Project Management

PMI CAPM® Project Jumpstart and Exam Preparation


Overview

This workshop provides the essential tools and techniques of project management as well as preparing you to sit and pass PMI’s CAPM® exam.  It is ideal for managers of smaller projects or team members of larger, more complex projects. 

The agenda of the programme follows the natural lifecycle of a project, making the experience more meaningful for the participants and helping them to relate the new learning to the real world.  Attendees are encouraged to bring a project to the workshop they are about to start or have recently started working on.  By jumpstarting your project; you will work on your project and develop a project plan to implement post workshop. 

This workshop is highly interactive and consists of pre- and post-work through multiple delivery methods. 

Course duration 
3 days classroom + pre- and post-work

CAPM® Certification Qualifications 
Candidates for CAPM® are required to hold a minimum of a high school diploma or a global equivalent and the applicant can take one of two paths: 1,500 hours of work on a project team or 23 contact hours of formal project management education. The examination is comprised of 150 multiple-choice questions. Candidates have three hours to complete the examination which is preceded by a 15-minute computer tutorial (this is not included in the three hour time slot).

Who Should Attend

Individuals or teams who are wanting to prepare to sit and pass the CAPM® exam as well as develop their project management skills and jumpstart their projects. Managers and project team members, people starting out in project management, students and apprentices.

Outline

 

  • Introduction to A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition
  • CAPM® exam and application process
  • Project life cycles 
  • Study tips and guide
  • Review of Project Integration, Scope, Cost, Quality, Human Resources, Communications, Risk, Procurement and Stakeholder Management.
  • The project environment
  • Project attributes
  • Project management and operations management: exclusive or complementary?
  • Key success factors of project management
  • Project stakeholders’ roles and responsibilities
  • Triple constraint: results, time and resources
  • Five key processes: initiate plan, execute, control and close the project
  • Differences between lifecycles and process groups

Initiate Projects

  • The project charter
  • Stakeholder management techniques and tools
  • Gathering business requirements

Plan Project

Create WBS/OBS

  • WBS/OBS (work breakdown structure/organizational breakdown structure)
  • Decomposition of project deliverables
  • How to create the WBS (decompose deliverables and activities)
  • How to create the OBS, assessing the roles needed to execute the project tasks

Make a Responsibility Assignment Matrix/Task List

  • RAM/Task List
  • Identification of project tasks
  • Allocation of responsibility and accountability, identification of who must be consulted and informed

Estimate Time, Resources and Cost and Make Schedule

  • Estimating time, resources and cost
  • Top down, bottom up and parametric (cost per unit) estimating techniques
  • Scheduling the activities, the implications of loading resources, levelling resources and parallel activities (fast tracking)
  • Adding realistic contingency reserves (time and money) 

Identify and Plan for Risks

  • Identifying and planning for risks
  • How to identify and describe risks
  • How to prioritise risks for planning
  • Planning options to manage risks

Execute Project 

  • The purpose of execute project schedule
  • Dealing with team dynamics in the project (forming, storming, norming, performing)
  • Dealing with issues and conflict using the Thomas Kilman Conflict Mode Model®
  • Managing a project team meeting 

Control Project

  • Monitor projects
  • Variance analysis, trend analysis and forecasting
  • Taking corrective action
  • Status and progress reports - project performance analysis and forecasting
  • Change management and configuration management

Close Project 

  • The purpose of close project
  • Customer verification and acceptance
  • Project hand-over
  • Disbanding the project team