Hone your project management knowledge and take your career to
the next level with our Project Management training. The
Schoolcraft College Continuing Education and Professional
Development department has partnered with Q'vive, a local leader in
innovation strategy and training to offer a ten-week, intensive
training program that will prepare you to take the Project
Management Institute PMP or CAPM certification exam. 10 weeks 36
hours START: Monday 9/23 6-9:40pm Slide 2 Sponsor, Stakeholders
Purpose, Justification Requirements, Specs Assumptions, Risks
Budget, Milestones Scope, WBS, Schedule Change Control Project Plan
Team Management Execution & Control Earned Value Deliverables
Knowledge Areas Integration Scope Time Cost Quality Human Resources
Communications Risk Procurement Stakeholders COST TIME SCOPE
QUALITY Slide 3 Examples of Tools & Techniques Stakeholder
analysis Facilitated workshops Expert judgment Decomposition
Precedence diagramming Estimating Project management software
Critical path analysis Resource leveling Schedule compression
Make-or-buy analysis Cost of quality SWOT analysis Risk analysis
Risk mitigation Performance reviews Negotiation Team-building
Conflict management Issue log Communication methods Forecasting
Variance analysis Earned value Change control Audits Slide 4 Class
Description Are you preparing for the PMP or CAPM exam or looking
for valuable project management skills? Gain essential knowledge
about project management to deliver results for your stakeholders.
Topics include management of integration, scope, time, cost,
quality, human resources, communications, risk, and procurement.
Get tools and techniques for initiating, planning, executing,
controlling, and closing projects. Do group practice exercises and
discuss exam preparation questions. This course targets those that
have project team experience, as well as project managers seeking
to refresh their knowledge and complement skill sets. PMP = Project
Management Professional CAPM = Certified Associate in Project
Management Slide 5 Learning and Class Room Activities Lecture Class
room discussion Group practice exercises Exam questions *Source
data: National Training Laboratories. Bethel, Maine The Learning
Pyramid * ACTIVE PASSIVE During each class we will work on group
projects to apply project management principles. We will also
discuss application in specific (your!) real life situations. Slide
6 With this training, you will be able to Explain the fundamental
concepts of project management. Explain the five project management
process groups, and know how to manage projects throughout the
project life cycle. Explain the ten project management knowledge
areas. Explain the inputs, tools and techniques, and outputs of the
47 project management processes. Create a project management plan
based on a project charter and input from stakeholders. Determine
how to manage a project team to execute the project management
plan. Decide how to deal with project changes. Manage project
documentation effectively, including lessons learned throughout the
project. Explain how to properly close a project or project phase.
Evaluate how professional responsibility drives ethical behavior.
Slide 7 Project life cycle based presentation of: 5 process groups
10 knowledge areas 47 processes 256 inputs 208 tools &
techniques 154 outputs Will be delivered in: 10 weeks 36 hours 405
page manual 467 practice questions 28 exercises + exam strategies +
PMProcess Flow poster + set of Companion Documents About the exam
change: The Fall 2013 course prepares for exams based on the new
PMBOK Guide Fifth Edition, which was published by PMI in January
2013. The update to the PMP Exam was effective on July 31. The CAPM
Exam was updated on July 1. FAQ about the exam changes on PMI's
website:
http://www.pmi.org/~/media/PDF/Home/Standards_FAQ_Brand.ashx Slide
8 PMP Exam Shift ONLY THIS FALL SEMESTER: For people that have
studied the previous edition of the PMBOK Guide, and need to
prepare for the updated exam. Short, condensed and intensive review
of the 5 process groups, 10 knowledge areas, and PMIs code of
ethics Highlights differences between PMBOK Guide 4th and 5th
Edition 405 page handbook with 467 exam questions Exam strategies,
perspective, approach, facts PMProcess Flow poster & set of
five Companion Documents COURSE SCHEDULE Thursday Sep 26, from
6-9pm Total 4 x 3 hours = 12 hours Slide 9 Project Management
Institute www.pmi.org The Project Management Institute (PMI) is the
worlds leading organization for the project management profession.
PMI serves practitioners and organizations with standards that
describe good practices, globally recognized credentials that
certify project management expertise and resources for professional
development, networking and community. A Guide to the Project
Management Body of Knowledge (PMBOK Guide) is the recognized
standard for the project management profession. Provides guidelines
for managing individual projects Defines project management and
related concepts Describes project management life cycle and
related processes Slide 10 Project Management Institute www.pmi.org
PMP Credential Handbook
http://www.pmi.org/en/Certification/~/media/PDF/Certifications/pdc_pmphandbook.ashx
CAPM Credential Handbook
http://www.pmi.org/en/Certification/~/media/PDF/Certifications/pdc_capmhandbook.ashx
Slide 11 Project Management Experience PMP (Bachelors degree or
global equivalent) Minimum three years/36 months* unique
non-overlapping professional project management experience during
which at least 4,500 hours were spent leading and directing the
project** (used to be: project tasks) PMP (High school diploma,
Associates degree) Minimum five years/60 months* unique
non-overlapping professional project management experience during
which at least 7,500 hours were spent leading and directing the
project** (used to be: project tasks) CAPM (High school diploma)
see Education Hours (next slide) Excel worksheet
Experience_Worksheet.xls Excel worksheet Experience_Worksheet.xls
*All project management experience must have been accrued within
the last eight consecutive years prior to your application
submission. **Leading and directing the project as identified with
the tasks, knowledge, and skills specific in the Project Management
Professional Examination Specification. You should have experience
in all five process groups across all your project management
experience submitted on the application. However, on a single
project, you do not need to have experience in all five process
groups.Project Management Professional Examination Specification
PMP = Project Management Professional CAPM = Certified Associate in
Project Management PMP Handbook updated 4/17/12 Slide 12 Education
Hours PMP (Bachelors degree or global equivalent) 35 contact hours
of formal education PMP (High school diploma, Associates degree) 35
contact hours of formal education CAPM (High school diploma) You
must meet one of these two requirements: 23 contact hours of formal
education OR 1,500 hours of professional experience on a project
team PMP = Project Management Professional CAPM = Certified
Associate in Project Management Slide 13 Examination Fees CAPMPMP
PMI Membership$ 139* PMI Membership Renewal$ 129* Exam Member$ 225$
405 Exam Nonmember$ 300$ 555 Reexamination Member$ 150$ 275
Reexamination Nonmember$ 200$ 375 Credential Renewal Member$ 60
Credential Renewal Nonmember$ 150 PMP = Project Management
Professional CAPM = Certified Associate in Project Management
*Student membership rates are $42 for first year and $32 for
renewal. Retirees pay $65 for renewal. Effective 1 April 2012 a $70
fee will be charged if you reschedule or cancel your exam within 30
calendar days of the appointment. Slide 14 Worldwide Active
Credential Holders PMP CAPM 356,419 582,224 10,003 23,560 Sep 9,
2013 3,614 project management job openings in MI
http://www.indeed.com Sep 9, 2013 3,614 project management job
openings in MI http://www.indeed.com thousands PMP = Project
Management Professional CAPM = Certified Associate in Project
Management +95% in past 3 yrs +48% in past 3 yrs Slide 15
streamlining the intersection of innovation strategy, new product
development, and project management Eric van der Meulen, President
qvive.biz | 248.231.7452 | [email protected] | interim
management | training Slide 16 Eric van der Meulen, PMP President
& Founder Experienced leader in product and process
development, engineering, and r&d, with broad expertise in
plastics, innovation strategy, and stage-gate project management.
Credentialed Project Management Professional (PMP) with more than
20 years experience in project and program management for large and
small companies, and internationally, as functional leader and
consultant. Holds patents in the area of printing and other aspects
of polycarbonate automotive glazing. Received 2006 Frost &
Sullivan Award for Technology Innovation. Experienced leader in
product and process development, engineering, and r&d, with
broad expertise in plastics, innovation strategy, and stage-gate
project management. Credentialed Project Management Professional
(PMP) with more than 20 years experience in project and program
management for large and small companies, and internationally, as
functional leader and consultant. Holds patents in the area of
printing and other aspects of polycarbonate automotive glazing.
Received 2006 Frost & Sullivan Award for Technology Innovation.
Slide 17 Project Management Essentials Week 1 Slide 17 2009-2011
Q'vive, LLC All rights reserved 2009-2012 Q'vive, LLC All rights
reserved Week 1 Agenda Introductions, Goals Framework, Definitions
Project, Project Management Project Management Skills
Organizational Project Assets, Enterprise Environmental Factors
Organizational Structures Life Cycle, Knowledge Areas The Project
Life Cycle Project Management Process Groups Project Management
Knowledge Areas Agenda Slide 18 Project Management Essentials Week
1 Slide 18 2009-2011 Q'vive, LLC All rights reserved 2009-2012
Q'vive, LLC All rights reserved What is a Project? A project is a
temporary endeavor A project has specific start and end dates A
project creates a unique product or service Product includes
components, enhancements of items Service or service capability,
such as a support function Result includes outcome, document,
organizational change A project is different from operations
Operations is permanent or semi-permanent work that repeatedly
produces or provides the same product or service Ongoing execution
of repetitive process following existing procedures PMBOK 1.2
Framework, Definitions Project:A temporary endeavor to create a
unique product, service, or result. includes improvements Slide 19
Project Management Essentials Week 1 Slide 19 2009-2011 Q'vive, LLC
All rights reserved 2009-2012 Q'vive, LLC All rights reserved Why
Must a Project be Managed?
http://andysowards.com/blog/wp-content/uploads/2008/08/134931180_347671be56_o.jpg
Framework, Definitions
http://andysowards.com/blog/wp-content/uploads/2008/08/134931180_347671be56_o.jpg
How the customer explained it How the Project Manager understood it
How the Analyst designed it How the Programmer wrote it How the
Business Consultant described it How the project was documented
What Operations installed How the customer was billed How it was
supported What the customer really needed Slide 20 Project
Management Essentials Week 1 Slide 20 2009-2011 Q'vive, LLC All
rights reserved 2009-2012 Q'vive, LLC All rights reserved Managing
Project Constraints Project Management is the discipline of
planning, organizing and managing resources to bring about the
successful completion of specific project goals and objectives. The
primary challenge of project management is to achieve all of the
project goals and objectives while balancing various project
constraints including scope, time, cost, quality, and resources.
Changing one constraint affects other constraint(s) PMBOK 1.3
Framework, Definitions Constraint:A limiting factor that affects
the execution of a project or process. Slide 21 Project Management
Essentials Week 1 Slide 21 2009-2011 Q'vive, LLC All rights
reserved 2009-2012 Q'vive, LLC All rights reserved Project Life
Cycle All projects, regardless of size and complexity, can be
mapped to the following life cycle structure Life Cycle, Knowledge
Areas PMBOK 2.1.1 Level of Project Activity (Cost, Staffing level)
Carrying out the work Time Starting the project Organizing and
preparing Closing the project Project Charter Project Management
Plan Accepted Deliverables Archived Project Documents Slide 22
Project Management Essentials Week 1 Slide 22 2009-2011 Q'vive, LLC
All rights reserved 2009-2012 Q'vive, LLC All rights reserved
Process Groups Project Initiating Select best project given
resource limits Business case Project charter Assign project
manager Project Planning Define work requirements, quality and
quantity of work Define resources needed Schedule activities
Evaluate risks Kerzner, Harold. Project Management. 10th ed.
Hoboken, NJ: Wiley, 2009 (p. 3) PMBOK 3.3-4 Life Cycle, Knowledge
Areas Project Charter Project Management Plan Slide 23 Project
Management Essentials Week 1 Slide 23 2009-2011 Q'vive, LLC All
rights reserved 2009-2012 Q'vive, LLC All rights reserved Process
Groups Project Executing Negotiate for team members Direct and
manage the work Help team members improve Project Monitoring &
Controlling Track progress Compare actual to predicted outcome
Analyze variances, impacts, and adjust Project Closing Verify that
all the work has been accomplished Contractual, Financial,
Administrative closure Kerzner, Harold. Project Management. 10th
ed. Hoboken, NJ: Wiley, 2009 (p. 3) PMBOK 3.5-7 Life Cycle,
Knowledge Areas Deliverables Accepted Deliverables Approved Change
Requests Lessons Learned Slide 24 Project Management Essentials
Week 1 Slide 24 2009-2011 Q'vive, LLC All rights reserved 2009-2012
Q'vive, LLC All rights reserved Project Boundaries PMBOK 3.3
Monitoring & Controlling ClosingInitiating Planning Executing
Project Inputs Project Deliverables Project Records End Users
Process Assets Project Initiator/ Sponsor Project Boundaries Life
Cycle, Knowledge Areas Slide 25 Project Management Essentials Week
1 Slide 25 2009-2011 Q'vive, LLC All rights reserved 2009-2012
Q'vive, LLC All rights reserved Practice Exam Question Which of the
following represents the project managers responsibility in regard
to change on a project? A. Influence the factors that cause project
change. B. Ensure all changes are communicated to the change
control board. C. Deny change whenever possible. D. Prioritize
change below execution. Exam Questions Slide 26 Project Management
Essentials Week 1 Slide 26 2009-2011 Q'vive, LLC All rights
reserved 2009-2012 Q'vive, LLC All rights reserved Practice Exam
Question What is the function of the project sponsor? A. To help
manage senior management expectations. B. To be the primary
interface with the customer. C. To fund the project and formally
accept the product. D. To help exert control over functional
managers. Exam Questions Slide 27 Project Management Essentials
Week 1 Slide 27 2009-2011 Q'vive, LLC All rights reserved 2009-2012
Q'vive, LLC All rights reserved Practice Exam Question Which of the
following is the best description of critical path? A. The
activities that represent critical functionality. B. The activities
that represent the largest portions of the work packages. C. The
activities that represent the highest schedule risk on the project.
D. The activities that represent the optimal path through the
network. Exam Questions Slide 28 Hone your project management
knowledge and take your career to the next level with our Project
Management training. The Schoolcraft College Continuing Education
and Professional Development department has partnered with Q'vive,
a local leader in innovation strategy and training to offer a
ten-week, intensive training program that will prepare you to take
the Project Management Institute PMP or CAPM certification exam.
START: Monday 9/23 6-9:40pm 10 weeks 36 hours
