Course Overview

DevOps seems to be the latest ‘buzzword’ and trend in the IT industry. Driven by the business need for ever faster deployment of new functionality and frustration with the time and effort it takes to get new systems into Operations. It is no longer a question of ‘should we adopt DevOps’ ,but ‘when and how’. However DevOps represents a significant cultural and behavioral change and many organizations fail to address this in their adoption. This game can be used to help explore and understand DevOps, and to identify and agree concrete actions for adopting and deploying DevOps practices. The simulation game is based upon ‘The Phoenix Project’ Book.

  • Duration of the simulation 1 day
  • Number of participants 8 – 12

Course Objectives

  • How to apply DevOps principles in a real life situation?
  • How to find the right balance between delivering your SLA requirements and your IT projects according to plan?
  • How to experience how DevOps can bring serious value to your business?
  • How to increase the efficiency and effectiveness of your IT Department?
  • How to create better flow in your teams?
  • How to develop people’s skills to act in a DevOps environment?
  • How to show business their responsibilities in making IT Projects more successful?

Course Content

Do you recognise this?

In order to keep the competition ahead, business is increasingly demanding shorter release cycles for new applications. Operations are often seen as a barrier with long bureaucratic controls and delays in supplying production systems. They benefit from stability. The development department is open to change and wants to deliver new functionality quickly and often.

DevOps is a growing approach to shorten lead-time, increase quality and improve collaboration. However, this requires both a change of mind-set and culture as well as learning new behaviours in Development (Dev) and Operations (Ops). Many companies struggle with the implementation of DevOps and changing the culture.

The DevOps simulation game is based on the book ‘The Phoenix Project’. The organisation Unlimited Units is in trouble. Newspaper articles reveal the bad financial situation of the organisation. The only way to save not only the company but also to make it competitive and profitable is to start the project “The Phoenix Project”.

“The Phoenix Project” is an IT-enabled business transformation with Retail Operations as project owner. Scenario – The IT Manager of Operations is asked to take charge of the IT department and to ensure that “The Phoenix Project” will be a success. However, the IT Manager Operations faces a huge amount of work. Huge delays in issues, functions and projects.

Your team will assume different roles within the organisation Parts Unlimited. You act as Retail Operations, Human Resources and Finance – the roles of the management of the company and you act as IT Manager or one of the other IT team members who need to solve IT problems and the To develop applications.

Your challenge is to apply the principles of DevOps in this Business Simulation. In a number of rounds, you will work on IT projects and issues and ensure that “The Phoenix Project” is completed on time. But beware, the company continues to come up with new ideas and requirements, and developments from outside can also throw fun into the mix!

  • 09:30 Getting acquainted and introduction to the Game
  • 10:00 Start of first round
  • 11:15 End of first round and short break
  • 11:30 Reflection and retrospective
  • 11:45 Start round two
  • 13:00 End of round two and lunch
  • 13:45 Reflection and retrospective
  • 14:00 Start of round three
  • 15:15 End round three and short break
  • 15.30 Reflection and retrospective
  • 16.15 Closing

Course Overview

Why use Challenge of Egypt – Traditional?

Between 60 – 80% of projects fail to realize the required results. Despite the enormous amount of PM certificates in PMI or PRINCE2. This is generally not because of the lack of education or theory, but lack of understanding of how to translate theory into practice, or the lack of the right behaviors within the team. If you want to learn how to translate theory into practice, assess your project behavior and processes, and identify how to improve your project management performance, this simulation can help.Duration of the simulation 1 dayNumber of participants 8 – 12

Course Objectives

the simulation will be customized towards your own specific needs and learning objectives. But in general these are the main objectives:

  • Learn how to apply Project Management best practices and learn the essence of PRINCE2®, PMI®, PMBOK®
  • Learn how to ensure the business case is realized
  • Learn how to stay customer focused and set the right priorities based on customer requirements
  • Develop communication and team competences.

Course Content

  • Explore Project Management best practices and how to effectively use them
  • Increase Project performance and value
  • Understand project roles and dependencies
  • Get more out your Project Management training, translate theory into practice
  • Improve Team Work and identify improvements to the way you manage and run projects Do you recognize this?

Still 70% of projects fail. Figures may vary accross industries and based upon who and how the research is being performed. But however you look at it the figure is too high. Why? We trained our employees, employees passed the Prince2® or PMI certification. We implemented the Project Management framework but we still run out off budget, finish too late, Risks weren’t well managed, the final result isn’t what was required.

About the Challenge of Egypt™

Scenario We are in ancient Egypt. The Pharaoh asked the leader of the steering group to build a Pyramid to secure his journey to the afterworld. This being essential for his eternal existance. The steering group assigns a Project Leader and a project team to execute the project. The team has to deal with all kinds of events and set backs to keep the project within Scope, Quality, Budget and Time. This requires managing work packages, managing risks, managing tolerances and all those other best practice project management processes and procedures. But be prepared. The Pharaoh comes has other issues and other ideas which may impact the project.

Course Overview

Strategic Portfolio Management is the process an organization uses to select, prioritize, and manage resources within its portfolio of programs, projects, and initiatives, which are used to meet strategic goals and objectives. 

In this course, you will be introduced to the Strategic Portfolio Management (SPM) applications and learn how SPM encompasses a range of business capabilities, processes, and technological support aimed at enabling organizations to implement the three key attributes that help to see superior business results from their digital and technology-related investments: portfolio alignment, value-oriented decision-making, and continuous portfolio adaptability.

Course Objectives

At the end of this module, you will be able to:

  • Define SPM and its purpose.
  • Identify the applications within ServiceNow SPM and their purpose.
  • Change a submitted idea into a demand.
  • Demonstrate the different ways available to create projects.
  • Show how to manage the project scope, schedule, resources and financials.
  • Understand how to communicate efficiently with project teams and stakeholders.
  • Analyze project risk, issues, and changes.
  • Understand resource assignments, resource capacity, and availability.
  • Track project progress and generate detailed status reports
  • Organize project artifacts and close out projects
  • Create, plan, prioritize, and track portfolios.

Course Content

  • Innovation Management
  • Demand Management
  • Project Management
  • Resource Management
  • Portfolio Planning Workspace
  • Additional SPM applications
  • Better together with Strategic Portfolio Management

This course reflects the Xanadu release of the Now Platform®.

Course Overview

Learn the skills you need to effectively establish and manage a realistic schedule and detailed budget. Through hands-on exercises, you’ll learn to develop a work breakdown schedule, grasp diagramming techniques, identify task relationships, determine the critical path, employ estimating techniques, and analyze resource utilization.

Once the project schedule is complete, you’ll create a budget that includes all direct and indirect costs associated with the project. Learn the importance of baselining project schedules and budgets to make reporting and tracking progress easier. Understand how to use earned value analysis and other reporting techniques to ensure that your project progress is clearly identified and communicated to stakeholders. Create schedule and cost management plans, and control changes through an integrated change management process. You’ll learn to use a variety of tools that will ensure that your project is delivered on time and within budget.

This course was previously titled Managing Project Schedules and Budgets.

ourse Objectives

What You’ll Learn

  • Develop a work breakdown structure
  • Create a network diagram
  • Identify the critical path
  • Estimating techniques
  • Finalize your project schedule
  • Types of cost and expenditures
  • Develop a budget
  • Report progress through earned value analysis

Hands-On Exercises

  • Develop the Work Breakdown Structure
  • Create the Network Diagram
  • Determine the Critical Path
  • Develop a Resource Assignment Matrix
  • Create a Resource Histogram
  • Develop the Gantt Chart
  • Estimate the Budget
  • Prepare a Status Report for Schedule and Budget

Course Content

1. Successful Project Schedules

  • Schedule Fundamentals
  • Activity Definition
  • Work breakdown structure
  • Decomposition
  • Work packages
  • Activities
  • Activity Sequencing
  • Preparing precedence diagrams
  • Creating network diagrams
  • Duration Estimating
  • Expert judgment
  • Bottom up and top down estimates
  • Tools for Creating Realistic Effort Estimates and Schedules
  • Critical path method
  • GERT
  • PERT
  • Compressing the Schedule
  • Crashing and fast tracking
  • Controlling Schedule Change
  • Planning schedule management
  • Change control
  • Measuring Success Against the Schedule
  • Earned value analysis
  • Status reporting
  • Closing out the Schedule

2. Successful Project Budgets

  • Budget Fundamentals
  • Types of Cost
  • Resource
  • Direct expenses
  • Indirect expenses
  • Cost Change
  • Planning cost control
  • Change control
  • Measuring Success Against the Budget
  • Earned value analysis
  • Estimate at completion
  • Estimate to completion
  • Status reporting
  • Closing out the Budget

Course Overview

Avoid project catastrophe by developing expertise in risk management.

This course is designed for project managers who want to proactively reduce the probability of project failure. In this course, you will learn to use proven approaches and techniques specific to risk management. You will learn to plan and analyze projects so as to minimize risk in a formal environment. You will identify, analyze, and address uncertainty throughout the project lifecycle and incorporate lessons learned and industry best practices related to risk management. You will apply PMI risk management processes in a practical way to eliminate, mitigate, and minimize threats while maximizing and optimizing opportunities.

Course Objectives

  • Assess overall project riskiness
  • Manage uncertainty in terms of both opportunities and threats
  • Role of a risk management plan
  • Risk within an execution strategy
  • Conduct qualitative risk assessments in order to rank risks
  • Conduct quantitative risk assessments in order to adequately budget for uncertainty
  • Develop risk response plans for significant risks
  • Monitor and control uncertainty during execution
  • Ensure success by understanding the role of a risk management plan and lessons learned

Course Content

  • Risk Management Foundations:
  • Definition of a plan
  • Definition of risk and risk management
  • Risk management and project success
  • Project management life cycle
  • Strategic Risk Reduction:
  • Project success factors
  • Stakeholder analysis
  • Balancing constraints within a plan
  • Assessing project riskiness
  • Importance of formal planning
  • Execution Risk Reduction:
  • Risk management plan
  • Risk identification techniques
  • Qualitative risk analysis
  • Quantitative risk analysis
  • Risk response planning
  • Monitoring and Controlling Risk:
  • Protecting the plan
  • Change controls
  • Responding to risks
  • Value of Lessons Learned:
  • Capturing and employing lessons learned
  • Current methods of managing uncertainty based on lessons learned
  • Hands-On Activities:
  • Determine sources of project risk by category
  • Assess overall project risk
  • Identify and categorize risk
  • Perform qualitative risk analysis
  • Perform quantitative risk analysis
  • Plan risk responses
  • Involve stakeholders

Course Overview

“Finished” Isn’t Enough: Learn the Importance of Quality.

In this course, you will learn how to develop or improve the quality programs at your workplace. You will use systems thinking to plan quality into your project, prioritize requirements to meet customers’ quality needs, select quality assurance and quality control activities that are tailor-fit to your project, and use quality management processes, tools, and metrics to increase the likelihood of project success. You will use a Quality Management Plan to document and structure a thoughtful approach to project quality management. You will gain insight into applying quality planning, quality assurance, and quality control to real-world projects.

Students pursuing a university-recognized and/or accredited certificate in Canada or continuing education units in the US must attend at least 90% of class time, participate in class exercises and section-knowledge checks, and score at least 70% on an end-of-class, multiple-choice assessment.

Course Objectives

  • Apply systems thinking when planning quality into your project
  • Develop or improve quality programs at your workplace based on modern quality theories and approaches
  • Determine quality assurance activities for your project and how to measure them
  • Prioritize requirements to better meet customer needs and ensure quality
  • Relationship between risk and quality
  • Develop a quality management plan for your project
  • Determine the impact of quality assurance activities on the critical path
  • Select the appropriate quality assurance and quality control tools for your project
  • Plan and perform a quality audit for your project

Course Content

1. Quality Control and Closure Project Quality

  • What Is Quality?
  • History of Modern Quality
  • Project Quality Management

2. Planning Quality

  • The Process of Planning Quality
  • Systems Thinking in Planning Quality
  • Role of Stakeholders in Quality
  • Quality Requirements
  • Quality Planning Tools

3. Performing Quality Assurance

  • The Process of Performing Quality Assurance
  • Process Analysis Tools
  • Quality Assurance as Part of the Critical Path

4. Performing Quality Control

  • The Process of Performing Quality Control
  • Measurement and Tracking Tools
  • Problem Solving and Decision Making
  • Using Quality Assurance and Control Tools
  • Quality Control and Closure

5. Case Studies

  • Hands-On Exercises
  • Illustrate the Importance of Quality
  • Define Quality
  • Define the Attributes of Quality
  • Distinguish Between Quality and Grade
  • Propose a Quality Program for Your Workplace
  • Identify Quality in the Triple Constraint
  • Perform a Stakeholder Analysis
  • Identify Positive and Negative Risks for Your Project
  • Prioritize Requirements
  • Develop a Quality Management Plan
  • Determine the Impact of Quality Assurance Activities on the Critical Path
  • Select Quality Assurance ToolsCreate a Pareto Chart
  • Draw a Cause and Effect Diagram
  • Plan and Perform a Quality Audit

Course Overview

Relationship management for project management success.
Managing a successful project involves more than schedules, templates, and paperwork. It requires the application of strong interpersonal management skills to work effectively with people in a variety of roles.

The skills you’ll learn in this course will enable you to apply effective leadership strategies, improve your interpersonal communication, become more influential, help guide your staff through change, deal with conflict and practice ethical principles during the entire project management process.

With the aid of the hands-on case study exercises, you’ll learn to create a motivating team atmosphere and ultimately manage your project successfully.

Students pursuing a university-recognized and/or accredited certificate in Canada or continuing education units in the US must attend at least 90% of class time, participate in class exercises and section-knowledge checks, and score at least 70% on an end-of-class, multiple-choice assessment.

Course Objectives

  • Manage stakeholders and teams
  • Assess and apply leadership styles
  • Improve communication
  • Enhance influence and power bases
  • Motivate team members
  • Lead effective project teams
  • Coach team members
  • Practice change management
  • Manage individual and team conflict
  • Practice ethical project management
  • Create a Leadership Development Plan
  • Case Study
  • This course features an evolving case study that puts you in charge of a large, international project. You’ll manage a team of over 300 members working in four countries as you execute multiple tasks, including:
  • Influencing key stakeholders
  • Managing a dysfunctional project team
  • Creating a motivation plan for a team with morale problems
  • Introducing a major change to a project team
  • Conducting a negotiation between a project manager and customer around scope creep
  • Dealing with an ethical situation

Course Content’

1. Introduction to Project Leadership

  • What Is Project Management?
  • Role of Project Manager as Organizational Leader
  • Begin Developing Leadership Development Plan
  • The Triple Constraint
  • Leadership Skills
  • Stakeholders

2. Leadership and Management

  • Leadership vs. Management
  • Leadership Orientation
  • Management Styles
  • Three Functions of Management
  • Trait Theory
  • Fiedler’s Contingency Model
  • The Leaders Window

3. Interpersonal Communication

  • The Communication Loop
  • Filters and Barriers
  • The Interpersonal Gap
  • Active Listening

4. Influence

  • Influences on a Project Manager
  • Influence Styles
  • Power and the Project Manager

5. Motivation

  • Motivation Theories
  • Motivating Under-Performing Team Members
  • Rewards and Behavior
  • Creating a Motivation Plan
  • Vroom’s Expectancy Theory

6. Effective Teams

  • Team Roles
  • Stages of Project Team Development
  • Forming
  • Storming
  • Norming
  • Performing
  • Deforming
  • Team Process and Functional Teams
  • Coaching Team Members

7. Change Management

  • What is Change Management?
  • Being an Organizational Change Agent
  • Influencers of Change
  • Stages of Organizational Change
  • Strategies to Manage Change

8. Conflict

  • What is Conflict?
  • Constructive Conflict vs. Destructive Conflict
  • Conflict Reactions to Avoid
  • Conflict Resolution Techniques
  • Staying Calm in Conflict Situations
  • What is Negotiation?
  • Attitudes About Negotiation
  • Negotiation Requirements
  • Formal Project Negotiation Planning

9. Ethics and Leadership

  • Ethics and Values
  • Personal and Business Ethics
  • Project Management Institute Code of Ethics and Professional Conduct

Hands-On Exercises

  • Leadership Self-Assessment
  • Leadership Style Analysis
  • Active Listening Role Play
  • Deter Influence Style Preference
  • Complete Power Base Profile
  • Morale Problem Case Study
  • Conflict Resolution
  • Negotiation Role Play
  • Conflict Resolution Case Study
  • Create Leadership Development Plan

Course Overview

The Project Management Professional (PMP)® certification is one of the top-paying certifications, and project managers who complete this certification are likely to  earn in the region of 20% more than those without.

In this training course, you’ll gain the essential preparation needed to pass the PMP and CAPM® exams. Concentrating on exam content from A Guide to the Project Management Body of Knowledge, (PMBOK®Guide) – Sixth Edition and other sources, this course includes a wide variety of learning tools, practice questions, study aids, and post-learning resources all using Project Management Institute (PMI) terminology.

This course is also designed to ensure a 100% pass rate for each learner by offering different approaches to studying for the exam through your learning style (visual, auditory, and kinesthetic).

The classroom and virtual versions of this interactive course include:

·        A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition

·        200 mock-exam practice questions

·        Exercises throughout to reinforce PMP and CAPM exam concepts

·        PMI-ACP, CAPM PMI Talent Triangle and PMP are registered marks of the Project Management Institute, Inc.

Course Objectives

After completing this course you should be able to:

  • Feel prepared to take the PMP or CAPM® exams
  • Become familiar with PMBOK® Guide terms, definitions, and processes
  • Master test-taking techniques
  • Learn styles and types of questions found on the PMP or CAPM exams
  • PMBOK® Guide‘s five process groups, ten knowledge areas, and the area of professional and social responsibility

Course Content

Lesson 1: Creating a High-Performing Team

  • Topic A: Build a Team
  • Topic B:Define Team Ground Rules
  • Topic C: Negotiate Project Agreements
  • Topic D: Empower Team Members and Stakeholders
  • Topic E: Train Team Members and Stakeholders
  • Topic F: Engage and Support Virtual Teams
  • Topic G: Build Shared Understanding about a Project

Lesson 2: Starting the Project

  • Topic A: Determine Appropriate Project Methodology/Methods and Practices
  • Topic B: Plan and Manage Scope
  • Topic C: Plan and Manage Budget and Resources
  • Topic D: Plan and Manage Schedule
  • Topic E: Plan and Manage Quality of Products and Deliverables
  • Topic F: Integrate Project Planning Activities
  • Topic G: Plan and Manage Procurement
  • Topic H: Establish Project Governance Structure
  • Topic I: Plan and Manage Project/Phase Closure

Lesson 3: Doing the Work

  • Topic A: Assess and Manage Risks
  • Topic B: Execute Project to Deliver Business Value
  • Topic C: Manage Communications
  • Topic D: Engage Stakeholders
  • Topic E: Create Project Artifacts
  • Topic F: Manage Project Changes
  • Topic G: Manage Project Issues
  • Topic H: Ensure Knowledge Transfer for Project Continuity

Lesson 4: Keeping the Team on Track

  • Topic A: Lead a Team
  • Topic B: Support Team Performance
  • Topic C: Address and Remove Impediments, Obstacles and Blockers
  • Topic D: Manage Conflict
  • Topic E: Collaborate with Stakeholders
  • Topic F: Mentor Relevant Stakeholders
  • Topic G: Apply Emotional Intelligence to Promote Team Performance

Lesson 5: Keeping the Business in Mind

  • Topic A: Manage Compliance Requirements
  • Topic B: Evaluate and Deliver Project Benefits and Value
  • Topic C: Evaluate and Address Internal and External Business Environment Changes
  • Topic D: Support Organizational Change
  • Topic E: Employ Continuous Process Improvement

Appendix A: Mapping Course Content to the Project Management Professional (PMP) Examination Content Outline

Course Overview

Learn about and practice using the tools and techniques of formal project management.

In this comprehensive course, you will learn the fundamentals of project management: how to initiate, plan, and execute a project that meets objectives and satisfies stakeholders. Aligned with the Project Management Institute (PMI)® A Guide to the Project Management Body of Knowledge, (PMBOK® Guide), Fifth Edition, 2013, this course provides a step-by-step guide to planning and executing a project. Working through case studies with real-world scenarios, you will interact with fellow students to learn and apply the methodologies and good practices of formal project management.

You will discover the approaches and techniques that make project managers successful, covering topics such as:

• Analyzing stakeholders

• Defining expectations

• Defining project deliverables

• Analyzing scope

• Developing schedules

• Mitigating risk

• Contingency planning

• Establishing and applying effective change controls

• Performance reporting

• Communicating status to project stakeholders

During class, project management theory will be interspersed with practical, hands-on workshops. Seventy percent of class time is dedicated to experience-based skills development. In the remaining class time, you will learn about methodologies and put practical skills into context.

PMP and PMI are registered marks of the Project Management Institute, Inc.

Course Objectives

  • Manage a project through each stage of the project management life cycle• Document the needs and priorities of key stakeholders• Develop an execution strategy that will fulfill stakeholders’ expectations• Develop a project plan that balances scope, time, cost, and risk• Assess project complexity and analyze scope to a suitable degree of granularity• Establish project controls to ensure a successful outcome• Monitor project activities and effectively assess progress• Report status and performance efficiently and effectively• Collect lessons learned and create a project archive that contributes to an organization’s experience base

Course Content

Classroom Live Outline

1. Foundations

  • Formal vs. informal project management
  • Project Management Institute (PMI)® framework
  • Project management life cycle

2. Initiating

  • Role of the project manager
  • Project charter
  • Stakeholder identification and assessment
  • Progressive elaboration

3. Planning

  • Planning around project constraints
  • SMART objectives
  • Converting objectives into requirements
  • Decomposition of requirements into a work breakdown structure
  • Developing a work breakdown structure dictionary
  • Principles of estimating time and cost
  • Analyzing work and estimating duration of work packages
  • Determining sequence of work packages
  • Network diagramming and critical path analysis
  • Budgeting resources and cost control
  • Ensuring that all management responsibility areas are included in the project plan
  • Analyzing risks for probability and impact
  • Mitigating and planning risk contingencies
  • Preparing baselines for scope, time, and cost
  • Obtaining stakeholder sign-off

4. Executing, Monitoring, and Controlling

  • Team-building principles and priorities
  • Status and performance reporting
  • Management by exception
  • Keeping stakeholders informed and involved
  • Steering performance back to the baseline
  • Integrated change controls

5. Closing

  • Transitioning the product or service
  • Capturing lessons learned for the organization
  • Final report to stakeholders

Exercises

  • Formal vs. Informal Project Management
  • Analyze Stakeholders
  • Convert Vague Objectives into SMART Objectives
  • Create a Work Breakdown Structure
  • Estimate Effort and Duration for Work Packages
  • Perform Network Diagramming and Determine Critical Path
  • Estimate Resource Costs for Work Packages
  • Analyze and Plan for Risk
  • Manage Project Change
  • Review Lessons Learned

Course Overview

Effectively manage an entire program of projects.
Master the skills you need to manage a program effectively through this exercise-based course. Work with real-world program examples using templates and techniques you can implement immediately on the job. Find out how managing multiple projects presents new challenges, risks, and pitfalls. Learn how to manage large-dollar, high-stakes programs using advanced tools, techniques, and best practices of program management. Gain an understanding of how to establish and manage stakeholder expectations and execute a clear and effective communication plan with robust reporting. Through this course, you will be prepared to manage your program and deliver on time, within budget, and to specification.

Students pursuing a university-recognized and/or accredited certificate in Canada or continuing education units in the US must attend at least 90% of class time, participate in class exercises and section-knowledge checks, and score at least 70% on an end-of-class, multiple-choice assessment.

This course was previously titled Enterprise Program Management.

Course Objectives

  • Key differences between managing projects, multiple projects, and an entire program
  • How resource, portfolio, program, and project management relate
  • Manage multiple stakeholders with competing demands
  • Unique risks of managing multiple projects and programs
  • Advanced methodologies to effectively manage multiple project and program demands
  • Manage resources, schedules, and budgets across a number of projects
  • Leverage reporting and monitoring techniques to control multiple projects or an entire program
  • Hands-On Activities:
  • Differentiate Between Project Deliverables and Program Benefits
  • Define the Linkage Between Sub-Projects, Other Work, Projects, Programs, Portfolios, Master Portfolio and the Strategic Plan
  • Develop a Program Business Case
  • Define Roles and Responsibilities of a Program Manager
  • Define, Identify, and Analyze Stakeholders
  • Develop a Program Communications Plan
  • Develop a Program Status Report
  • Develop a Program Charter
  • Identify Differences Between Program and Project Planning
  • Develop a Program Work Breakdown Structure
  • Develop a Program Level Milestone Schedule
  • Develop a Risk Register
  • Develop a Corrective Action Plan
  • Develop a Program Final Report
  • Develop a Benefits Realization Report

Course Content

  • 1. Fundamentals of Program Management
  • Program Management Definitions and Distinctions
  • Key Elements of a Program
  • Program Management and General Management
  • Program Management and Portfolio Management
  • Contextual Hierarchy
  • Project Management Revisited
  • Project Management Institute
  • Project Management Life Cycle
  • Project Management Knowledge Areas
  • Strategic Plans, Portfolio Management, and Portfolios
  • 2. Program Life Cycle and Benefits Management
  • Program vs. Project Management
  • Program Life Cycle
  • Program Management Process Groups and Knowledge Areas
  • Program Benefits Management
  • Program Governance
  • 3. Programs and Strategic Goals
  • Linking Programs to Strategic Goals
  • Developing a Business Case
  • 4. Program Management Roles and Responsibilities
  • Roles and Responsibilities of the Program Manager
  • Authority of Program Manager
  • Knowledge, Skills, and Competencies Required
  • 5. Stakeholder Management
  • Identify and Analyze the Key Program Stakeholders
  • Prepare a Communications Plan for a Program
  • Prepare a Program Status Report
  • Document and Resolve Program Stakeholder Issues
  • 6. Program Management Office
  • Purpose of the Program Management Office
  • Responsibilities of the Program Management Office
  • Action Plan
  • 7. Initiating Process Group
  • Inputs and Outputs
  • Program Charter
  • Establishing a Financial Framework
  • 8. Planning Process Group
  • Inputs and Outputs
  • Program Management Plan
  • WBS
  • Program Schedule
  • Risk Plan
  • 9. Executing Process Group
  • Inputs and Outputs
  • 10. Monitoring and Controlling Process GroupInputs and Outputs
  • Developing an Action Plan
  • 11. Closing Process Group
  • Inputs and Outputs
  • Benefits Realization Report