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course outline
Fundamentals of Project Management

Duration: 3 days
Course Code: QAFPM2
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As more and more business critical initiatives are being planned and executed as projects, it is essential that organisations are fully equipped with the skills, tools, working practices, processes and mindsets such that projects can be clearly defined, realistically planned and effectively managed.

This entry-level course provides a comprehensive overview of project management that focuses on key success factors, decisions and consequences. Relevant for any project in any area of business, the course covers the pragmatic skills and techniques necessary for effective project delivery.

At the end of the course delegates may sit an examination to attain the Association for Project Management (APM) Introductory Certificate in Project Management. (Not included in the course fee)

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Next available Non-Residential courses:-

  Venue  Date  Price  Availability
Arrow Dublin - The Harcourt Centre, Dublin 2 4 October 2006 £1,275
+VAT
Spaces
  [Enquire] [Book] [Venue Information]


Notes:


Course style

The course is a mix of theory and practical sessions. A case study is used throughout the course to illustrate and practice the concepts and techniques.

Who should attend

Those who are new to project management and wish to develop the basic skills, or those who need a basic understanding of the project lifecycle and key techniques.

Prerequisites

No previous project management knowledge is assumed. Anyone who needs to manage projects as part of their job will benefit from attending. The course is not suitable for those already conversant with standard planning and management techniques.


On completion, delegates will be able to

  • understand the Project Manager's role
  • create an appropriate project environment
  • define and agree the project objectives
  • create realistic plans and estimates
  • understand how to manage quality, change and risk
  • track and communicate progress against plan
  • understand how to build and motivate the team
  • understand procurement, handover and project closure issues


Course content

Overview of Project Management

  • An understanding of the nature of projects and how the challenges they present differ from those met in a non-project environment
  • Projects, programmes and portfolios
  • The triangle of balance
  • Management of change
  • Project context
  • Stakeholder analysis
  • Business case and project justification

Setting up the Project Environment

  • Initiating the project and creating an environment for success
  • Roles and responsibilities
  • Establising success criteria
  • Use of project life cycles
  • Configuration management
  • The project management plan

Defining the Objectives

  • The importance of establishing the project objectives and scope at the outset
  • Guidelines for creating effective objectives

Introduction to Procurement

  • Rationale for using third parties
  • Selection criteria
  • Project Manager's role

Quality Management

  • What is quality ?
  • Quality management, quality assurance and quality control
  • Costs and benefits of quality

Estimating

  • Techniques available
  • Delphi
  • Work distibution
  • Using previous experience

Developing a Plan

  • Why do we need to plan?
  • Work and product breakdown
  • Networks and critical path analysis
  • Gantt charts
  • Resource histograms
  • The use of S-Curves

Risk and Issue Management

  • Difference between risks and issues
  • Analysis of risk
  • Identifying actions for managing risks
  • Ownership and documentation

Project Communications

  • How to communicate effectively with stakeholders and team members
  • Communication options and their usage
  • Hints and tips

Teams and the Role of the Project Manager

  • Creating the team
  • Briefing and mobilising your resources

Monitoring and Controlling Projects

  • The planning and control cycle
  • Information required
  • Updating the plan
  • Interpreting the results
  • Identifying and taking corrective action
  • Continuous improvement

Change Control

  • Definition
  • Scope and Impact analysis
  • Authorisation
  • Planning and implementation
  • Documentation and history
  • Acceptance and Handover
  • User acceptance of service'solutiuon
  • Handover options
  • Transfer to 'business as usual'

Project Closure and review

  • Formal closure procedure
  • Documenetation
  • Archiving
  • Lessons learnt


 







 
 



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