This course covers the PMI Body of Knowledge® and as such is suitable for both CAPM® and PMP®. The difference between the two is that before sitting the exam your experience in Project Management is assessed and based upon this, you are allowed to sit either the CAPM exam or the PMP exam. The CAPM certification is understanding-based and the PMP is understanding and experience-based. The PMI® determine this.
Self-study through our innovative and interactive online study portal, i-Knowledge. Study in your own time at your own pace.
This course has been fully accredited by the Project Management Institute (PMI) and covers the content required to approach either the CAPM or the PMP level exams. The course is designed to give exposure to best practice project management and a full understanding of the knowledge areas and process groups defined in the PMI’s Body of Knowledge. The content discusses terminology, tools and techniques and extends to provide a deeper perspective, facilitating an understanding of the reasons for their use as well as the benefits of doing so.
The CAPM and PMP credentials are recognized across the world and demonstrate that you have the experience education and competency to lead and direct projects. Through the use of an appropriate case study during the course, delegates will be able to apply what they learn, making use of the theory in a practical sense which allows for more effective learning and greater likelihood of implementation and improvement in the workplace.
Project professionals will benefit from the perspective gained on this course whether they intend to go on to take the PMI exam or not. In order to take any PMI exam, candidates will need to demonstrate to PMI that they meet certification requirements by completing the application online. Advice can be given on this process by our team at 20|20.
This course carries 35 Personal Development Units (PDUs).
On completion of this course participants will have attained an overall ‘Intermediate’ Competence Level in Project Management.
At overall competence Level 2: Intermediate Application participants completing this course will be able to:
- Navigate the PMI Body of Knowledge and perceive the distinction between knowledge areas and process groups.
- Recognize the inputs and outputs associated with each of the PMI processes.
- Use and create the deliverables associated with Project Integration Management including planning for success.
- Plan for and manage the Project Stakeholder Management process.
- Define and manage Project Scope effectively.
- Produce estimates and develop a schedule to properly undertake Project Time Management.
- Create a budget and measure performance to implement Project Cost Management.
- Successfully identify and manage Risks and issues.
- Understand Project Quality Management.
- Provide effective and appropriate Communication within project management.
- Understand how organisations and projects are structured.
- Understand Project Procurement Management.
- Make use of the principles of Human Resource management to implement leadership and teamwork.
- Evaluate the contexts and environments in which projects can be delivered.
- Understand governance of project management and the use of structured methodologies.
Our online study aid, ‘20|20i-Knowledge’, is an innovative and interactive platform designed to allow delegates to work through the content at their own pace and fit their study around other commitments. Full support is provided alongside the tool, whereby questions can be posed and answered, guaranteed to be answered within two working days.
Who should take the course?
This course is designed for project managers, project team members, other managers and all those who would benefit from exposure to best practice in project management.
- Existing project managers keen to experience best practice as defined by the PMI who may wish to sit the CAPM or PMP qualifications.
- New project managers looking to add new weapons to their project management armoury.
- Project team members who wish to better understand the responsibilities and activities involved in project management.
- Project team members who wish to progress into a career as a project manager.
PMI project methodology
- Understand the division of the management of projects into the five process groups of initiating, planning, executing, monitoring and controlling and closing and how this relates to the project lifecycle.
- Define the 10 PMI Knowledge areas and how they interact with the process groups across the project lifecycle.
- Understand the use of inputs and outputs to each of the processes by PMI and the reasons for doing so.
- Distinguish between projects and business as usual.
- Define a project life cycle and project life cycle phases (including concept, definition, development, handover and closure and benefits realisation).
- Establish why projects are structured as phases (including the use of end of phase reviews, go/no go decisions and high level planning).
- Determine the differences between a project life cycle and an extended life cycle.
- Define processes for sharing knowledge and lessons learned throughout projects.
- Differentiate between project management and portfolio and programme management.
- Determine the characteristics of programme management, its relationship with strategic change and the challenges a project manager may face working within a programme.
- Determine where the use of portfolio management may be appropriate and the role of portfolio management over projects.
Project Integration Management
- Determine the purpose of a Project Charter and its importance during the project life cycle.
- Determine who has authorship and approval of the Project Charter.
- Examine benefits management (including success criteria and key performance indicators and their uses in measuring project success).
- Determine the use of Payback Period, Net Present Value and Internal Rate of Return as investment appraisal techniques.
- Define the purpose of the Project Management Plan, its importance throughout the project life cycle, the typical contents and its authorship, approval and audience.
- Differentiate between the different stages of change control (such as request, evaluate, assess, recommend, implement), including the roles and responsibilities involved.
Project Stakeholder Management
- Demonstrate the stakeholder management processes.
- Consider the different environments in which stakeholders will exist within and how this influences the management of the project.
- Determine the importance of managing stakeholders’ expectations.
- The importance and use of a stakeholder register during the project.
Project Scope Management
- The process of creating scope management plan that documents how the project scope will be defined, validated, and controlled.
- Determine how to manage scope through requirements management processes (such as determining, documenting and managing stakeholder needs)
- Define scope of the project in a detailed and accurate way through the creation of Work Breakdown Structures.
- The process of validating scope and gaining structured approvals.
- How to control scope and ensure changes to the baseline.
Project Time Management
- Produce a schedule by understanding the sequencing of dependencies between tasks and the methods for analysis and control over the schedule.
- Understand the iterative development of estimates through the lifecycle and the different methods that may be used to create estimates including the implications of using each.
- Develop the schedule in the network format, the Gantt chart format.
Project Cost Management
- Understand the process of creating the project budget.
- Apply resources to the project schedule and perform resource management techniques such as resource aggregation, smoothing and levelling.
- Consider methods for monitoring and controlling of projects including the use of earned value analysis.
- Analyse advantages and disadvantages of earned value management and perform calculations and interpret earned value data.
Project Risk Management
- Analyse each stage in a risk management process (such as initiate, identify, assess, plan and implement responses).
- Perform risk analysis using both qualitative and quantitative methods and the implications of each.
- Compare the responses to risk in terms of risk as a threat or opportunity (such as avoid, reduce, transfer or accept and exploit, enhance, share or reject).
- Determine the benefits of project risk management.
Project Quality Management
- Understand the process of identifying quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance.
- Define quality and the importance of quality to a project and its success.
- Look at the use of different quality management tools and the costs of poor quality.
Project Communication Management
- Understand the process of developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organizational assets.
- Understand the communication loop and the difficulties that can be encountered when communicating that are highlighted by it. Compare factors which can positively or negatively affect communication.
- Determine the purpose and key contents of a project communication plan and the benefits of its use.
- Demonstrate the importance of effective communication in managing different stakeholders.
Project Procurement Management
- Determine the purpose, typical content and importance of a procurement strategy.
- Distinguish between different methods of supplier reimbursement (including fixed price, cost plus fee, per unit quantity, target cost).
- Distinguish between different contractual relationships.
- Illustrate a supplier selection process
Project Human Resource Management
- Define the characteristics and benefits of effective teams and teamwork.
- Determine factors involved in the creation, development and management of teams (such as Tuckman’s model of team development).
- Differentiate between types of organisation structures highlighting advantages and disadvantages of each (including functional, matrix, project).
- Demonstrate the way in which an organisational breakdown structure is used to create a responsibility assignment matrix.
- Determine the role and key responsibilities of the project manager.
- Consider how to motivate and influence team members or stakeholders and the factors which are most influential.
- Compare sources of conflict within the project life cycle and ways in which it can be addressed (such as Thomas/Kilmann).
The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc. | PMI, PMP, CAPM and PMBOK are registered marks of the Project Management Institute, Inc.
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Self-study the PMI Body of Knowledge® through our innovative and interactive online study portal and prepare yourself for the CAPM exam. The exam is not included in this package.
This price is excluding VAT.