2100 Project Management Institute (PMI) courses in Portsmouth delivered Online

Reinventing Project Management Now! Projects are taking up a more and more prominent role within organizations and the economy as a whole. Simultaneously, the skill set demanded of project management professionals is changing, too. Recently, Gartner claimed that 80% of today's project management tasks will be eliminated by 2030 as Artificial Intelligence takes over. This statistic alone is an indicator that the project management profession will undergo profound changes in the next decade, if not earlier, and we should see this as a call for action to redefine the future of our profession. This session, founded upon some of the latest research conducted in collaboration with HBR, will explore the challenges that the project management profession is facing both from a methodological point of view, as well as the disruptions that are already impacting us, such as AI, robots, and blockchain. If we act now, project management will become one of the most sought-after competencies by organizations in the new world. Understand the disruption that the project management profession is about to face Learn new and simpler project management concepts that will help us become the profession of the future Understand the skills and competencies needed to be successful in the project economy This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs.

Creating the Most Value with Project Management Metrics This talk will provide guidance for participants who want to implement or improve the metrics they use for project management. The discussion will focus on important distinctions to keep in mind, including the key difference between a project which is tackling something brand new, vs. a project which is only execution oriented, as these will be best served by different types of metrics. It will also look at qualitative versus quantitative metrics and describe when to use which, present a formula for Project Management Effectiveness with the associated metrics, and explain the new ISO 56000 innovation management standard. Key Takeaways: A decision tree structure that shows how to think about project management metrics Project Leader Perspective vs. PMO Perspective Qualitative vs. Quantitative Metrics and the top ones to use The Project Management Effectiveness Formula Dashboards for the PMO The New ISO 56000 Innovation Management Standard

Agile PM vs. Waterfall PM (Virtual) The concept of Agile project management refers to the use of a number of tools and techniques that are based on enabling project teams to deliver products to a predetermined and agreed timeline. The concept of Waterfall project management refers to the use of a number of tools and techniques that are based on enabling project teams to deliver products to a pre-determined and agreed specification. The selection of the most appropriate project management method has, historically, been a choice of 'either/or' when it comes to these two approaches. It is now becoming clear that for many projects, the selection of a single project management method does not satisfy the professionalism of the project team nor does it optimize the return on investment for the sponsoring organization. A radically different approach is needed. This course presents an approach to project management which capitalizes on the most appropriate elements of each method tailored to the specific project being undertaken. In this course, the Waterfall approach will be based on the PRINCE2 model. Each method will be presented to highlight its particular strategy and strengths. The course will then propose project scenarios which will require the project team to use a hybrid method which brings together aspects of both methods. The overall goal of the course is threefold: · To introduce the Waterfall approach to product development. · To introduce the Agile approach to product development. · To explore how a combination of both approaches can bring added value to the sponsoring organization and their customers.

Strategic Initiative Project Management: Using Projects to Create Business Value The business side of projects has grown significantly. Project management is used on projects related to strategic planning, and project managers are reporting to the senior-most levels of management and even into corporate boardrooms. Traditional project management practices that have existed for decades may not be appropriate for strategic initiative projects. Project managers must learn how to use a new family of metrics capable of measuring business value, creativity and innovation. Executives that sit on project governance committees or are part of the Portfolio Project Management Office must understand how to use these new metrics to make informed decisions. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

Strategic Initiative Project Management: Using Projects to Create Business Value The business side of projects has grown significantly. Project management is used on projects related to strategic planning, and project managers are reporting to the senior-most levels of management and even into corporate boardrooms. Traditional project management practices that have existed for decades may not be appropriate for strategic initiative projects. Project managers must learn how to use a new family of metrics capable of measuring business value, creativity and innovation. Executives that sit on project governance committees or are part of the Portfolio Project Management Office must understand how to use these new metrics to make informed decisions. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

Let's Help Them to Help Themselves - Through Project Management This video illustrates the application of project management to a humanitarian program created to improve childhood conditions in one of the poorest countries in the world and teach children solidarity and respect for others. All of this is achieved through the diffusion of the PM methodologies, both in Congo and in Italy. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.

Project Management Practitioner Program - Project Integration Management: On-Demand Project Integration Management deals with key deliverables and processes designed to combine and coordinate information about the project. The deliverables produced here are used throughout the project as a guide to perform and controlling the entire project. This individual module shows how the Project Integration Management includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups, as described by PMBOK® Guide - Sixth Edition. What You Will Learn At the end of this program, you will be able to: Identify and explain key process interactions Recognize the need for seamless integration of project work between phases when using a multi-phase lifecycle and into ongoing operations in the organization Review Project Integration Management Knowledge Area Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Manage Project Knowledge Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase

Project Management Practitioner Program - Project Integration Management: On-Demand Project Integration Management deals with key deliverables and processes designed to combine and coordinate information about the project. The deliverables produced here are used throughout the project as a guide to perform and controlling the entire project. This individual module shows how the Project Integration Management includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups, as described by PMBOK® Guide - Sixth Edition. What You Will Learn At the end of this program, you will be able to: Identify and explain key process interactions Recognize the need for seamless integration of project work between phases when using a multi-phase lifecycle and into ongoing operations in the organization Review Project Integration Management Knowledge Area Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Manage Project Knowledge Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase

Risk Management for IT Projects: In-House Training IT projects may have direct bottom-line impact on the organization, cost millions of dollars, cause organizational change and change the way the organization is perceived by clients. Many IT projects are notoriously hard to predict and are filled with risk. IT Risk Management takes a comprehensive look at IT project risk management using PMI's PMBOK® Guide Risk Management Model in the context of IT Project Life Cycle phases. The goal of this course is to arm the practitioner with a rigorous, common-sense approach to addressing uncertainty in projects. This approach includes the ability to influence project outcomes, avoid many potential project risks, and be ready to calmly and efficiently respond to unavoidable challenges. What you will Learn You'll learn how to: Describe the risk management process, using the PMBOK® Guide's standard models and terminology Discuss the potential barriers to managing risk effectively in IT project organizations Develop an effective risk management plan for IT projects Identify project risks using IT-specific, practical tools Analyze individual risk events and overall project risk using IT-specific, practical approaches Plan effective responses to IT-specific risk based on the results of risk analysis and integrate risk responses into project schedules and cost estimates Manage and control risk throughout the IT project life cycle Implement selected elements of IT project risk management on your next project Foundation Concepts Basic concepts and purpose Risk and project constraints Risk and corporate cultures Risk management and IT PLC standards Plan Risk Management for IT Projects Plan Risk management process Plan Risk management activities Design a standard template Assess the project-specific needs Tailor the template Produce a project-specific risk management plan Gain consensus and submit as part of overall project plan A risk management plan of IT projects Identify Risks for IT Projects Identify risk process overview Risk categories and examples Risk identification tools Risk events by project life-cycle phases Perform Risk Analysis for IT Projects Perform qualitative risk analysis overview Core qualitative tools for IT projects Auxiliary qualitative tools for cost and schedule estimates When to use quantitative analysis for IT projects Plan Risk Response for IT Projects Plan risk response overview Active risk response strategies for IT projects (Threat and Opportunity) Acceptance and contingency reserves Contingency planning for IT projects Plan risk responses for IT projects Implement Risk Response for IT Projects Implement Risk Responses Executing Risk Response Plans Techniques and Tools Used Continuous Risk Management Monitor Risks for IT Projects Monitor risks overview Monitor risks tips for IT projects Technical performance measurement systems Risk management implementation for IT projects

An Insight Into Project Management This one-hour course serves as an introduction to project management. It defines the five project management process groups and relates each group to real-life work situations using a simple case study. This course will help novices and those about to become project team members understand basic project management processes and vocabulary. Using a practical case study to illustrate specific points, the content of this webinar is easy to follow and understand. Having an organized approach to structuring the remote and / or local team Increasing the communication and morale of distance teams working with business analysts Applying the techniques for both business analysts and the project managers to increase the chances of project and product success What You Will Learn At the end of this program, you will be able to: Describe fundamental concepts of project management Define the PMBOK® Guide knowledge areas Discuss the project management process groups Apply the process groups to a case study Project Management Overview Initiating Planning Executing Monitoring and Control Closing