Project Management in Practice

OVERVIEW

As organisations mature, they develop a fundamental understanding of the bottom-line value of effective project management in assuring project success, and to achieve this, they also appreciate the value of employing and / or developing competent and effective Project Managers. Yet still we find that Project Managers trained only to the most basic level of competence are a ‘dime-a-dozen’. They can write a simple Scope of Work, build a satisfactory Work Breakdown Structure and even develop a risk management plan…

This is all perfectly adequate given an idyllic project environment/situation in which all stakeholder objectives/expectations are fully aligned, all key players are speaking the same language and the threat of risk or change is absent – from either a project or an organisational perspective. In our experience though – and that of our clients – this situation is extremely rare, if it exists at all.

What distinguishes the truly successful project managers from the mostly average performers (i.e. the ‘run-of-the-mill ‘co-ordinators’), is how Project Managers think and behave in the face of the multitude of ‘less-than-ideal’ situations that they are destined to face almost every day of their project management lives. This is simply the nature of Project Management.

The best of breed Project Manager accepts full responsibility for a project’s outcomes and assumes intrinsically, the requisite authority to match – without external prompting. The mark of this Project Manager is his/her ability to strike a delicate balance of the following: analytical and critical thinking skills, superior communication, leadership, negotiation and facilitation skills, combined with a problem-solving, results-oriented focus.

This Project Management Workshop has been designed with all of the above in mind. With the best practice principles of the PMBOK® Guide Knowledge Areas and Processes as its foundation, it builds upon participants’ existing skills and knowledge by way of a ‘guided tour’ through a series of rigorous and real-life scenarios, problems and issues faced by Project Managers across the board, led by an expert, senior level facilitator possessing a wealth of project management knowledge and long-term hands-on experience at both the project and programme levels.

Training Timetable Back to top

In-house and customised training workshops also available please phone 1300 701 314 for details

or CALL US 1300_ 70_ 13 14

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Workshop ObjectiveBack to top

What the workshop IS about:

• Critical analysis and problem-solving within a project; based on typical and real-life case study scenarios.
• Arming participants with an extra set of real-life skills for facing the unavoidable challenges they’ll be faced with when managing projects.
• Exploring project management from the perspective of the 9 Knowledge Areas as established in the PMBOK® Guide – Fourth Edition.
• Building upon fundamental project management concepts and a baseline of project management experience.
• Applying effective interpersonal, leadership and communications skills to appropriately engage and manage stakeholders throughout the life of a project.
• Collaborating and sharing experiences and knowledge with other project managers.
• Challenging participants’ views regarding project management planning and control.

What the workshop IS NOT about:

• Establishing fundamental project management principles or concepts – this is assumed knowledge from either prior training or requisite experience.
• A theoretical approach to the ‘rights’ and ‘wrongs’ of project management.
• Preparing candidates to undertake the PMI/PMP examination

Who this course is forBack to top

Participants who will gain the most from their participation in this workshop are:

• Project Managers seeking to build upon their existing project management Knowledge and experience (minimum 2 years’ experience required)

OR

• Project Managers who have attended Project Fundamentals training (minimum 2 day Project Management Fundamentals or equivalent).

Industry Certified RecognitionBack to top

ELIGIBLE FOR 24 CONTINUOUS PROFESSIONAL DEVELOPMENT POINTS

Endorsed by the Australian Institute of Project Management. PM-Partners group has registered AIPM Assessors and is recognised as a Project Managed Organisation.

This workshop is endorsed by the Australian Institute of Project Management (endorsement number 0140). Participants holding any of the Project Management accreditations (CPPP/CPPM/CPPD) are eligible to earn 8 points (CPDs) for each day’s participation in this workshop.

21 PROFESSIONAL DEVELOPMENT UNITS (PDUS) AWARDED

PM-Partners group is a Global PMI (Project Management Institute) Registered Education Provider. Participants who have been awarded the Project Management Professional Certification (PMP®) by the Project Management Institute are eligible to earn 21 PDUs for their participation in this workshop.

TAILORING & CUSTOMISATION

This workshop is able to be customised to suit your requirements, using appropriate and relevant project scenarios from your specific workplace/organisation.

CERTIFICATE IV IN PROJECT MANAGEMENT (BSB 41507) 

Eligibility Criteria for Certificate IV in Project Management:

In order to be eligible for assessment against the competencies of the Certificate IV in Project Management Award you must have:

• Attended formal training covering eight of the nine Knowledge Areas of project management.  This would mean either having attended the PM-Partners group Project Management Fundamentals Workshop (2 days) or alternatively attended nationally recognised training delivered by another provider deemed to meet the formal training requirements.

• The ability to prove (by means of project related documentary Portfolio of Evidence, and an interview to substantiate it) that you have contributed to the development, maintenance and actioning of project documentation across the required knowledge areas.

DIPLOMA OF PROJECT MANAGEMENT (BSB 51407)

Eligibility Criteria for Diploma in Project Management:

In order to be eligible for assessment against the competencies of the Diploma of Project Management Award you must have:

• Attended formal training covering the nine Knowledge Areas of project management.  This would mean either having attended the PM-Partners group Project Management Professional Development Program (5 days) or the Project Management in Practice component (3 days) provided you have at least 2 years’ experience managing projects or alternatively attended nationally recognised training delivered by another provider deemed to meet the formal training requirements.
• The ability to prove (by means of a project related documentary Portfolio of Evidence, and an interview to substantiate it) that you have managed and controlled the creation, maintenance and actioning of project documentation across the required knowledge areas.  This means that you may not have written documents in their entirety, but that you have overseen their creation and management.

Key differences between Certificate IV and Diploma of Project Management level of assessment as per below:

Certificate IV in Project Management

The Certificate IV candidate must be able to prove (by means of a project related documentary portfolio of evidence, and an interview to substantiate it) that they have contributed to the creation, maintenance and actioning of project documentation in the required competency areas.

Diploma of Project Management

The Diploma candidate must be able to prove (by means of a project related documentary portfolio of evidence, and an interview to substantiate it) that they have managed and controlled the creation, maintenance and actioning of project documentation in the required competency areas.

The Assessment Process:

1. Compile evidence which demonstrates the Certificate IV or Diploma competencies.  Typical examples of evidence include (but are not restricted to):
• Project plans
• Reports
• Reviews
• Meeting minutes
• Emails
• References or testimonials, as supporting evidence
2. Complete your Candidate Submission form
3. Complete the background information section which tells us about your experience as a contributor to projects and provides an introduction to your Portfolio of Evidence
4. Answer the 15 Underpinning Knowledge questions (for Certificate IV assessment) or 16 Underpinning Knowledge questions (for Diploma assessment) in the Candidate Submission document.  These are questions which require half to a full page response.
5. Sign the statutory declaration.
6. Complete the AQTF Learner Questionnaire – this is a compulsory requirement by the AQTF.

A Certificate IV in Project Management and Diploma of Project Management Information Pack is available upon request which provides candidates with guidance and assistance. The pack has been designed to make the process easy to understand and implement, and includes answers to ‘Frequently Asked Questions’ and a ‘Typical Evidence’ guide.

Important note about assessments:

PM-Partners group sets no time limit between attendance at a workshop and the date on which you take up your assessment, so if you are unsure about your level of eligibility, you may like to book your assessment at the time of workshop registration and use the workshop (your facilitator can provide you with guidance during your participation), and / or the time spent on projects after the workshop, to prepare yourself and ensure that you’re positioning yourself at the correct level.

or CALL US 1300_ 70_ 13 14

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Workshop Content SummaryBack to top

Introduction

• Workshop overview
• What the PMBOK® Guide says about Projects, Programs, Portfolios and their respective management
• Project Management Knowledge Areas of the PMBOK® Guide and their inter-relationship with the Project Life Cycle

Project Integration Management

• What the PMBOK® Guide says about Project Integration Management and its associated processes
• The crucial role of the Project Manager in Project Integration Management

Project Scope Management

• What the PMBOK® Guide says about Project Scope Management and its associated processes
• What the Project Manager does to Manage Project Scope
• Effective questioning techniques for scoping a project
• A facilitation method for scoping projects

Project Communications Management

• What the PMBOK® Guide says about Project Communications Management and its associated processes
• How the Project Manager communicates with stakeholders
• Building an effective Stakeholder Management Plan
• Achieving Stakeholder buy-in
• Negotiating skills for Project Managers

Project Time Management

• What the PMBOK® Guide says about Project Time Management and its associated processes
• Balancing the schedule against the competing demands of cost, risk and quality
• Calculating the Critical Path and understanding where and how to use it to manage time constraints effectively

Project Cost Management

• What the PMBOK® Guide says about Project Cost Management and its associated processes
• Cost budgeting with limited information and the ‘human subjectivity’ affecting estimates
• Methods for tracking and controlling costs within a project
• Measuring cost performance through task and project tracking and Earned Value Management – making sense of project cost and progress reporting

Project Quality Management

• What the PMBOK® Guide says about Project Quality Management and its associated processes
• Balancing Product, Project and People management from a Quality perspective
• Quality Management Tools and Techniques
• Quality Assurance, Quality Control, Project Quality Improvements
• The inter-relationship between cost and Quality
• A process for taking action when Quality goes ‘off the rails’: problem analysis and devising the Remedial Action Plan

Project Procurement Management

• What the PMBOK® Guide says about Project Procurement Management and its associated processes
• The Vendor/Procurement Management Plan
• Procurement processes
• Applying the ‘Weighted Decision Matrix’ to the vendor selection process
• Overview of contract types

Project Human Resource Management

• What the PMBOK® Guide says about Project Human Resource Management and its associated processes
• Developing a Project Resource Management Plan
• Planning your team structure – identifying what and whom you need
• Recruitment and selection of team members – evaluating resumes, Interviewing, selection criteria
• Conducting existing team skill levels assessments
• Creating a Performance Management Plan
• Providing feedback, praise and criticism, and managing individual and team performance issues

Project Risk Management

• What the PMBOK® Guide says about Project Risk Management and its associated processes
• Selling the value of Risk Management
• Managing the non-rational risk management factors affecting stakeholders’ perceptions

Project Management in Review

• Reviewing Project Integration and the role of the Project Manager

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