Staying competitive requires managing IT projects in which schedules, budgets, and quality intersect with the non-IT organizational goals. Powerful new techniques and methods can vastly improve your organizational environment and help achieve bottom-line success. With this Certificate participants learn how to develop effective IT (and non-IT) project plans that incorporate risk analysis, cost control and performance objectives. In addition, they gain an understanding of how to plan, budget and control multi-project programs that may involve legal and ethical issues, conflict resolution, and the application of project software.
While going beyond the traditional tools and tactics, the certificate will prepare attendees to complete their Project Management Certification (PMP) successfully, as well as for more senior level Program Management responsibilities. With our candidates largely coming from IT, this Certificate focuses on the important IT project and program management considerations.
The emphasis is on leadership. A project manager’s work is accomplished by working with and through others. The key to success is the ability to influence constructively, build commitment, and demonstrate support. In addition, today’s workplace is increasingly global and multifunctional. To embrace the benefits of diversity, one must understand individual differences and how to connect with others. Candidates will be prepared to:
Lead transformational, large-scale projects and project teams across units, enterprises and multiple organizations
Gain insight and skills pertaining to leadership, cultural and behavioral project environment
Lead change and span boundaries across complex enterprise systems
Bridge cultural and organizational gaps
The Certificate prepares candidates to manage and lead enterprise-level projects and more complex programs. The certificate supplements the basic project management framework with education in advanced project management techniques and leadership skills.
The 4-courses required for the Certificate are selected from:
Basic tools and concepts defined by the Project Management Body of Knowledge (PMBOK®) published by the Project Management Institute (PMI®) plus other generally accepted practices for project excellence are introduced. The emphasis is on understanding and analyzing the interdependencies among the core processes for initiating, planning, executing, controlling, and terminating projects. The dynamics of managing unique temporary endeavors within the context of routine permanent organizations are critically evaluated. Industry examples demonstrate and reinforce effective use of learned concepts by course participants. The course also describes more agile approaches to managing IT initiatives with a focus on software development projects to accommodate the dynamic and changing aspects of IT projects.
Receive a theoretical perspective to appreciate the implications generated by the introduction of project management into modern organizations. You come to appreciate that success in project leadership depends on effective managerial style and attitude, rather than on the deployment of specific tools used for planning and control. Focusing on developing conceptual thinking, you learn how to understand a project’s entire landscape, leading to long-term project success. Stresses skills required to initiate and run a project.
Acquire essential knowledge of procedures, tools, and techniques needed to conceptualize work requirements and make detailed project plans. Learn how to organize the structure of projects to improve accuracy of your forecasts for project cost and duration. Understand how to use data to manage progress against plans for internal and external projects. Build critical skills to formulate effective responses to risk events. Develop a keen expertise in analogous and parametric estimating, project selection, project scheduling, variance analysis, and cost management. Gain high-level skills in WBS and RBS development, resource loading, and earned value management.
Skill in motivating employees/workers, organizing and leading teams, communicating and sharing information, and conflict resolution are key ingredients critical for project success. Because many project leaders are drawn from technical areas, they often assume that these qualities are reserved for functional managers and that they can ignore their value and importance. The focus is on preparing technical personnel to become sensitive to the human side of management to achieve project success. Participants are introduced to the theory and practice of leading project workers and teams.
This course presents and analyzes various approaches to managing IT projects focusing on information analysis and development of organizational information systems within a system development life cycle (SDLC), e.g. the waterfall, concentric, agile, and prototyping approaches. Topics include strategic planning for SDLC, front-end and back-end phases of SDLC, project management, CASE methodologies, and balancing user, organizational, and technical considerations.
This course cover the concepts of Project Portfolio Management (PPM) and Program Management Office (PMO). It focuses on a framework of PPM, including portfolio planning, monitoring and control. Tools and techniques off PPM are covered. The course also addresses differnt considerations for implementing a PMO. Steps for implementing PPM and PMO in an enterprise are also discussed.
Emerge with a global appreciation of the implications of emerging project management theory and practice from the perspective of top management. Candidates come away with knowledge and skills acquired by an experienced project manager. Dealing with advanced problems in organization structure, behavior, and leadership, you explore concepts and themes introduced in previous courses in the program at the highest and most sophisticated levels.
This 1-day business simulation is a dynamic business simulation in which IT (and preferably non-IT) managers can come together to enhance their project management skills. In this simulation, a group of participants plays the management team responsible for building the pyramids of Egypt.
To do that, the group goes back in time where they meet the Pharaoh. The Pharoh has given his project leader instructions to build a pyramid, so that he can make the journey to the hereafter along with everything that is precious to him. The project leader finds a suitable location for the pyramid, a quarry for the stone, and a village for the workers. He also arranges the infrastructure between these locations. It is the teams’ responsibility to get the job done. The team will have to set up a project organization, analyze risks, and create a plan.
During the four rounds of this interactive workshop, the most important aspects of best practices for project management will be experienced. This is done interactively. The building process for a pyramid will actually be simulated letting the participants experience the control elements of effective/efficient project management. During the building process all team members have a role within the project management environment. The project team is given the task of building the pyramid within a fixed time. The process is affected by real-life events that actually occurred during that period of time. Throughout the building process there will be several reflection moments to learn from the Egyptians and from the teams own experience. At the end of the project, when the pyramid has been built, there will be a project evaluation and all the instructive points will be described.