2403 Project Management Institute (PMI) courses

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

Project Management Foundation (PM Foundation™): On-Demand PM Foundation™ provides a comprehensive introduction to the fundamentals of project management based upon PMI®'s A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Dynamic and interactive, the course has an easy-to-use interface and includes a real-world video case study and exercises that run throughout the course to ensure increased retention of learning. Initiating Planning Executing Monitoring and Controlling Closing

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.

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.

Success = Value + People + Process With innovation happening more than ever, the new agile project economy requires more and more people across organisations to manage projects successfully, leading to many of us quietly slipping into the role of the unofficial project manager! The problem is very few people receive formal training on how to do it. Stakeholders, scope creep, limited training, and a lack of process all combine to raise the probability of project failure costing organisations time, money, and employee morale Is it any wonder 65% of all projects fail* each year! The good news is—unofficial project managers can build confidence to lead high-value projects and engage teams in a way that inspires them to volunteer their best efforts. Source: *Nieto-Rodriguez, A. (2021). “The Project Economy Has Arrived.” Harvard Business Review; Nov/Dec 21. Outcomes Project Management for the Unofficial Project Manager™ combines best practices from agile and waterfall project management to equip learners with the mindset, skillset, and toolset to engage and inspire team members. Success starts with the core agile principle of value—a project must deliver value to Noble! Once value is established, it is people who make projects successful through a consistent process. Project management isn’t just about managing logistics and hoping the project team is ready to play to win. The skills of “informal authority” are more important than ever before, so team members are inspired to contribute to project success! This course will help learners: Build strong informal authority that inspires project teams to consistently volunteer their best efforts. Utilise a consistent process to start and finish high-value projects on time and with quality. Influence and engage others to define a clear project scope, including clear deliverables and risk strategies. Model openness and agility to apply proactive change management and deliver high-value projects. Project Management Framework The Project Management Framework guides you through five distinct elements in the life of any project. Coupled with the foundational behaviours taught in the programme, this framework can help you deliver highly successful projects again and again. Who Should Attend? This programme is for anyone who finds themselves leading projects at work, regardless of whether or not their job title says, Project Manager! It is NOT a deep dive into project management processes, nor is it a qualification based programme. Whilst it would be helpful to either be involved in or to be leading a project, during the programme, this is clearly not essential. However, it is advisable that the participants have had some experience, whether as a project member or as the person who is leading the project (officially or not)! Project Management Institute (PMI) FranklinCovey is a member of the Project Management Institute (PMI) Authorised Training Partners (ATP) Programme and this course has been designed to satisfy the project management education requirement for PMI Certifications as well as Professional Development Education units (PDUs) needed by PMI credential holders.

Project Management Office The goal of this course is to equip the participant with the necessary knowledge and skills to establish, improve, and support a project management office (PMO) that is the catalyst for portfolio and delivery management excellence. This course addresses the complexities of both understanding and choosing the correct PMO framework from among several alternatives. Additionally, the typical PMO supporting elements: domains of work, maturity level, and performance metrics, are elaborated. These elements position a PMO to realize and sustain the business value anticipated by the organization. What You Will Learn At the end of this program, you will be able to: Define a PMO and articulate on its benefits to an organization Explain how a PMO facilitates organizational success Differentiate among the varied PMO frameworks Apply to a PMO framework, domains of work, metrics, and organizational maturity Describe the competency frameworks for management functions within a PMO Plan for and implement a PMO to ensure it is of business value Foundation Concepts Definitions and concepts PMO frameworks PMO domains PMO benefits PMO Frameworks Organizational unit PMO Project-specific PMO Project support or services PMO Center of excellence Enterprise PMO PMO Domains I Strategic planning Standards, methodologies, and processes Governance and performance management Organizational change management PMO Domains II Portfolio management Project and program delivery management Administrative support, knowledge, and talent management PMO Metrics and Maturity PMO metrics PMO maturity PMO maturity assessments PMO Implementation Originating and initiating a PMO Developing a PMO implementation plan Implementing a PMO

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