Session 3: Review of the Project Management Processes

• Significance of the project management process groups of Initiation, Planning, Executing, Controlling, & Closure
• Core management processes of Scope, Cost, and Time
• Facilitating management processes of Quality, HR, Communications, Risk, and Procurement
• Summarizing the process groups with the project management processes

Session 4: Activities associated with Project Integration Management

• Project plan development – its vitality and methodology
• Project plan execution & work authorization tips
• Project status reviews, reports and action planning
• Project control & change management

Session 5: Project Scope Management

• Business background to pre-project activity and associated difficulties for the project manager if not involved in the proposal and bidding phase
• Significance of selecting a right project
• Commencing and initiating a project in the right way
• Importance of the project charter
• Project scope planning - relevance of the scope statement vis-à-vis future project decisions
• Scope definition, WBS development, tips, benefits, and uses
• Scope verification - acceptance of project scope by stakeholders
• Scope change control – sources of change requests

Session 6: Project Time Management

• Managing time in the project vis-à-vis project realities
• Defining project activities and sequencing these to form a project network diagram
• Network diagramming methods
• Activity duration estimating and determination of the project’s critical path
• Project schedule development and time/cost tradeoffs
• Project schedule control – system, performance measurement, PMIS, project re-planning, schedule updates and corrective actions

Session 7: Project Cost Management

• Significance and expectations of project cost management
• Resource planning/organizational policies for resource optimization
• Estimation - the basis of project costs and cost estimating techniques
• Significance of cost control limits and the cost management plan
• Cost budgeting, the cost baseline, types of project reserves, depreciation methodologies
• Cost control – cost tracking and cost change approval levels vis-à-vis project performance measurement and variances
• Earned Value Management (EVM) – terminology, formulas and calculations – interpreting project cost and schedule performance via EVM. Rules for progress reporting

Session 8: Project Quality Management

• What is quality – the PMI® focus
• The quality management approach and the goals of a quality program
• Implementing project quality management via Quality Planning vis-à-vis the cost of quality, Quality Assurance - the relevance of process adherence and compliance audits, and Quality Control – inspections and other quality control tools including the interpretations of control charts and data variances (sigma values interpretation), pareto analysis, etc

Session 9: Project Human Resource Management

• The challenge of managing human resources with insights to project roles & responsibilities
• Skills & responsibility for HR Management – moving the team along & working with the HR department
• Organizational planning - understanding the business environment, and the handling of internal and external project stakeholders
• Managing staff acquisitions vis-à-vis staffing pool realities
• Developing project team members and motivating the workforce
• HR practices and organizational theories
• Creating the right project team – leading and developing the project team through the stages of team development
• Leadership styles and types of leadership power
• Handling project conflict – methodology and tips

Session 10: Project Communication Management

• The function of project communication
• Understanding the communication model, the characteristics of the communication process and the types of project communications
• Tips for planning project communication- evaluating communication requirements
• Leveraging technology for communication, communication constraints, stakeholder needs as the basis of project communication, evaluating project communication interfaces
• Project information distribution - creating successful communications, communication terms, skills and dimensions, types of project records
• Performance reporting vis-à-vis project status, progress and forecasts - reviewing project performance and performance related issues, the goals of analyzing project variances, the significance of performance reports and documentation of change requests
• Administrative closure - the relevance of performance measurement documentation, product documentation and other project records, the creation of sensible project archives, procurement issues and project subcontracting, formal project closure, and the documentation of lessons learned

Session 11: Project Risk Management

• The what, where and why of project risks
• Proactive risk management planning
• Identifying project risks – sources, participants in risk identification, risk categories
• Qualitative and quantitative risk analysis – methodology, prioritization, benefits, probability -beta and triangular distribution, sensitivity analysis, decision trees, payoff tables, simulation, decision making under uncertainty
• Risk response planning- techniques, contingency planning, contractual agreements, contingency planning and impact of project risks on the project plan
• Risk monitoring and control - goals, techniques, work-around plans, corrective actions and change request incorporation

Session 12: Project Procurement Management

• The procurement paradigm, strategies and the procurement cycle
• Planning project procurement for project needs that can/should be met from outside the performing organization
• Planning for the management of necessary contracts/documents for subcontractors
• Soliciting and selecting a suitable subcontractor
• Administering and closing contracts with subcontractors

Session 13: Professional Responsibilities of Project Managers

• Ensuring integrity
• PMI’s code of ethics
• Describing areas where PMPs must apply professional knowledge
• Naming the activities that assure customer satisfaction
• Defining how PMPs must manage relationships in multinational relationships