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The Project Management Professional (PMP)® is the most important industry-recognized certification for project managers. PMP is a registered mark of the Project Management Institute, Inc.
SchedulesAligning 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.
Topic |
Sub topic |
Introduction |
Getting to know the participants |
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Introduction to Project Management |
What are Projects? |
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Projects vs. Operations |
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Project Management and the role of Project Manager |
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The concept of Progressive Elaboration |
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PMBOK® Guide structure |
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Interrelationship of Project Management with General Management concepts |
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The concept of Program Management and Portfolio Management |
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The concept of Project Management Office (PMO) |
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Project Management Context |
The concept of Project Lifecycle and its characteristics |
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Phases defining the Project Lifecycle |
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Stakeholders in a Project |
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Varying types of Project organizational structures – Functional, Matrix and Projectized – their advantages and disadvantages |
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Project Management Processes |
Project Management vs. Product oriented Processes |
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Description of five process groups in the Project Lifecycle and their interactions |
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Characteristics and components of Process groups |
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Process Interactions / Customization of Processes |
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Mapping of Project Management Processes across the Process Groups and Knowledge Areas |
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Project Integration Management |
Project Management Plan Development |
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Contents of the Project Management Plan |
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PMIS – its role in effective Project Management |
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Directing and Managing Project Work |
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The role of Configuration Management system in a Project environment |
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Monitoring and Controlling Project Work |
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Performing Integrated Change Control |
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How to manage changes in a Project? |
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Change Control Management activities involved in a Project |
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Role of Change Control Board in Project environment |
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Closing a Project (or a Phase) |
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Multiple types of closures (Administrative closure and Financial closure) |
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Updation process to organizational Process assets |
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Project Scope Management |
Project Scope vs. Product Scope and their interrelationships |
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Importance of Scope Management Plan in the Project |
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Collect Requirements process |
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Define Scope Process |
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Project Scope statement – how to prepare and update? |
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WBS – its key role in Project Management |
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Creating and Managing WBS |
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Interactions of WBS with other Breakdown structures used in Project Environment |
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Validate Scope process |
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Scope Validation vs. Quality Control |
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Control Scope process |
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Project Time Management |
Importance of Time Management in a Project environment |
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Define Activities process |
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Sequence Activities process |
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Multiple types of dependencies across activities |
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Precedence Diagramming Method |
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Estimating Activity Resource process |
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Estimating Activity Duration process |
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Various duration estimating procedures – Top-Down, Bottom-up, Analogous, Parametric etc. |
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The concept of Contingency in Time Management |
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Develop Schedule Process |
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The importance of calendars in the Scheduling process |
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The importance of Critical Path in Project Management |
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Critical Path computation and explanation of its characteristics |
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Application of techniques like Fast tracking, Crashing, Resource Optimization, PERT etc in schedule development |
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Use of Modeling techniques in Scheduling |
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Critical Chain applications |
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Schedule l data- descriptions |
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Control Schedule process Revision of schedules |
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Project Cost Management |
The importance of Cost Management in Projects |
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Project Lifecycle costing vs. Product Lifecycle costing |
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Cost Management Plan and its use in Cost control |
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Estimating Costs process |
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Cost Management Plan and its use in Cost control |
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Analogous, Parametric and Bottom-up methods of Cost estimating |
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Multiple types of cost estimates – Order of Magnitude and Definitive estimates |
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Determine Budget process |
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Cost Baseline and its management |
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Control costs process |
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Application of Earned value management techniques for Cost Management |
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Cost and Schedule Performance Indices and their use in Forecasting |
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Multiple methods of Depreciation |
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Project Quality Management |
Project Quality vs. Product Quality |
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Concepts of Quality Management |
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Project Management vis-à-vis Quality Management |
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Current themes in Quality Management |
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Planning Quality Management process |
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Project Quality Management Plan and Process Improvement Plan |
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Perform Quality Assurance process |
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The role of Quality Audits in Quality Management |
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Perform Quality Control process |
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Seven basic tools of Quality Control – including Control Charts, Cause and Effect diagrams, Pareto Diagrams, Stratification, Histograms, Scatter diagrams etc. |
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Applicability of Normal distribution in SQC Process capability definitions Pioneers of Quality – Deming, Juran, Crosby etc. and their key contributions |
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Cost of Quality/ Cost of Non-Quality concepts |
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Project Human Resource Management |
Developing Human Resource Management Plan process |
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Organizational Planning & Structures |
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Description of OBS and RBS |
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RAM and RACI Charts |
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How Staffing Management Plan enables HR Management? |
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Acquire Project Team Process |
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Managing Virtual teams in a Project environment |
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Building effective Project teams |
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Develop Project Team process |
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Importance of Trainings in Project team development |
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Delegation for effective management |
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Multiple stages of Team Development |
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Manage Project team process |
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Performance Appraisals of team members |
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Types of Power – De-facto and Personal Powers |
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Project Managers' leadership styles |
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Conflict Handling – multiple models |
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How to motivate Team members? |
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Maslow's Hierarchy of Needs |
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Fredrick Herzberg's Two-Factor Theory |
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Theory X, Y and Z descriptions and their application to Project Management |
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Expectancy Theories |
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Project Communications Management |
Planning Communications Management Process |
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Project Communications structures |
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Communications requirements analysis in the Project environment |
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Communication Channels in a Project |
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Communications Management Plan |
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Sender Receiver models in the Project environment |
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Manage Communications process |
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Communication Methods – Push, Pull and Interactive |
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Control Communication Process Reporting Performance |
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Obstacles in cross-cultural communication |
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Project Risk Management |
Risk Management cycle in a Project environment |
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Plan Risk Management process |
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Importance of Risk Management Plan in the Risk Management Lifecycle |
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Types of Risks which can impact a Project |
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Identify Risks process |
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Risk identification facilitators – Brainstorming, Delphi techniques, SWOT Analysis, Documentation Review, Checklist Analysis etc |
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Risk Register preparation and updation |
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Perform Qualitative Risk Analysis process |
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Probability Impact Matrix and its use in Risk Management |
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Perform Quantitative Risk Analysis process |
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Use of varying Simulation Techniques |
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Application of Decision Tree analysis and Sensitivity Analysis tools to Risk Management |
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Plan Risk Responses process |
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Strategies of Risk response for positive and negative risks |
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Different types of Risks – Primary Risks, Secondary Risks, Residual Risks etc. |
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Risk Register updation |
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Monitor and Control Risks process |
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Use of Risk Audits, Reserve Analysis and Variance and Trend Analysis in Monitoring and Control of Risks |
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Corrective and Preventive Actions in Risk Management process |
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Project Procurement Management |
Why Procurement is important for Projects? |
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Procurement Management lifecycle |
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Project Manager's Procurement Management responsibilities |
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Plan Procurement Management process |
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Centralized vs. Decentralized Procurement organizations |
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Make or Buy analysis |
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Major types of Contracts – including FFP, Cost plus, T& M and their variations |
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Risks associated with various types of contracts |
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Importance of Procurement Management Plan |
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Creating Procurement SOW and Procurement Documents |
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Conduct Procurements Process |
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Various types of Procurement documents – incl. RFP, RFQ, IB etc. |
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Source Selection criteria to analyze vendor responses |
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Source selection process |
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Application of Screening and Weighting systems in Procurements selection |
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Contract negotiations process |
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Application of Seller rating systems |
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Use of Independent Estimates |
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Contract negotiations process |
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Multiple negotiation tactics |
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Contracts – their legal implications |
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Control Procurements process |
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Contract change - how to manage them more effectively |
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Dispute management processes |
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Contract documentation file |
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Discharge of contracts |
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Close Procurements process |
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Project Stakeholder Management |
Identify Stakeholders Process |
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Conducting Stakeholder Analysis – Power-Interest Grid |
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Creating the Stakeholder Register |
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Plan Stakeholder Management Process |
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Stakeholder Engagement Levels |
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Stakeholder Engagement Assessment Matrix |
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Manage Stakeholder Engagement process |
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Control Stakeholder Engagement Process |
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Professional Responsibility |
Professional Responsibilities of the Project Manager |
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Professional responsibilities towards
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Who Should Apply?
An experienced project manager who meets the following requirements:
OR
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.
Member: US$405.00
Non-member: US$555.00
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