you can work in virtually any industry, with any methodology and in any location.

The PMP can also provide a significant advantage when it comes to salary and earning potential. Among survey respondents to PMI’s Earning Power Salary Survey, those with a PMP certification garner a higher salary (20% higher on average) than those without a PMP certification.*

Employers benefit as well. When more than one-third of their project managers are PMP-certified, organizations complete more of their projects on time, on budget and meeting original goals. (Pulse of the Profession® study, PMI, 2015.)

The PMP signifies that you speak and understand the global language of project management and connects you to a community of professionals, organizations and experts worldwide. Become a PMP and become a project hero. 

Gain and Maintain Your PMP

  • The PMP application will require you to organize your work experience. See what you need to apply.
  • The certification exam has 200 multiple-choice questions, and you have four hours to complete it.
  • To maintain your PMP, you must earn 60 professional development units (PDUs) every three years.

Certification Fee

Member: US$405.00
Non-member: US$555.00

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