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Overview/Description
• Imagine trying to control the unexpected and unpredictable through processes in such a way that you meet the cost, quality, and time expectations of all invested parties in order to accomplish a temporary endeavor. This is the mission of project management. Challenging? Yes. Impossible? No. All industries employ project managers to implement processes as a way to control business. In fact, the field of project management is rapidly expanding, as more companies become project-based organizations. However, not all organizations and industries manage projects well. Some continue to waste time, money, and resources even after establishing procedures and protocols. A 1995 Standish Group survey showed that only 16 percent of software development projects finished on time and under budget, 31 percent were canceled, and the remaining 53 percent overran by an average of 189 percent on cost and 222 percent on schedule. This predicament is a source of frustration for many organizations. It's not impossible to fulfill the mission of project management. Some companies are even good at it. With standards and best practices to follow and the know-how to incorporate these, organizations can offer "world class" project management. In this course, learners will be given an overview of the project management discipline. They'll be introduced to best practices outlined in the 2004 revised Project Management Body of Knowledge (PMBOK®) Guide published by the Project Management Institute (PMI®). Specifically, learners will be introduced to the characteristics of a project, learn to distinguish between projects and operations, and define progressive elaboration. They'll identify key project management concepts and terms, be introduced to the PMBOK® Knowledge Areas, and be given information about the variables that can influence project outcomes. This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. This course will assist in preparing the learner for the PMBOK® certification exam. This course is aligned with "A Guide to the Project Management Body of Knowledge" (PMBOK® Guide) - Third Edition, published by the Project Management Institute (PMI®), Inc., 2004. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.
• Every project has a beginning and an end, but what happens in between is less predictable. The project life cycle will most likely involve uncertainties, and it's how these uncertainties are handled that determines the outcomes of the project. The more familiar one is with project phases and stakeholders, the more easily one can keep the project on track and on budget. Organizations might "fast track" projects by overlapping phases, or "single track" projects by having set criteria to be met and deliverables to be handed off before moving forward. The choice of how to handle the project life cycle will depend on the type of project, particular industry, and specific deliverables. To make these project management choices, individuals must understand what a project life cycle is and what factors can influence it. In this course, learners will be introduced to concepts and information about project lifecycles. They'll have the opportunity to define project phases and recognize the differences between project and product life cycles. Additionally, learners will begin to identify, and factor in, how project stakeholders can affect projects. Whether learners are experienced or first-time project managers, this course will have relevant and up-to-date best practices for them to follow. The course will assist in preparing the learner for the PMBOK certification exam. This course is aligned with "A Guide to the Project Management Body of Knowledge" (PMBOK® Guide) - Third Edition, published by the Project Management Institute (PMI®), Inc., 2004. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.
• In a relay race, the baton handoff from one runner to the next has a dual purpose. For the first runner, the handoff represents the end of his phase of the race. For the second runner, the handoff represents the beginning. The baton handoff is both a result and an input. In any project, there are many baton "handoffs" that must happen, making the whole project highly interactive. During this interactive experience--called a project--there are interrelated processes that must occur. These processes can be grouped into five Process Groups. The art of project management is to understand which processes are involved in which process group and how they are interdependent. In this course, learners will identify the five Process Groups--Initiating, Planning, Executing, Monitoring and Controlling, and Closing--outlined in the Project Management Body of Knowledge (PMBOK® Guide) published by the Project Management Institute (PMI®). Learners will receive an overview of how the Process Groups work together, how the Process Groups and Knowledge Areas relate, and be introduced to the processes that occur within each process group. Learners will delve more deeply into the activities of the first process group--Initiating--to discover how a project is started. All of the concepts and information presented in this course reflect the PMBOK® Guide - Third Edition. By completing this course, learners will gain valuable and cutting-edge information about the field of project management. This course will assist in preparing the learner for the PMBOK® certification exam. This course is aligned with "A Guide to Project Management Body of Knowledge" (PMBOK® Guide) - Third Edition, published by the Project Management Institute (PMI®), Inc., 2004. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.
• In the early planning phases, project managers and team members have the most potential influence on the outcomes of a project. Yet, lots of planning does not guarantee successful planning. Just as project success can be planned, project disasters can be predestined if team members are not careful about the assumptions they make. A project management team that can balance the need for predictability with the inevitability of change will be the most prepared. According to the PMBOK® Guide - Third Edition, the Planning Process Group consists of the most processes--21 to be exact. The range of processes includes everything from developing a Project Management Plan, defining scope, and developing the schedule to planning for quality and identifying risks. All of these processes need to be skillfully handled with the understanding that the outcomes are not set in stone and that planning is an ongoing activity. Experienced project managers learn that meeting customer expectations is ultimately more important than having a project go "according to plan." In this course, learners will be introduced to the purpose of the Planning Process Group and its associated processes. They will learn how to answer such questions as, "what must be done, how should it be done, who will do it, how much will it cost, and how good does it have to be?" Each planning process will be briefly described so that the learner has a global understanding of the depth and breadth of this process group. With the knowledge gained from this course, learners can develop a repertoire of planning best practices to be used on the job. This course will assist in preparing the learner for the PMI® Project Management Professional (PMP) certification exam.. This course is aligned with "A Guide to the Project Management Body of Knowledge" (PMBOK® Guide) - Third Edition, published by the Project Management Institute (PMI®), Inc., 2004. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.
• After initiating and planning for a project, it's time to get down to the actual nitty gritty of carrying out the project. The Executing and Monitoring and Controlling Process Groups might be likened to the act of juggling--keeping multiple activities going simultaneously, while responding to unforeseen changes in the project environment. While executing processes focus more on accomplishing project objectives, the monitoring and controlling processes are focused on anticipating problems and recommending actions. The Closing Process Group involves bringing the project to closure; the decision to finalize the project and its phases or cancel the project will depend upon the situation. The three Process Groups covered in this course entail many processes that are designed to manage progress, measure performance, take corrective action if need be, and document lessons learned. Competent project managers understand that project success can actually be a dangerous thing. To keep a project team from becoming complacent in response to project success, everyone involved must use the processes from the three Process Groups to keep things on track. Using information from "A Guide to the Project Management Body of Knowledge" (PMBOK® Guide) - Third Edition, learners will identify the purposes of the Executing, Monitoring and Controlling, and Closing Process Groups. They will be introduced to all of the associated processes and be able to describe the processes. The goal of the course is to provide learners with up-to-date knowledge that can either assist in preparing them for the PMI® Project Management Professional (PMP) certification exam or prepare them to be more effective, hands-on project managers. This course is aligned with "A Guide to the Project Management Body of Knowledge" (PMBOK® Guide) - Third Edition, published by the Project Management Institute (PMI®), Inc., 2004. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.
• For the duration of this simulation, you will step into the role of project manager for a project management firm, Kesseler Project Design and Management (KPDM). KPDM is a Chicago-based firm that works with corporate and municipal organizations to develop, manage, and complete project plans. While KPDM is equipped to provide the full spectrum of PM oversight and management (from drafting a project charter to bringing a task through to completion and delivery), they also handle isolated aspects of projects to meet their clients' particular needs. The simulation is based on the SkillSoft series "Project Management Essentials (PMBOK® Guide - Third Edition aligned)" and includes links to the following courses: PROJ0511 and PROJ0512.

Target Audience
• Project managers, managers, and CEOs

Expected Duration
• 10.5 Hours

Lesson Objectives
• Defining Project Management
• Understanding Project Influencers
• Project Life Cycle and Phases
• Project Stakeholders
• Overview of Project Management Processes
• Initiating Process Group
• Introduction to the Planning Process Group
• Planning Project Scope, Schedule, and Budget
• Planning Processes: Quality, HR, Communications, Risk, and Procurement
• Executing Process Group
• Monitoring and Controlling Process Group
• Closing Process Group
• Project Management Essentials Simulation.

Naslov	Opis	Trajanje (~sati)
An Introduction to Project Management (PMBOK-Third Edition aligned)	PROJ0511	2,5
Project Lifecycles and Stakeholders	PROJ0512	2
Introduction to Project Process Groups and Initiating a Project	PROJ0513	1,5
Project Planning	PROJ0514	2,5
Executing, Monitoring & Controlling, and Closing a Project	PROJ0515	1,5
Project Management Essentials Simulation	PROJ0510	0,5