Promastar Training Programs

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Promastar

Training Programs

2008Authorized Primavera / Project Management /

Technical / Managerial


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Table of Content

A- PRIMAVERA AUTHORIZED TRAINING PROGRAMS:.................3P-102:PLANNING & CONTROLLING WITH PRIMAVERA ENTERPRISE.........................3

P-106:PRIMAVERA ENTERPRISE-ADVANCED TOPICS..........................................5

P-101:PRIMAVERA SWEB BASED APPLICATION .................................................7P-107:PRIMAVERA SWEB BASED APPLICATION ADVANCED................................9

P-104B:PROGRESSREPORTER........................................................................10

P-105:PRIMAVERA PORTFOLIO ANALYST.........................................................11

P3-601:PLANNING & SCHEDULING WITH P3 ....................................................12

P3-602:RESOURCE& COSTANALYSIS WITH P3 ................................................14

P3-603:MANAGING PROJECTDATA WITH (P3) ...............................................16

E-202:USING PRIMAVERA EXPEDITION FOR PROJECTCONTROLS ........................18

B- PROJECT MANAGEMENT TRAINING PROGRAMS:................

19PM-001:PROJECTMANAGEMENTFUNDAMENTALS...........................................19

PMP-01:PMP-CERTIFICATION EXAM PREPARATION .........................................21

PMP-EXT:PMP-EXTENDED COURSE...............................................................23

PGM-01:PROGRAM MANAGEMENT AND THE PMO .........................................26

CR-01:COSTRISK ANALYSIS..........................................................................29

CE-700:PROJECTPLANNING & SCHEDULING ..................................................30

CE-701:COSTPLANNING,SCHEDULING AND CONTROLLING .............................31

CE-702:COSTESTIMATING AND FINANCIAL ANALYSIS.......................................32C- MANAGERIAL TRAINING PROGRAMS:..................................34

M-101:STRATEGIC MANAGEMENT .................................................................34

M-102:EFFECTIVECOMM UNICATION..............................................................35

M-103:EFFECTIVEDELEGATION SKILLS.............................................................36

M-104:TIME MANAGEMENT..........................................................................37

M-105:PRESENTATION SKILLS.........................................................................38

M-106:SERVICEEXCELLENC E FOR CUSTOMERDELIGHT.....................................39


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A- Primavera Authorized Training Programs:

P-102: Planning & Controlling with Primavera Enterprise

Ge t sta rted with P3e throug h ha nd s-on, ba sic training . Pa rticipants will ga in a tho roug h

background in the c onc ep ts of p lanning and sc hed uling while lea rning P3e. Sc hed ulingtec hnique s will be cove red . This c ourse lea ds you throug h ha nd s-on w orkshop s tha t

c rea te a nd trac k an entire p rojec t to c om p letion, using the three b asic eleme nts of

p rojec t ma nag em ent: sc hed ule, resource a nd c osts.

Produc t : Prima vera Projec t Planner for the Enterprise (P3e)

Duration : 20 hours

Aud ienc e : Planners and sched ulers (New Primave ra Projec t Planner for the

Ente rprise users)

Prereq uisite : Projec t Manag em ent Funda me ntals, Working know ledge of

Windows

PDUs & CEUs : Earns 19.5 PDUs and 1.95 CEUs

Outcome

Create a p rojec t w ith a c tivities and resources

Ca lc ulate a sche dule

Ana lyze resource/ c ost d a ta

Comp are c urrent vs. targe t sc hed ules

At the com p letion of this c ourse the student w ill be a b le to :

Ad d a Projec t to the Projec t Structure Crea te a Work Brea kdo wn Struc ture

Add Referenc e Docum ents

Add Ac tivities

Ad d Step s and Codes to Ac tivities

Crea te Rela tionships

Sc hed ule a Projec t

Ad d Co nstra ints

Orga nize Ac tivities

Assign Resources and Costs

Analyze Resource/Cost Usage

Op timize the Sc hed ule Sta tus the Projec t

Ana lyze the Upda ted Projec t

Outlines

Introduction

Navigating

Project Structure

Creating a Projec t

Crea ting a Work Brea kdo wn Struc ture (WBS)

Crea ting Ac tivity Cod es Adding Activities

Ma intaining the Projec t Doc ume nts Library


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Crea ting Relat ionships

Sched uling

Ad d ing Constra ints

Formatting Data

Defining Resources

Assigning Resource s and Co sts

Ana lyzing Resourc es a nd Co sts Op timizing the Projec t Plan

Baselining the Projec t Plan

Project Execution and Control

Reporting Performance

Projec t Web Site

Ana lyzing the Upda ted Projec t

Reporting Performance

Projec t Web Site

Workshops

Crea ting a Work Brea kdo wn Struc ture

Adding Activities

Crea ting Relat ionships

Sched uling

View ing Sc hed ule Data

Assigning Resource s and Co sts

Ana lyzing Resourc es a nd Co sts

Upda ting the Sched ule


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P-106: Primavera Enterprise - Advanc ed Topics

This c ourse is designe d to g ive c urrent P3e users a more in depth loo k at t he sof tware. The

lessons c an b e pe rforme d indep end ent of o ne a nothe r to a llow flexibility in the c ourse.

Ma ny of the lessons will a id the p rojec t o ffic e in determining how to setup users, ma intain

sec urity, and define glob al da ta item s, suc h a s c a lend a rs and ac tivity cod es. Other

lessons w ill aid p rojec t m anagers in crea ting b ud gets, mod ifying multiple a c tivities usingglob a l cha nge , and p erforming extensive e a rned va lue a nalysis. Many o p tions for

sharing p rojec t informat ion will be c ove red inc lud ing: Projec t Website, p rojec t c hec k

in/ out and projec t imp ort/ expo rt.


Duration : 24 hours

Aud ienc e : Projec t office, Resource ma nag ers and P3e users

Prereq uisite : Course P-102


Outcome

Mod ify projec ts using a dvanc ed functiona lity

Ana lyze p rojec ts using ea rned va lue

Effec tively mana ge risks and issues

View Prima vera da ta in other app lic at ions

Crea te resource s and roles ac ross the ente rp rise

Use a dva nc ed func tiona lity to assess resource a lloc a tion

Ta ilor resource a lloc a tion via b ucket p lanning and leve ling

Integ ra te resource a nd financ ia l data


P106-P

Creating and Manag ing Portfolios

User Defined Fields and Glob a l Change

Assigning C od es

Dura tion Types

Percent Co mp lete Type s

Earned Value Analysis

Thresho lds and Issues Imp orting and Exporting Projec ts

Adva nce d Sche d uling

Upda ting Baselines

Risk Management

Trac king Layouts

Top - Dow n Bud geting

Top - Down Estima ting

P106-R

Crea ting Resources and Roles Assigning Cost Ac c ounts

Resourc e a nd Role Ana lysis


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Resourc e Assignm ents Wind ow

Workshop

Ma nually Alloc a ted Resources

Buc ket Planning

Leveling Resourc es

Sto ring Financ ial Period s

Workshop

Workshops

Che c king Projec ts In & O ut Imp orting and Exporting Projec ts

Ad ministering User a nd Sec urity

Top -dow n Budge ting

Ad d ing a nd Assigning Ac tivity Cod es

User Fields and Glob a l Cha nge

Crea ting Ca lend ars

Risk Management


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P-101: Primaveras Web Based Application

This Five d ays c ourse p rov ide s ha nd s-on t ra ining fo r Prima vera s Web -ba sed solution.

Participants will create a project, create activities and relationships, customize activity

views, assign resources, adjust the project plan to account for schedule delays and over

allocated resources, and analyze portfolios. Participants also will customize dashboards.

Hands-on wo rkshop s help students c rea te a nd trac k an entire p rojec t to c om pletion.


Duration : 20 hours


Ente rprise users)


Windows


Outcome

Customize Persona l and Projec t w orkspa ces

Ma nag e a projec t from c rea tion through initiation

Ana lyze p rojec t sc hed ule a nd assess resource ove ra ll loc a tion

View and app rove time shee ts from p rojec t resources

Collab orate w ith project tea m me mb ers


Desc ribe Primavera mod ules

Custo mize Persona l Workspac e

Desc ribe the Projec t Ma nag em ent Life C ycle Desc ribe Ente rp rise Projec t Struc ture a nd Work Brea kdo wn Struc ture

Crea te a p roject

Customize the Projec t Workspac e a nd Workgroup

Crea te a Work Brea kdo wn Struc ture

Add ac tivities

Crea te relationships

Sched ule the p rojec t

Assign constraints

Assign resources

Op timize, exec ute, and analyze the p rojec t plan

Initia te a p rojec t request Manage doc uments

Creating a nd analyzing po rtfolios

Outlines

Introduction

Desc ribe Primavera mod ules

Custo mize Persona l Workspac e

Desc ribe the Projec t Ma nag em ent Life C ycle

Desc ribe Ente rp rise Projec t Struc ture a nd Work Brea kdo wn Struc ture

Crea te a p roject Customize the Projec t Workspac e a nd Workgroup

Crea te a Work Brea kdo wn Struc ture


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Add ac tivities

Crea te relationships

Sched ule the p rojec t

Assign constraints

Assign resources

Op timize the p rojec t plan

Exec ute the p rojec t plan Ana lyze the p rojec t p lan

Initia te a p rojec t request

Manage doc uments

Creating a nd analyzing po rtfolios


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P-107: Primaveras Web Based Application Advanced

This Two days course p rovides ha nd s-on t raining fo r Prima vera s Web -ba sed solution.

Participants will gain a thorough background in the concepts of resource management

by adding a resource to the enterprise resource pool; planning for resource needs in

future p rojec ts; sta ffing resources on c urrent p rojec ts; and ma nag ing resources to ensure

they a re fully utilized . Extended wo rkshop s p rovide an opportunity to a pp ly new skills andfunctionality


Duration : 8 hours


Ente rprise users)

Prerequisite : Funda menta ls Projec t Manag em ent Training , a knowled ge of

Windows and Course 101 recom mend ed


Outcome

Ad d a resource to the resource p oo l

Plan resource ne ed s a t a high level

Create resource te ams and role tea ms

Ma nag e resourc e alloc ation

Sta ff resourc e req uests


Naviga te in Primavera

Customize the Persona l Workspac e Administer the Resource Pool

Mo d ify Resource Deta ils

Exec ute High-Level Resourc e Planning

Crea te a Resource Tea m

Crea te a Role Tea m

Ma nage Alloc a tion in the Resource Usage View

Customize Allocation Data in the Resource Analysis View

Fill Unsta ffed Assignments by Resource Search

Outlines

Introduc tion to Primavera

Overview and Naviga tion

Persona l Workspac e

Administering the Resource Pool

Resource Planning

Crea ting Resource Tea ms

Crea ting Role Tea ms

Managing Allocation

Sta ffing Resource Req uests

Persona l Workspac e Portlets

Projec t Workspac e and Workgroup s


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P-104b: Prog ress Reporter

This course introd uc es trainees to Progress Reporter and lets the m und ersta nd how

Progress Reporter is used with Primavera Project Planner.

Prod uc t : Prog ress Reporter & P3e

Duration : 1 da y x 4 hoursAud ienc e : P3e users, Planners and Projec t/ Resource Manag ers


Windows

Outlines

Introduction to Progress Reporter

Prog ress Reporter Flow c ha rts

Upda ting a Projec t using Timeshee t Informa tion

Reviewing Timesheets

View ing Timeshee t No tes Ap proving / Rejec ting Timeshee ts

Ap p lying Ac tua ls and Resc hed uling the Projec t

Viewing Feed ba c k


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P-105: Primavera Portfolio Analyst

This c ourse p rov ide s an overview of Prima vera Portfo lio Ana lyst. It exam ines how to use

Portfolio Analyst to view p rojec t informa tion a nd me asure the performanc e o f the

projects.

Produc t : Portfolio Ana lystDuration : 1 da y x 4 hours

Aud ienc e : P3e users, Planners, Ma nagers and Executives

Prereq uisite : Working knowled ge of Windows

Outlines

Desc ribe the tools within the Prima vera Ente rprise suite

Expla in the Enterprise Projec t Struc ture (EPS)

Define Earned Va lue

Identify whe re a nd how a Portfo lio Ana lyst user is set up

Desc ribe how the Projec t Summ arizer works List the benefits of using Portfolio Analyst

Log in to Portfo lio Ana lyst

Ident ify the Portfolio Ana lyst w orkspac e

Naviga te a p ortfolio

Crea te a po rtfolio o f projec ts

Disp lay various trac king layouts for a na lysis

Crea te ne w trac king la youts

Perform w ha t-if ana lysis

Crea te rep orts using the Rep ort Wiza rd

Workshops

Primavera Enterprise Suite

Set ting Up Portfo lio Ana lyst

Portfolio Analyst

Crea ting Portfolios

Trac king Layouts

Co mp arison and What -If-Analysis

Reporting in Portfo lio Ana lyst


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P3-601: Planning & Scheduling with P3

Ge tting sta rted with P3 throug h ha nd s-on, ba sic training . Participants will ga in a tho roug h

background in the c onc ep ts of p lanning a nd sc hed uling w hile lea rning P3. This c ourse

lea ds you throug h nine hand s-on wo rkshop s tha t c rea te a nd trac k an entire p rojec t to

c om pletion, using the three b asic e lem ents of p rojec t ma nage me nt: sc hed ule,

resources, and costs. Sc hed uling tec hnique s will be c ove red .

Produc t : Primavera Projec t Planner (P3)

Duration : 5 days x 4 hours

Aud ienc e : Planners and Sc hed ulers (New Primavera Projec t Planner users)

Prereq uisite : Working knowled ge of Windows


Outcome

Create a p rojec t w ith a c tivities and resources

Ca lc ulate a sche dule

At the com p letion of this c ourse the trainee will be a ble to :

Define the p rojec t and c od ing struc tures

Assign resource s and c osts to a p rojec t

Add and orga nize a c tivity da ta

Create target schedule

Develop a project netwo rk with prec ed enc e relationships

Enter sta tusing d a ta to up da te a sc hed ule

Perform sc hed ule ca lculat ions Store p eriod performanc e

Ap p ly co nstra ints to a sc hed ule Prod uce p rojec t outp ut Custom ize the project layout

Outlines

Fundame nta ls of Projec t Ma nag em ent

Esta b lishing the Projec t & Cod ing Struc tures

Defining Ca lend ars

Ad d ing a nd O rga nizing Ac tivities

Relationships

Sched uling

Ap p lying Constra ints to a Sched ule Customizing the Layout

Ma na ging Resources & Costs

Crea ting the Ta rget Plan

Upda ting the Current Sc hed ule

Prod uc ing Effec tive Outp ut

Workshops

Creating the Ac tivity Codes Dic tiona ry

Defining Ca lend ars

Adding Activities Ad d ing Rela tionships

Ca lc ula ting a Sc hed ule


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Applying Constraints

Mo d ifying the Ac tivity Tab le

Defining Resources and Co st Ac c ounts

Assigning Resourc es and Co sts to Ac tivities

Shortening the Sc hed ule

Sta tusing Your Projec t


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P3-602: Resource & Cost Ana lysis with P3

(This is c ourse is ta ken w ith course P3-603)

This c ourse will ena b le you to ta ke full advanta ge of d riving resources, resourc e curves,

hierarchica l resourc es, resource p rofiles/ ta b les and resource leve ling . Lea rn resourc e

c a lendars for planning a nd c ontrol and Rich Text Forma t reports for sta tus rep orting .Participants will deve lop , upd a te, a nd trac k resources and c osts using a series of hands-

on workshops.



Aud ienc e : Planners, Schedulers, Resource Ma nagers and existing P3 users

Prereq uisite : Course P3-601


Outcome

Ana lyze resource/ cost d a ta in p rojec ts

Determine resource allocation through leveling


Ana lyze resource usage throug h resource profiles

Assign h ierarchica l resource s

Define d riving resources

Create resource/ cost c urves

Run resource/ c ost rep orts

Ap p ly resource c a lend ars to a sc hed ule Level resourc es

Outlines

Controlling and Ma naging Resources

Orga nize a c tivities into group s ac c ording to resource

Use resource profile/ ta b les for "What-if a na lysis

Define hierarchical and driving resources

Assign resource lag a nd dura tion to a c tivities

Define linea r and nonlinea r resource Use rep orts to review resource/ c ost a lloca tion

Resource Calendars

Create resource c alend ars

Define ta sk, indep end ent, and me eting ac tivities

Assign d riving resources to d ifferent ac tivity typ es

Resource Leveling

Creating the Ac tivity Codes Dic tiona ry Defining Ca lend ars

Adding Activities


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Ad d ing Rela tionships

Ca lc ula ting a Sc hed ule

Workshops

Assign ing Resources

Ma naging Resources Using Resource Calendars

Using Leve ling fo r Resource Ana lysis


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P3-603: Managing Projec t Data with (P3)

(This is c ourse is ta ken w ith course P3-602)

This two-d ay hand s-on tra ining course w ill ta ke you beyond the fund ame nta ls of

sched uling a p rojec t b y transferring p rojec t d a ta throug h c op y and pa ste, storing a nd

retrieving fragne ts, and using imp ort and export. In a dd ition, glob a l c hange , and c ustomda ta item s will be used to m od ify ac tivity da ta . Lea rn to enhance your p resenta tion by

includ ing ob jec ts and symb ols and post this informa tion on your c om pany intrane t using

the Web Pub lishing Wiza rd . You w ill bec om e p rofic ient a t using the pow er of P3 for

ma ximum projec t c ontrol.



Aud ienc e : Planners, Schedulers, Resource Ma nagers and existing P3 users

Prereq uisite : Course P3-601


Outcome

Crea te a projec t with ad vanc ed P3 functionality

Construc t Glob a l Cha nge formulas


Crea te a projec t group

Sto re a nd retrieve fragnets

Cop y and pa ste da ta be tween projec ts

Alter sc hedule log ic in PERT Expo rt/ Imp ort da ta to a sp rea dshee t and othe r forma ts

Define a nd assign custom da ta item s

Mod ify projec t da ta through globa l c hang e

Use Primavera Draw

Attac h ob jec ts to ac tivities

Link ob jec ts to the layout

Utilize "Fit to page" printing in PERT

Disp lay P3 da ta in Me ta file forma t

Crea te Intranet we b pages using the Web Pub lishing Wiza rd

Outlines

Building a Project

Crea te a projec t group

Sto re a nd retrieve fragnets

Cop y and pa ste da ta be tween projec ts

Export/Impo rt project d a ta

Customizing Projec t Data

Define a nd assign custom da ta item s Mod ify projec t da ta through globa l c hang e

Use string functions to alter activity information


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Assign resources through g lob a l cha nge

Enhancing Layouts for Presentations

Forma t the Ac tivity box end s and relat ionship lines

Access Primavera Draw

Insert a symb ol and text in the layout Attac h ob jec ts to ac tivities

Use the "Best fit" print option

Disp lay P3 da ta in Me ta file forma t

Crea te HTML files from a layout

Crea te Intranet p ages using the Web Pub lishing Wiza rd

Workshops

Building a Project

Ad d ing & Mo d ifying Ac tivity Data

Crea ting the Presenta tion


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E-202: Using Primavera Expedition for Projec t Controls

Produc t : Primavera Exped ition


Audienc e : Anyone involved with a construction projec t

Prereq uisite : Working knowled ge of Windows and Internet Explo rer

Outcome


Create a Projec t

Develop a co mp any direc tory

Tra ck Draw ings

Trac k Daily Reports

Prep are M ee ting Minutes

Log and trac k submittal item s

Document Issues Tra ck Costs and Co ntrac ts

Set up and sta tus Payments Req uisitions

Mana ge the c hange p roc ess

Use rep orts fo r ana lysis

Resolve Issue s

Trac k sa fety d oc ume nts

Outlines

Introduc tion to Primavera Exped ition

Setting up the C om pany Direc tory Costing Funda me nta ls

Contracts

Issues

Trac king and Log g ing Sub mitta ls

Letters, RFIs, and Telep hone Records

Tra cking Draw ings

Safety

Change Management

Daily Rep orts and Me eting M inutes

Requisitions

Control Center

Workshops

Creating Projects

Crea ting the C om pa ny Direc tory

Crea te a nd distribute c ontrac t d raw ings

Rec ording Meeting Minutes

Crea ting Da ily Rep orts

Tra cking and sta tusing Sub mitta ls

Creating lette rs

Produc ing RFIs and notices Comm unic a ting Projec t Informa tion

Working w ith the Projec t Center


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B- Project Management Training Programs:PM-001: Projec t Mana gement Fundamenta ls


Audienc e : Personnel involved with ma nag ing any projec t in any sec tor

Outcome


Define the ba sic c onc ep ts of projec t ma nag em ent

Differentiate b etw een PM and othe r ma nage me nt disc ip lines

Ident ify PM 5 proc esses and 9 knowled ge a rea s

Lea rn the b asic sc hed uling a nd c ost ma nag em ent c onc ep ts.

Outlines

Basic Definitions

o What is a Projec t?

o What is Projec t Ma nage me nt?

o Contrast Projects and Operations

o Common Pitfalls

o Potential Benefits of PM for the Organization

Role of the Projec t Ma nage r

o Project Manager Roles

o Project Manager Responsibilities

o Rec ognizing a Suc cessful Pro jec t

Initiating Projects

o Purpo se of Initia tion Process

o Assessing Constraints

o Risk Ma na gem ent

Planning Projects

o Steps for Crea ting a Sc hed ule

o The Work Brea kdown Struc ture

Exec uting Projec ts

Co ntrolling Projec ts

o Controlling Your Project

o How Ca n You Monitor Progress?

o Projec t Review Me eting

o Projec t Aud it

Me asuring Prog ress and Co st Performa nc e

o Earned Value Mana ge ment

o Trad itional Cost Ma nage me nt

o Performa nc e Ind ice s CPI/ SPI

o Estima te a t Co mp letion (EAC)

Engineering Ec ono mics

o Time Va lue o f Money

o Ca sh Flow

Kee p ing the Tea m o n Trac k

o When Deleg ate How ?

o Deleg ating Tasks


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Closing Projec ts

o Shutting Dow n the Projec t

o Eva luating the Projec t


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PMP-01: PMP-Certification Exam Preparation



Outcome


Red uce study a nd prepa ration time by foc using o n exam to pics

Develop a persona l study plan a nd eva luate prog ress

Utilize useful tips and tec hnique s in answe ring the exam questions

Und ersta nd the PM terminolog y which is used by PMPs

Outlines

Projec t Mana ge me nt Frame wo rk

o Definitions (Projec t / Projec t Ma na gem ent / Sta keholders /Trip le c onstra ints)

o Projec t Life Cyc le

o Forms of Organiza tions

o Projec t Office

o Project Management Processes

o Project Ma nag eme nt Knowledg e Area s

o Related Endeavors

o Related Ma nage me nt Disc iplines

o Summa ry and Review Que stions

Project Integration Ma nag em ent

o Develop Projec t Cha rtero Deve lop Prelimina ry Projec t Sc op e Sta teme nt

o Develop Project Ma nag em ent Plan

o Direc t a nd M anag e Projec t Exec ution

o Mo nitor and Co ntrol Projec t Work

o Integrated C hang e Control

o Close Projec t

Project Sc op e Ma nag em ent

o Sc op e Planning

o Sc op e Definition

o

Crea te WBSo Sc op e Verific a tion

o Sc op e Control

Projec t Time Ma nage me nt

o Ac tivity Definition

o Ac tivity Seq uenc ing

o Ac tivity Resourc e Estima ting

o Activity Duration Estimating

o Sc hed ule Deve lop me nt

o Sc hed ule Control

Project Cost Ma nag em ento Co st Estima ting

o Co st Budget ing


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o Cost Control

Project Quality Ma nag eme nt

o Quality Planning

o Perform Qua lity Assuranc e

o Perform Qua lity Co ntrol

Projec t Huma n Resource M anage me nto Human Resource Plann ing

o Ac quire Projec t Tea m

o Deve lop Projec t Tea m

o Ma nage Projec t Tea m

Project Communication Management

o Communications Planning

o Info rma tion Distribution

o Performa nc e Rep orting

o Ma nage Sta keholders

Projec t Risk Mana gem ent

o Risk Ma na gem ent Planning

o Risk Identification

o Qualitative Risk Analysis

o Quantitative Risk Analysis

o Risk Response Planning

o Risk Monitoring a nd Co ntrol

Project Proc ureme nt Ma nag em ent

o Plan Purcha ses and Ac quisitions

o Plan C ontrac ting

o Request Seller Responses

o Selec t Sellerso Contrac t Ad ministra tion

o Co ntrac t Closure

Professiona l Responsibility o f the Projec t Mana gers

o Co nc ep t o f Professiona l Responsibility

o What doe s the p rofe ssiona l responsibility m ea n?

o Categories of Professional Responsibility

o Responsibilities to the Profession

o Responsibilities to Customers and the Pub lic

o Questions & answers

Stud ying for Taking the Examo Nature o f the Exam

o What to stud y and how to stud y it

o How to a nswe r the q uestions

Tips and tricks for avo iding c om mo n mista kes

(This c ourse is a basic req uirem ent b efo re sitting to PMP Exam ination)


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PMP-EXT: PMP-Extended Course

Duration : 15 days x 6 hours (90 PDUs)


Outcome


Red uce study a nd prepa ration time by foc using o n exam to pics

Develop a persona l study plan a nd eva luate prog ress

Utilize useful tips and tec hnique s in answe ring the exam questions

Und ersta nd the PM terminolog y which is used by PMPs

Outlines

Project Management Processes for a Project

o Introduction

o Purpose of the PMBOK GUIDE

o What is a Projec t?

o What is Projec t Ma nage me nt?

o The PMBOK GUIDE Struc ture

o Project M ana ge ment C ontext

o Project Management Processes

o Projec t M anage me nt Proc ess Groups

o Proc ess Inte rac tions

o Projec t Ma nage me nt Proc ess Ma pp ing

o The Projec t Life C yc le

o Projec t Sta keholders

Project Integration Management

o Develop Projec t Cha rter

o Deve lop Prelimina ry Projec t Sc op e Sta teme nt

o Develop Project Ma nag em ent Plan

o Direc t a nd M anag e Projec t Exec ution

o Mo nitor and Co ntrol Projec t Work

o Integrated C hang e Control

o Close Projec t

Project Scope Management

o Sc op e Planning

o Sc op e Definition

o Crea te WBS

o Sc op e Verific a tion

o Sc op e Control

Project Time Management

o Ac tivity Definition

o Ac tivity Seq uenc ing


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o Ac tivity Resource Estima ting

o Activity Duration Estimating

o Sc hed ule Deve lop me nt

o Sc hed ule Control

Project Cost Management

o Co st Estima ting

o Co st Budget ing

o Cost Control

Project Quality Management

o Quality Planning

o Perform Qua lity Assuranc e

o Perform Qua lity Co ntrol

General Management Skills

o Effec tive c om munica tion

o Influencing the organization

o Leadership

o Motivation

o Nego tiation a nd c onflict ma nage ment

o Problem solving

o Cultura l and soc ial environm ent.

o International and politic a l environm ent.

Project Human Resource Management

o Organizational Influences

o Human Resource Plann ing

o Ac quire Projec t Tea m

o Deve lop Projec t Tea m

o Ma nage Projec t Tea m

Project Communications Management

o Communications Planning

o Info rma tion Distributiono Performa nc e Rep orting

o Ma nage Sta keholders

Project Risk Management

o Risk Ma na gem ent Planning

o Risk Identification

o Qualitative Risk Analysis

o Quantitative Risk Analysis

o Risk Response Planning

o Risk Monitoring a nd Co ntrol

Project Procurement Management


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o Plan Purcha ses and Ac quisitions

o Plan Contrac ting

o Request Seller Responses

o Selec t Sellers

o Contrac t Ad ministra tion

o Co ntrac t Closure

Professional Responsibility

MS Project 2003


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PgM-01: Prog ram Manag ement and the PMO

Duration : 6 days x 6 hours (36 PDUs)

Audienc e : Personnel involved with ma nag ing programs / PMO

Personnel /

Exec utives who are a iming to implem ent a PMO

Introduction:

The terms program a nd p rog ram ma nag ement have

be en in widespread use for some time and have c ome to

mean many different things. In 2006, the Project

Management Institute (PMI) issued it new book " The

Standard for Program Mana gement" to set a common

language among the industry on the terms, definitions,

processes and best practices related to program

managem ent. This c ourse is based on this sta nda rd .

On the other hand, the Project/Program Management

Office (PMO) is one of the fastest growing concepts in

project world today, as it is key to effective

implementation of project management across the organization. PMOs come in

varying shapes and sizes, from simple support offices to full centers of excellence.

This c ourse will enab le you to antic ipa te as we ll as answer the questions

associated with the creation of a PMO. Youll review the full complement of

pote ntia l PMO func tion unde rstand which ma tc h your orga niza tions needs. You ll

consider options and select a PMO structure be properly aligned within your

organization.

Outcome

At the c om p letion of this c ourse the tra inee will be a b le to :

Lea rn a bout "The Standard for Prog ram Ma nag em ent" as an e xpa nsion of

informa tion p rovided in A G uide to the Project Ma nag eme nt Bod y of Knowledg e

(PMBOK_ Guide).

Rec og nize the guide lines for ma naging p rog rams within a n o rga niza tion.

Define program management and related concepts, describes the program

ma nag eme nt life cycle.

Learn the program management processes that generally accepted as the

nec essa ry steps to suc c essfully ma na ge a p rog ram.

Identify Project/Program Management Office (PMO) capability based on an

estab lished ma turity c apab ility mo del (OPM3)

Determine the appropriate PMO structure for your organization

Determine what PMO functions are needed based on project management

sup port required

Rec og nize a nd ove rcom e b a rriers relate d to PMO imp lem enta tion

Translate req uirem ents for PMO func tiona lity into d istinc t roles and responsibilities of

PMO

Course Outlines


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1Introduc tion and Definitions

1.1 What is a Prog ram?

1.2 What is Prog ram Managem ent?

1.3 The Relationship Betw een Prog ram Ma nage me nt a nd Portfolio Ma nag em ent

1.4 The Relationship Betw een Prog ram M anage me nt a nd Projec t Ma nage me nt

1.5 Program Management in Organizational Planning

2Prog ram Life Cyc le a nd Organization

2.1 Prog ram Life Cyc le

2.2 Prog ram Managem ent Life Cyc le Phases

2.2.1 Program Governance Across the Life Cycle

2.2.2 Pha se One: Pre-Prog ram Set Up

2.2.3 Pha se Two: Prog ram Set Up

2.2.4 Pha se Three: Esta b lish Prog ram M ana gem ent and Tec hnic a l

Infrastructure

2.2.5 Pha se Four: Deliver the Bene fits

2.2.6 Pha se Five: Close the Prog ram

3Prog ram Manag em ent Proce sses

3.1 Them es in the Prog ram Ma na gem ent Life C yc le

3.1.1 Bene fits Ma na gem ent

3.1.2 Sta keholder Ma nagem ent

3.1.3 Prog ram Go vernanc e

3.2 Prog ram M ana gem ent Proc ess Group s

3.3 Comm on Prog ram Ma nage me nt Proc ess Co mp onents

3.4 Initia ting Proc ess Group

3.5 Planning Proc ess Group

3.6 Exec ut ing Proc ess Group

3.7 Mo nitoring and Co ntrolling Proc ess Group3.8 Closing Proc ess Group

3.9 Process Interactions

4Prog ram Manag em ent Too ls and Tec hniques

4.1 Expert Judgment

4.2 Meet ings

4.3 Reviews

4.4 Polic ies and Proc ed ures

5Benefits Assuranc e and Sustainm ent

6Program Management Controls

A. Sta nd ardsB. Polic ies and Proc ed ures

C. Program Plans

D. Rev iews

E. Oversight

F. Aud its

G. Contrac ts

H. Direc to ries and Distribution Lists

I. Documentation

J. Reg ulat ions

6 The Program Manag em ent Office

6.1 The purpose of a PMO6.2 Benefits of establishing a PMO

6.3 Key fac to rs for PMO suc c ess


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6.4. PMO p rojec t life c yc le fram ew ork

5.5 Facilitating stakeholder buy-in for the PMO

5.6 The need s ana lysis and fea sibility w orksheet

5.7 PMO Orga niza tion

5.8 PMO Func tions

5.9 PMO func tions

5.10 PMO staffing, roles and responsibilities5.11 PMO Planning a nd Imp leme nta tion

a . Creating the PMO c harter

b . Assigning the PMO ma nag er

c . Integ ra ting ap p lica b le organiza tional polic ies

d. Establishing project manager qualifications

e. Deve lop ing p rojec t c lassific a tion g uidanc e

f. Esta b lishing PMO p roc esses and proc ed ures

g. Crea ting a n orga nizational chang e ma nag eme nt plan


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CR-01: Cost Risk Analysis


Aud ienc e : Personnel involved with mana ging projec t risks

Lea rning Objec tives: Review the basic c onc ep ts and definitions of p rojec t risk mana ge me nt and

how it relates to p roject c ost ma nag eme nt

Identify project cost risk analysis objectives

Lea rn ho w c ost risk ana lysis c an b e performe d (step x step )

Lea rn how to c a lc ula te c ontingenc ies and reserves

Review som e sof tware to simula te and ana lyse c ost risks.

Course Contents:

1- Introduc tion:

Project Cost Mana ge ment Co nce pts

Projec t Risk Ma nage me nt Conc ep ts

2- Quantita tive Risk Ma na gem ent Ana lysis:

Data Ga thering and Rep resenta tion Tec hniques

Qua ntitat ive Risk Ana lysis and Mo deling Tec hnique s

3- Ob jec tives of a Projec t Co st Risk Ana lysis

4- Ste ps fo r Co st-Risk Ana lysis:

Trad itiona l Pro jec t Co st Estima ting

Cost Risk Analysis Data Requirements

Cost Risk Analysis Probability Distribution

Simula ting the Co st Risk Model

Simulat ion Results

Where is the Risk in the Projec t?

5- Co rrela tion b etwe en Projec t Elem ent Co sts:

Und ersta nd ing the Sta tistica l Func tion

Rea sons for Correlat ion b etwe en Projec t Eleme nt C osts

Prep aring and analyzing the c orrelation m a trix

6- Responding to Cost Risks:

Respond ing to Neg a tive Risks (Threa ts)

Responding to Positive Risks (Opportunities)

7- Inte grate d Projec t Cost a nd Sc hedule Risk Ana lysis

8- Ove rview of som e Projec t Risk Ma na gem ent Softw are (Ca se Stud y)

9- Sum mary and Disc ussions


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CE-700: Projec t Planning & Scheduling

This c ourse p rovides c om prehe nsive ove rview o f Projec t p lanning, Sc hed uling and

Co ntrolling based on AACE pub lica tions and guide lines. The c ourse p rovides a g ene ra l

introd uc tion to Projec t Manage me nt, c onte nts of the p rojec t plan a s we ll as dee p

informa tion a nd workshops c overing Work Brea kdo wn Struc ture (WBS), resource p lanning

and time sche dule p rep aration.

Duration : 4 da y x 6 hours

Aud ienc e : Projec t Ma nag ers, Planning Engineers

Outcome

Upon suc c essful c om p letion of this c ourse, pa rticipants will be a b le to:

Differentiate b etw een different Projec t Ma nage me nt proc esses

Write a p rojec t cha rter Deco mp osing the p roject and c rea ting the WBS

Defining p rojec t a c tivities

Seq uenc ing ac tivities

Estima ting a c tivity d ura tion

Solve the netwo rk

Unde rstand the me anings of floa t, ea rly da tes, la te da tes, and c ritica l

activities

Ap p ly proba b ility to time sc hed ule

Shorten ing projec t duration

Outlines

Introd uction to Project Ma nag eme nt

Co mp onents of Projec t Plan

Time m anag em ent proc ess

Projec t c ha rter

Work Brea kdown Struc ture ( WBS )

Activity definition

Resource Planning

Ac tivity Seq uenc ing

Network analysis

Pert c a lc ula tions Prob ab ility in time sc hed uling

Types of floa ts

Time Crashing Tec hniques

Workshops

WBS

Pert and p rob ab ility

Sc heduling workshop

Time c rashing workshop


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CE-701: Cost Planning, Scheduling and Controlling

This c ourse p rovides extensive knowled ge b out c ost p lanning a nd sc hed uling . It c overs

the c lassifica tion of c ost elem ents (Labor, Eq uipment a nd Ma terial ), how to estima te the

req uired p rojec t resources, alloc a ting them on the time sc hed ule, solving over a lloc a tion

p rob lem s, ge nerating cash flow and S-curve, the financ ia l imp ac t of shortening p rojec t

duration.


Aud ienc e : Projec t Ma nag ers, Planning Engineers, Control Engineer

Outcome


Differentiate be twee n d ifferent projec t ma nag eme nt p roc esses

Estima te the c ost of lab or and eq uipme nts (inc luding d ep rec ia tion)

Adjust productivity Use c ost a cc ounts to c ontrol projec t c osts

Solve resource utiliza tion p rob lems

Pred ict p rojec t c ash flow und er various scena rios

Use e arned va lue te c hnique to e valuate projec t p erforma nce

Outlines

Introd uc tion to p rojec t planning

Cost ma nag eme nt proc ess

Estima ting c ost e lem ents Prod uc tivity ad justment

Cost Acc ounts

Monitoring resource utilization

Solving over a lloc a tion p rob lem s

Ge nerat ing Cash Flow a nd S-curve

Projec t c ontrolling a nd ea rned va lue

Sc hed ule c rashing te c hniques and the financ ia l impa c t

Workshops

Estima ting d ifferent c ost elem ents Prod uc tivity ad justment

Resource over alloc a tion

Ca sh Flow workshop

Down pa yment financ ial imp ac t

Earned Value wo rkshop

Sc heduling c rashing workshop


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CE-702: Cost Estima ting and Financ ial Ana lysis

This c ourse p rovides extensive know ledge a bout estima ting te c hnique s, co st hierarchy,

p rojec t estima tion, bud ge ting a nd p ric ing. The c ourse a lso c ove rs dep rec ia tion, c ost

ac c ounts, continge ncy and risk, estima tion review a nd integ ra tion b etw een time

sched ule a nd c ost estima te. Engineering e cono mics and eva luat ing ec ono mic

a lternatives are a key pa rt o f the c ourse .


Aud ienc e : Costing and c ontrol Engineers

Outcome


Differentiate b etw een co sting and p ric ing

Estima te the d ifferent c ost elements ( labor, material and e quipm ents ) App ly conc ep tual estima ting me thods

Ap p ly d ete rministic estima ting m etho d

How to a pp ly risk & contingenc y

Ma nag e effective estima tion ta ke-off

Use c ost acc ounts to c ont rol co sts

Integ ra te b etw een cost estima te & time sc hed ule

Adjust productivity

Ca lc ulate future va lues and p resent va lues of c ash flow series

Com pa re b etwe en the e c onom ic alternatives to d etermine the most

feasible

Outlines

Definitions and indice s

Costing VS Pric ing

Estima ting e quipm ents and dep rec ia tion

Labor estima tion

Conc ep tual estima ting me thods

o End Produc t Units

o Physical Dimensions methods

o Cap ac ity fac tor Method

o Ratio Me thodo Parame tric Metho d

Deterministic estimation

Risk and Co ntinge nc y

Take Off

Cost Acc ounts

Integ ra tion b etw een time sc hed ule a nd the c ost estima te

Prod uc tivity ad justment

Ca sh flow series, present va lue, future va lue a nd annua l worth

Com pa ring ec onom ic a lternatives

Workshops

Estima ting o f cost elem ents


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Conceptual estimating

Prod uc tivity ad justment

Time va lue o f mo ney

Evaluating ec ono mic a lternatives


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C- Managerial Training Programs:

M-101: Strategic Management


Audienc e : Mana gers or Exec utive who are involved in

influenc ing or formula ting long term p lans and

strategies in their organizations, and those who

are respo nsible for linking d ep artmental p lans to

overall strategies.

Outcome


Crea te vision and develop mission sta tem ents.

Use p rac tica l skills to c rea te a positive and effec tive b usiness environm ent .

Differentiate b etw een stra teg ic p lanning and long range p lanning.

Pred ict future trend s and turn them into their favor.

Ma nage their orga niza tion w ith a stra teg ic view .

Outlines

Ove rview o f the C ourse

The Stra teg ic M ana gem ent Proc ess: Crea ting the Future

Business issues and trend s

Vision, Va lues, and Mission

Ma nag ing the informa tion flow

Ind ustry Analysis and Co mp et itive Dynamic s

Susta inable C om petitive Advantage and the Resource-Based View

Co rporate-Leve l Stra tegy

Inte rna tiona l Strateg ies

Business- and Func tiona l-Leve l Strateg ies

Strategic Leadership for 2020

Corporate Entrepreneurship and Innovation

Stra teg y Imp lem enta tion and Exec ution

Monitoring and Eva luation

Stra teg ic C hange

Group Presenta tions


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M-102: Effec tive Communication


Aud ienc e : All pe op le in the orga nization, with spe c ial em pha sis on front line

managers.

Outcome


Understand the c harac teristic s of e ffec tive c om munica tors

Identify ba rriers to effec tive c om munica tion

Rec og nize and assess the ir ow n c om munica tion style

Inc rea se und ersta nd ing of ho w the ir be havior impa c ts othe rs and the w ay o thers

respond

Comm unic a te the a pprop riate visual, verba l, and vo c a l me ssage

Sha rpe n their listening skills

Outlines

What is Comm unica tion?

The c om munica tion p roc ess

Forma l/ informa l c om munica tions

Interpersona l comm unic a tions

o Presentations

o Meetings

o One-to-one nego tiations

Barriers to effec tive c om munica tions

Too ls for Comm unica tion The TEA System

Model for Effec tive Comm unic a tion

Improving Liste ning Skills

Nonverbal Communication Issues

Imp roving Respond ing C om munica tion Skills

A Co mm unic a tion M od el of Prob lem Solving


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M-103: Effec tive Delegation Skills


Audienc e : Senior exec utives and Midd le ma nag ers who are required to free up

their time for be tter dec ision ma king.

Outcome


Ide ntify tasks that c an b e d elega ted and those tha t should be de leg ate d.

Imp lem ent 6 step delega tion p roc ess.

Overco me ba rriers to d elega tion.

Delega te suc c essfully w ithout losing control.

Differentiate b etwe en delega tion and em po we rment

Outlines

Attitude (Definition-Adjustment)

Introd uction to de leg ation

Why lea rn d elega tion (presenta tion)

What d efines delega tion (p resenta tion)

Exerc ise

Ca se stud y

When to de leg ate (presentation)

Barriers to deleg a te (presenta tion)

Suc c essful de leg ation (p resenta tion)

Exerc ise

Deleg a tion ve rsus em pow erment (presenta tion) Ca se stud y

Presentation

Group A

Group B

Group C

Solution o f case stud y


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M-104: Time Manag ement


Aud ienc e : Any pe rson who is interested in increa sing his/ her effec tiveness and

effic ienc y in the w orkpla ce. Those also dissatisfied with their

produc tivity w ill learn valuab le tools and techniques.

Outcome


Develop a simp le time m ana ge me nt plan.

Set p riorities and ma ke b etter use o f the ir time.

Avoid time w asters and c onc entrate o n co re a c tivities.

Deleg a te up and dow n a s we ll as horizonta lly.

Outlines

Setting G oa ls and Ob jec tives

Planning and priority setting

Delegation

Creativity

Prob lem Solving

Dec ision Ma king

Stress

Memory

Working with your Boss

Working w ith your Team

Assertion Listening

Asking questions

Reading

Writing

Using the Phone

Meetings

Closing & Certificates


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M-105: Presentation Skills


Audience : Top ma nag ers, Midd le mana ge rs and Junior staff who are targe ting

to imp rove their presenta tion skills and have a true imp ac t on others.

Outcome


Ana lyze the a udienc e nee ds.

Use the ap propriate op ening statem ent a nd attention ge tter.

Plan, co nduc t a nd follow-up a fter a mee ting.

Ove rc om e nervousness.

Ga in interac tion a nd b uild trust with the audienc e.

Hand le aud ienc e responses (Sta teme nts and Que stions).

Ask for c om mitment.

Evaluate and improve p resenta tion. Be more professional in presentation skills.

Outlines

Welcom e/ Introd uction

Participa nt Expec ta tions

Objectives

Define a Meeting a nd Types of Me etings

SMART ob jec tives

Selec ting a nd Inviting the Aud ienc e

Arrangements Analyzing Audience Needs

Op ening Statem ent a nd Attention Getter

Ac tion Dec ision a nd Mini-Dec isions

Tea m Work and Presenta tion on Ac tion Dec ision & Mini- Dec isions

Planning The Co ntent

Tea m Work and p resenta tion o n Planning the C ontent

Use of Visua ls

Ove rc om ing Nervousness

Ga in interac tion and trust

Aud ienc e Responses- Sta tem ents-how to ha nd le

Aud ienc e Responses- Questions- how to hand le Challengers

Audience Action

Asking for com mitment

Assignment

Tea m Presenta tion

Follow up with Aud ienc e

Troub le Shooting

Evaluating a nd Imp roving M ee ting

Closing Session a nd Ce rtific a tes


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M-106: Service Excellence for Customer Delight


Aud ienc e : People who serve customers or supp ort front line service

Outcome


The imp ortanc e o f c ustom er servic e a nd its imp ac t o n c ustom ers

Expe rienc e things which c an go wrong in a service e ncounte r and ho w to avoid

them

Develop a pe rsona l ac tion p lan to inc rea se c ustom er service

Outlines

Servic e Innova tion

The fac to rs tha t d istinguish service leaders Your role in the servic e e nc ounter

Custome r Servic e Values

The servic e va lues tha t c ustome rs wa nt

How doe s the service d elivery tea m w ork w ith these va lues

Job -relate d beha viors tha t a ffec t c ustom er servic e

The Service Qua lity Mod el

Defining the roles of the servic e d elivery tea m

Ad dressing issues and eve nts tha t c ha lleng e the te am

Difficult Customer Situa tions

Role p lays tha t a re viewe d from both the custom er and the servic e p rovide r s

point of view Ana lysis and d iscussion of the impac t of the a c tions ta ken

The p rincip les, co nc ep ts and lessons w ill be lea rned throughout the day using

interac tive role p lays and group d isc ussion

The imp ac t level of c ustome r servic e o n p rofitab ility

Develop a pe rsona l ac tion p lan to inc rea se c ustom er service

Mo ving the servic e from the virtua l wo rld to the rea l wo rld


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