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Microsoft Project Orange Belt® 2013: Virtual In-House Training This workshop gives participants a full insight into creating effective schedules using Microsoft® Project 2013, allowing you to estimate, coordinate, budget, staff, and control projects and support other users. This workshop gives participants a full insight into creating effective schedules using Microsoft® Project 2013, allowing you to estimate, coordinate, budget, staff, and control projects and support other users. This workshop provides the eBook Dynamic Scheduling with Microsoft® Project 2013, and is kept up to date with the framework of knowledge outlined by the Project Management Institute's PMBOK® Guide and the Practice Standard for Scheduling. What you Will Learn You'll learn how to: Understand what's new in Project 2013 Explain where Project 2013 fits in the Microsoft® EPM solution Initialize Project 2013 to start project planning Create a well-formed project schedule Understand task types and the schedule formula Assign resources and costs to tasks Analyze resource utilization and optimize the schedule Set a baseline and track progress Create and manage project reports Customize views and fields Apply Earned Value Management Understand the basics of managing multiple projects Getting Started Introductions Course structure Course goals and objectives Enterprise Project Management Concepts and Framework Getting Started with Project 2013 Project 2013: What's New and General Overview Setting Up a New Project Schedule (templates, options, save, etc.) Setting the Project Calendar Entering Tasks The Planning Processes Importing Tasks (Word, Excel, SharePoint) Synchronizing with SharePoint Tasks List Creating and managing the WBS (include tasks, manually scheduled tasks, summary tasks and milestones, as well as custom WBS coding) Entering Estimates Tendencies in Estimating The Rolling Wave Approach Entering Duration and Work Estimates Types of Tasks Entering Dependencies The Principle of Dynamic Scheduling Choosing the Right Type of Dependency Entering Dependencies in Project 2013 Different Applications of Dependencies Entering Deadlines, Constraints, and Task Calendars Use of Deadlines and Constraints Entering Deadlines and Constraints in Project 2013 Entering Resources and Costs Types of Resources Entering Resources in Project 2013 Calendars and Resources Entering Costs in Project 2013 Entering Assignments Assignments in a Schedule Assignments and Task Types Entering Assignments in Project 2013 Assignments, Budgets, and Costs Optimizing the Schedule The Critical Path Method and the Resource Critical Path Resource Leveling Optimizing Time, Cost, and Resources in Project 2013 Updating the Schedule The Baseline Updating Strategies and Situations Prepare the Status and Forecast Report in Project 2013 Reporting Using Reports Using Visual Reports Formatting and Printing in Project 2013 Customizing Fields in Project 2013 Earned Value Management (EVM) Overview of EVM Applying EVM with Project 2013 Evaluating the Project Evaluating the Project Performance Project Benefits and Results Templates for Future Projects Summary Tools and Checklist Best Practices Checklist Consolidated Schedules Creating Consolidated Schedules Using a Resource Pool Links across Projects Solving common problems Analyzing the Critical Path across Projects

Project Management Fundamentals for IT Projects: Virtual In-House Training A number of factors impact the new project manager's role within IT - for instance, the need to fully integrate IT into the business improvement process and the advent of distributed technology and Business Process Reengineering. As a result, the range of activities required of a new project manager has greatly increased, as well as the range of people with whom he or she interacts. This workshop enables you to minimize the problems inherent in managing a systems development project. What You Will Learn You'll learn how to: Articulate the benefit of using a project management methodology, processes, and various life cycles for IT projects Articulate on various standards and maturity models that provide benefits to performing organizations that manage IT projects Describe governance, gating, and the processes required for project origination Conduct a stakeholder analysis and describe its benefits throughout the project life cycle Gather good requirements, develop a work breakdown structure (WBS), and establish a baseline project plan Execute against the baseline project plan while managing change and configuration items Monitor and control the project activities using the baseline project plan and earned value management concepts Close the project by conducting scope verification, procurement audits, gathering lessons learned, archiving project records, and releasing resources Getting Started Course goal Course structure Course goals and objectives Foundation Concepts Key definitions and concepts Methodologies, processes, and project life cycles Project success factors and the benefits of standards and models Project Originating and Initiating Originating projects Initiating projects Planning Stakeholder Engagement and Resource Management Planning stakeholder engagement Planning human resources management Developing effective leadership skills Planning Scope and Quality Management Planning project scope Planning project quality Planning Schedule Management Planning project time Identifying schedule activities Sequencing schedule activities Estimating activity resources and time Developing project schedule Optimizing the project schedule Planning Risk and Cost Management Planning for project risks Planning project costs Estimating project costs Developing a project budget Planning Communication and Procurement Management Planning project communications Planning project procurements Project Executing, Monitoring and Controlling, and Closing Project executing Project monitoring and controlling Project closing

Learn the fundamentals of project finance modeling following best practices.

Managing Project Scope: In-House Training Although scope is just one part of a project's competing constraints, it has a direct bearing on your project's cost and schedule outcomes. In this course, you will explore and practice straightforward, specific tools and techniques required to effectively manage scope at each phase of the project life cycle. You will also discover common pitfalls and best practices that can significantly hinder or foster the probability of project success. Although scope is just one part of a project's competing constraints, it has a direct bearing on your project's cost and schedule outcomes. So effectively managing project scope is critical, requiring constant vigilance and discipline throughout the entire project life cycle. This especially includes the avoidance of scope creep, a major challenge to deliver successful projects. In this course, you will explore and practice straightforward, specific tools and techniques required to effectively manage scope at each phase of the project life cycle. You will also discover common pitfalls and best practices that can significantly hinder or foster the probability of project success. What you Will Learn At the end of this program, you will be able to: Recognize the relationships among project management deliverables, scope management, stakeholders, and project success Explain the spectrum of interactive processes and documentation impacting scope during the project life cycle Generate an inventory of common pitfalls and best practices during scope management phases Create and develop realistic deliverables reflecting critical phases of scope management, based on a real-world case study Foundation Concepts What is project scope? Project scope management Progressive elaboration and project life cycle Stakeholder management and communication Progressive Elaboration of Scope Progressive elaboration and SDLC example Elaboration process before project initiation Elaboration process after project initiation Developing the WBS, requirements document, & PSOW Monitoring and Controlling Scope Why project control? Project control process & the PM role Control scope Validate scope Project Closeout Project closure overview Close project or phase & scope management Evaluation and lessons learned

Overview This project is intended for managers to know a way to prepare and arrange comes, and meet the deadlines the side of dominant their budget. it'll facilitate in saving time and cash for the delegates through increased schedules, improved plans and communications. This project is intended for managers to know a way to prepare and arrange comes, and meet the deadlines the side of dominant their budget. it'll facilitate saving time and cash for the delegates through increased schedules, improved plans and communications. This course may be quick paced comes that's designed to fulfil the fast wants of the managers. It includes the fundamental principles and terms of Project Management with a straightforward set of tools and self-check tools. These tools facilitate managers to arrange their projects exactly.

Project Risk Management: Virtual In-House Training Have you been surprised by unplanned events during your projects? Are you and your project team frequently fighting fires? Well, you are not alone. Uncertainty exists in any project environment. While it's impossible to predict project outcomes with 100% certainty, you can influence the outcome, avoid potential risks, and be ready to respond to challenges that arise. In this course, you'll gain the proper knowledge needed to identify, assess, plan for, and monitor risk in your projects. You'll learn how to set up and implement risk management processes, helping you to minimize uncertainty and achieve more consistent, predictable outcomes as a result. What You Will Learn You'll learn how to: Demonstrate to others how the risk management processes in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) apply to your project's environment, especially for high-risk projects Adapt these processes for a particular high-risk project team's operating principles Explain the importance of using risk management best practices at single and enterprise project levels Lead an initiative to implement risk management best practices in your project environment Foundation Concepts Risk-related definitions The risk management process High-risk projects and project failures Classical failures in implementing risk management Plan Risk Management Project risk management and governance Risk management planning for high-risk projects High-risk variations on a risk management plan Identify Risk Adapting the risk identification process for high-risk projects Recognizing risks spontaneously Confirming and structuring risk events for treatment Wrapping up risk identification for high-risk projects Perform Qualitative Risk Analysis Adapting qualitative risk analysis for high-risk projects Accelerating risk analysis Clearing risk action Wrapping up qualitative risk analysis for the next level Perform Quantitative Risk Analysis Adapting quantitative risk analysis for high-risk projects Ensuring effective risk analyses with data quality assessments Building a foundation for quantitative risk analysis Using discrete quantitative tools Using continuous quantitative tools Wrapping up quantitative risk analysis for high-risk projects Plan Risk Responses Adapting risk response planning for high-risk projects Optimizing active risk response strategies Leveraging contingencies for high project performance Wrapping up risk response planning for high-risk projects Implement Risk Responses Implementing Risk Responses Process Executing Risk Response Plans Tools and Techniques Best Practices Continuous Risk Management Monitor Risks Adapting risk monitoring for high-risk projects Optimizing risk plan maintenance Weaving risk reassessment into the project's progress Maintaining a continuous 'vigil' in high-risk project environments

Certified Associate in Project Management (CAPM)® Exam Prep: In-House Training: In-House Training This course gives you the knowledge you need to pass the exam and covers CAPM®-critical information on project management theory, principles, techniques, and methods Are you planning on taking the CAPM® examination? This course gives you the knowledge you need to pass the exam and covers CAPM®-critical information on project management theory, principles, techniques, and methods. You'll also have an opportunity for practical applications and time to review the kinds of questions you'll find in the CAPM® Exam. What you Will Learn Apply for the CAPM® Examination Develop a personal exam preparation plan Describe the structure, intent, and framework principles of the current edition of the PMBOK® Guide Explain the PMBOK® Guide Knowledge Areas, as well as their inter-relationships with the each other and the Process Groups Getting Started Program orientation The CAPM® certification process Certified Associate in Project Management (CAPM®) Examination Content Outline CAPM® eligibility requirements Code of Ethics and Professional Conduct Application options Foundation Concepts Skills and qualities of a project manager Project management terminology and definitions Relationship of project, program, portfolio, and operations management Project lifecycle approaches Project Integration Management Review Project Integration Management Knowledge Area Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Manage Project Knowledge Monitoring and Controlling Perform Integrated Change Control Close Project or Phase Project Stakeholder Management Review Project Stakeholder Management Knowledge Area Identify Stakeholders Plan Stakeholder Engagement Manage Stakeholder Engagement Monitor Stakeholder Engagement Project Scope Management Review Project Scope Management Knowledge Area Plan Scope Management Collect Requirements Define Scope Create WBS Validate Scope Control Scope Project Schedule Management Review Project Schedule Management Knowledge Area Plan Schedule Management Define Activities Sequence Activities Estimate Activity Durations Develop Schedule Control Schedule Project Cost Management Review Project Cost Management Knowledge Area Plan Cost Management Estimate Costs Determine Budget Control Schedule Project Resource Management Review Project Resource Management Knowledge Area Plan Resource Management Estimate Activity Resources Acquire Resources Develop Team Manage Team Control Resources Project Quality Management Review Project Quality Management Knowledge Area Plan Quality Management Manage Quality Control Quality Project Risk Management Review Project Risk Management Knowledge Area Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Implement Risk Responses Monitor Risks Project Communications Management Review Project Communications Management Knowledge Area Plan Communications Management Manage Communications Monitor Communications Project Procurement Management Review Project Procurement Management Knowledge Area Plan Procurement Management Conduct Procurements Control Procurements Summary and Next Steps Program Review Mock CAPM® Exam Getting Prepared for the CAPM® Exam After the CAPM® Exam

Introduction to Project Management (Virtual) This course provides practical insights into what is project management and how it is performed in a structured manner.You will learn how projects are selected, initiated, planned, executed, monitored and control, as well as closed, which could serve you ubiquitously. The goal of this course is to provide a minimally essential orientation to practical project management concepts, tools, and techniques. You will be provided with enough of these that can be applied from both a project manager and a key stakeholder perspective. Getting Started Introductions Course orientation Participants' expectations Foundation Concepts Key terms and concepts Organizational framework Leadership framework Originating and Initiating Originating projects Initiating projects Planning Planning overview Scope and quality planning Resources and risk planning Schedule and cost planning Project baselining Executing and Controlling Executing Monitoring and Controlling Closing Project closing overview Closing administratively Closing financially

Project Estimating and Scheduling: Virtual In-House Training Establishing realistic estimates and goals for projects that support business objectives and meet client expectations is one of the most challenging aspects of project planning. Delivering those results within the agreed-upon time, cost, and quality constraints is also challenging. Attempting to meet impossible deadlines with limited budgets often leads to unplanned product shortfalls, causing long-term support and utilization problems. We have all anguished about this recurring problem, but without having the skills or knowledge to take action, we are unable to break the cycle! The goal of this course is for you to be able to support business objectives and meet client expectations by selecting the right planning approach for realistic and cost effective schedules, as well as project budgets. To achieve that, you will focus on gaining the necessary knowledge, skills, and techniques. What You Will Learn At the end of this program, you will be able to: Use the work breakdown structure (WBS) as the basis for effective estimating of project resources Estimate effort and duration using a variety of techniques Develop preliminary schedules using the critical path method Apply a variety of optimization techniques to refine preliminary schedules Establish realistic schedule and cost baselines, with appropriate contingency reserves Explain how earned value management (EVM) contributes to control time and cost performance Foundation Concepts Project management basic definitions and concepts PES Key driver: competing constraints PES Process and success factors Project Definition and the WBS Project definition overview Work Breakdown Structure (WBS) Decomposition: WBS development technique Resource Planning Resource planning overview Identifying resource requirements Identifying and filling resource gaps Applying resource planning tools Effort and Duration Estimating Estimating overview Estimating perspectives and approaches Estimating techniques Effort and duration estimating best practices Project Scheduling Overview of project scheduling Dependencies and the project network diagram Critical path method (CPM) Optimizing the schedule Budget, Risk, and Contingency Planning Overview of budget, risk, and contingency planning Estimating costs Determining the budget Project risk management processes Planning contingency reserves Project Baseline and Control Overview of project baseline Negotiating and the project baseline Earned value management (EVM) Project variances and actions Project control

Innovation Project Management: Virtual In-House Training Companies need growth for survival. Companies cannot grow simply through cost reduction and reengineering efforts. This program describes the relationship that needs to be established between innovation, business strategy, and project management to turn a creative idea into a reality. We will explore the importance of identifying the components of an innovative culture, existing differences, challenges, and the new set of skills needed in innovation project management. Companies need growth for survival. Companies cannot grow simply through cost reduction and reengineering efforts. Innovation is needed and someone must manage these innovation projects. Over the past two decades, there has been a great deal of literature published on innovation and innovation management. Converting a creative idea into reality requires projects and some form of project management. Unfortunately, innovation projects, which are viewed as strategic projects, may not be able to be managed using the traditional project management philosophy we teach in our project management courses. There are different skill sets needed, different tools, and different life-cycle phases. Innovation varies from industry to industry and even companies within the same industry cannot come to an agreement on how innovation project management should work. This program describes the relationship that needs to be established between innovation, business strategy, and project management to turn a creative idea into a reality. We will explore the importance of identifying the components of an innovative culture, existing differences, challenges, and the new set of skills needed in innovation project management. What you Will Learn Explain the links needed to bridge innovation, project management, and business strategy Describe the different types of innovation and the form of project management each require Identify the differences between traditional and innovation project management, especially regarding governance, human resources management challenges, components of an innovative culture and competencies needed by innovation project managers Establish business value and the importance of new metrics for measuring and reporting business value Relate innovation to business models and the skills needed to contribute in the business model development Recognize the roadblocks affecting innovation project management and their cause to determine what actions can be taken Determine the success and failure criteria of an innovation project Foundation Concepts Understanding innovation Role of innovation in a company Differences between traditional (operational) and strategic projects Innovation management Differences between innovation and R&D Differing views of innovation Why innovation often struggles Linking Innovation Project Management to Business Strategy The business side of innovation project management The need for innovation targeting Getting close to the customers and their needs The need for line-of-sight to the strategic objectives The innovation enterprise environmental factors Tools for linking Internal Versus External (Co-creation) Innovation Open versus closed innovation Open innovation versus crowdsourcing Benefits of internal innovation Benefits of co-creation (external) innovation Selecting co-creation partners The focus of co-creation The issues with intellectual property Understanding co-creation values Understanding the importance of value-in-use Classification of Innovations and Innovation Projects Types of projects Types of innovations Competency-enhancing versus competency-destroying innovations Types of innovation novelty Public Sector of Innovation Comparing public and private sector project management Types of public service innovations Reasons for some public sector innovation failures An Introduction to Innovation Project Management Why traditional project management may not work The need for a knowledge management system Differences between traditional and innovation project management Issues with the 'one-size-fits-all' methodology Using end-to-end innovation project management Technology readiness levels (TRLs) Integrating Kanban principles into innovation project management Innovation and the Human Resources Management Challenge Obtaining resources Need for a talent pipeline Need for effective resource management practices Prioritizing resource utilization Using organizational slack Corporate Innovation Governance Types of innovation governance Business Impact Analysis (BIA) Innovation Project Portfolio Management Office (IPPMO) Using nondisclosure agreements, secrecy agreements, confidentiality agreements, and patents Adverse effects of governance decisions Innovation Cultures Characteristics of a culture for innovation Types of cultures Selecting the right people Linking innovation to rewards Impact of the organizational reward system Innovation Competencies Types of innovation leadership The need for active listening Design thinking Dealing with ambiguity, uncertainty, risks, crises, and human factors Value-Based Innovation Project Management Metrics Importance of innovation project management metrics Understanding value-driven project management Differences between benefits and value - and when to measure Traditional versus the investment life cycle Benefits harvesting Benefits and value sustainment Resistance to change Tangible and intangible innovation project management metrics Business Model Innovation Business model characteristics Impact of disruptive innovation Innovation Roadblocks Roadblocks and challenges facing project managers Ways to overcome the roadblocks Defining Innovation Success and Failure Categories for innovation success and failure Need for suitability and exit criteria Reasons for innovation project failure Predictions on the Future of Innovation Project Management The Six Pillars of changing times Some uses for the new value and benefits metrics