Programma

1. Intro Modules

1.1 Introduction and PMP Exam overview

• Class format and structure details
• Training expectations
• The PMI Application Process
• Identifying major exam preparation methods
• The Exam

1.2 An introduction to the PMBOK^® Guide

• Foundational elements of Project Management
• The relationship of Portfolios, Programs, Projects and Operational Management
• The Project Management Domains

1.3 Understanding the project environment

• Enterprise Environmental Factors
• Organizational Process Assets (OPAs)
• Types of Organizational Systems
• More about domains

1.4 The project manager's role

• Defining the Project Manager
• Sphere of influence
• Competencies
• Relationship with other domains

2. Core Modules

2.1 Creating a high-performing team

A: BUILDING A TEAM

Successful projects require teams to develop the right business solution. Discover how to understand and apply the processes and practices that are essential for building effective teams.

B: DEFINING TEAM GROUND RULES

To perform effectively, teams need to collectively define project ground rules based on context, e.g., organisational rules and team dynamics.

C: NEGOTIATING PROJECT AGREEMENTS

How to facilitate negotiations to reach an agreement on the project objectives.

D: EMPOWERING TEAM MEMBERS & STAKEHOLDERS

How to identify and organize around team strengths, and set up systems to ensure the teams are accountable for their tasks.

E: TRAINING TEAM MEMBERS & STAKEHOLDERS

Different team members require training in various aspects of the project, the customer environment, and the solution strategy. To successfully onboard a target solution, users, customers, and other stakeholders require awareness raising and training as well.

F: ENGAGING & SUPPORTING VIRTUAL TEAMS

In this day and age, nearly all projects call for virtual teams to be productive. Effectively engaging with and supporting your virtual teams adds to your project’s value.

G: BUILDING A SHARED UNDERSTANDING OF A PROJECT

How to ensure that a team reaches consensus and supports the agreement reached.

2.2 Starting the project

A: DETERMINING APPROPRIATE METHODOLOGY/METHODS & PRACTICES

Knowledge and understanding of best practices are one part of the equation. Determining and applying the most appropriate methodology and practices to your project is another.

B: PLANNING & MANAGING SCOPE

Several factors are required for teams to plan and manage projects. They have to identify what needs to be done, be guided throughout, define indicators that signal the work’s completion, and set criteria for what “done” means. It’s all required to validate a successful project.

C: PLANNING & MANAGING BUDGET & RESOURCES

Without proper management of project costs, expenses can quickly spin out of control. Being prepared to make adjustments and apply the correct prices to resources, activities, and services aligned with your budget is essential.

D: PLANNING & MANAGING SCHEDULE

In its most basic form, the project schedule represents how long a project takes to complete. It includes the activities that will be carried out to execute the scope, each activity’s duration, and how the activities relate.

E: PLANNING & MANAGING QUALITY OF PRODUCTS & DELIVERABLES

This includes expectations (and assumptions) about the quality level, how the project’s quality is measured, how it corresponds with the objective, and how quality is monitored and reported.

F: INTEGRATING PROJECT PLANNING ACTIVITIES

How to integrate plans and components to ensure coordinated and efficient progress.

G: PLANNING & MANAGING PROCUREMENT

Procuring products and services from external suppliers requires identifying suppliers, obtaining bids or proposals, and awarding contracts based on their evaluation. All project procurements must be within the specified parameters of time, cost, and quality to ensure that the project meets the stakeholders’ requirements.

H: ESTABLISHING A PROJECT GOVERNANCE STRUCTURE

Strategic direction provides the purpose, expectations, goals, and actions required for steering business pursuits. Moreover, it must be aligned with the business objectives. Project success is enhanced by harmonising project management activities and the business vision.

I: PLANNING & MANAGING PROJECT/PHASE CLOSURE

Because a project is a unique, one-time activity, the formal project closing is essential.

2.3 Doing the work

A: ASSESSING & MANAGING RISKS

Robust risk management not only helps you anticipate and mitigate problems, but it also provides you with specific actions for responding to potential risks.

B: EXECUTING A PROJECT TO DELIVER BUSINESS VALUE

Project managers must execute the project to balance the urgency to realise value with the team’s abilities – all based on quality expectations.

C: MANAGING COMMUNICATIONS

Project managers spend approximately 90 percent of their time communicating. Clear communication is a top priority.

D: ENGAGING STAKEHOLDERS

It is in every project manager’s best interest to keep project stakeholders interested in the project and the outcomes.

E: CREATING PROJECT ARTIFACTS

Projects create deliverables; that’s a fact. However, projects also create artefacts throughout their lifecycle.

F: MANAGING PROJECT CHANGES

Projects will undergo changes throughout the lifecycle. If these aren’t handled at the right time, using the correct methods can put the project at risk.

G: MANAGING PROJECT ISSUES

Projects don’t always go smoothly, and situations can arise that affect the scope, schedule or cost.

H: ENSURING KNOWLEDGE TRANSFER FOR PROJECT CONTINUITY

Team members must obtain the right knowledge when they need it to do their jobs well.

2.4 Keeping the team on track

A: LEADING A TEAM

The appropriate leadership style depends on the situation, project, stakeholders, your skills and many other factors. A project manager must be aware of various leadership styles to apply the most relevant technique.

B: SUPPORTING TEAM PERFORMANCE

There are many ways to support your team efforts and encourage high performance.

C: ADDRESSING & REMOVING IMPEDIMENTS, OBSTACLES & BLOCKERS

Any actions a project manager can take to address and remove the conditions or causes restricting team productivity will strebgthen the team and add to the project's value.

D: MANAGING CONFLICT

When cultivated and managed correctly, conflict can be an opportunity, one that ultimately benefits the project.

E: COLLABORATING WITH STAKEHOLDERS

Efficient collaboration and harmonisation with stakeholders lead to projects that successfully deliver value and reinforce key relationships.

F: MENTORING KEY STAKEHOLDERS

There are plenty of opportunities to share your knowledge and experience with others, and it’s an excellent way to forge strong relationships with stakeholders.

G: APPLING EMOTIONAL INTELLIGENCE TO PROMOTE TEAM PERFORMANCE

Reading social cues, interacting, and sense what people are thinking, feeling, and projecting are valuable tools for solid teamwork.

2.5 Keeping the business in mind

A: MANAGING COMPLIANCE REQUIREMENTS

Staying up to date on compliance requirements and ensuring their effective management is essential.

B: EVALUATING & DELIVERING PROJECT BENEFITS & VALUE

The project manager is responsible for delivering what stakeholders expect. Keeping an eye on the project’s benefits and value will help ensure ultimate project success.

C: EVALUATING & ADDRESSING INTERNAL AND EXTERNAL BUSINESS ENVIRONMENT CHANGES

This covers changes that may impact the project value and desired scope/backlog.

D: SUPPORTING ORGANISATIONAL CHANGE

Project management takes place in an environment that is broader than that of the project itself, and an organisation’s culture, style, and structure influence how projects are carried out.

E: EMPLOYING CONTINUOUS PROCESS IMPROVEMENT

Project managers should continuously improve the processes they employ to complete project deliverables and meet shareholder expectations. 3. Closing Modules 3.1 Code of ethics and professional conduct

3. Closing Modules

3.1 Code of ethics and professional conduct

3.2 Course review areas

• General review
• Before you take the Exam
• Formulas & trick to know for the Exam
• Common Project Management errors and pitfalls

Important PMP® Exam Details & Prerequisites

The exam is NOT included in this training course. The NCOI course is designed to get you 100% ready for your exam, but the exam itself always takes place at a PMI® official test centre. The exam is a digital, multiple-choice exam. Please visit www.pmi.org for more information on taking the exam.

To apply for the exam, you must meet one of the following sets of qualifications:

• A four-year degree
• 36 months leading projects
• 35 hours of project management education/training

• A high school diploma
• An associate’s degree or global equivalent
• 60 months leading projects
• 35 hours of project management education/training