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Course ID: 252562

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Project Scope and Time Management (PMBOK® Guide - Fifth Edition)

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Agenda

In order for projects to be successful, a project manager must use planning techniques that define project objectives in sufficient detail. Projects can quickly get out of control if the project plans aren't detailed. A project's work breakdown structure (WBS) provides the foundation for defining work as it relates to the project objectives and breaking it down to an adequate level of detail. The WBS also provides a structure for managing the work to completion. This course will highlight the importance of the WBS and how it relates to the overall success of a project. Through interactive learning strategies and real-life scenarios, the learner will explore these concepts and gain a better understanding of the project management processes related to creating and verifying a WBS. This course will cover the project inputs, tools and techniques, and outputs of the Create WBS process, the fourth process in the Project Scope Management Knowledge Area. This course will assist in preparing learners for the PMI® certification exam. This course is aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition, published by the Project Management Institute (PMI®), Inc., 2013. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.
  • recognize how to organize a work breakdown structure
  • identify the purposes for which a work breakdown structure is used in project management
  • identify the inputs used when creating a work breakdown structure (WBS)
  • order the steps of the decomposition process
  • identify the attributes of a usable WBS template
  • identify the factors that influence the first level of decomposition for a project
  • determine the degree of decomposition to apply to examples of projects
  • identify criteria for determining whether work packages are sufficiently decomposed
  • identify the roles that identifiers for work breakdown structure elements perform
  • identifying the work package characteristics that are confirmed during WBS verification
  • identify the purpose for having control points in a WBS
  • identify the sign that a work breakdown structure has been finalized
  • identify the components of the scope baseline
  • recognize the role of each component of a project's scope baseline
  • identify the role of the WBS dictionary in a project's scope baseline
Good scope management focuses on making sure that the scope is clearly communicated and well defined and that the project is carefully managed to limit unnecessary changes. Project scope management is concerned with ensuring that projects include and account for all the work needed to ensure the successful completion of a project. Successful project managers use project scope management throughout the life of a project to identify and control all aspects of the work involved. This course will highlight the importance of project scope management to project performance. Through interactive learning strategies and realistic scenarios, the learner will explore these concepts and gain a better understanding of the inputs to, the tools and techniques for, and the outputs of the Project Scope Management processes. This course covers all the activities related to planning scope management and developing a project scope statement. Specifically, learners will be introduced to the first three processes in the Project Scope Management Knowledge Area – Plan Scope Management, Collect Requirements, and Define Scope. Learners will be introduced to best practices outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition published by the Project Management Institute (PMI®). This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. This course will assist in preparing the learner for the PMI® certification exam. This course is aligned with the PMBOK® Guide - Fifth Edition, published by PMI®, Inc., 2013. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.
  • identify causes of scope creep
  • identify the definition of project scope
  • match the Project Scope Management processes with the corresponding Process Groups
  • identify inputs to the Plan Scope Management process
  • recognize examples of information found in the outputs of the Plan Scope Management process
  • identify key considerations about collecting project requirements
  • distinguish between the various tools and techniques used for collecting project requirements
  • recognize appropriate strategies for using group creativity techniques to establish project requirements
  • recognize examples of good project requirements
  • match outputs of the Collect Requirements process with their characteristics
  • identify how the tools and techniques for the Define Scope process are used to create the project scope statement
  • identify the inputs to the Define Scope process
  • match the components of a project scope statement with the role they play in managing a project
  • identify the purposes of the project scope statement
Properly defining and sequencing project activities allows a project manager to answer two basic scheduling questions – What activities are required to develop the end product? And how should the activities be sequenced for optimal results? The first step in developing a reliable project schedule is identifying project activities and their interrelationships. This course covers defining and sequencing project activities in the project management discipline, and introduces best practices outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, published by the Project Management Institute (PMI®). Specifically, learners will be provided with an overview of the Project Time Management Knowledge Area and the interrelation with the Process Groups. The course also explores project activities and activity attributes, and the method of developing network diagrams, including dependency determination and identifying leads and lags. This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work in their own organizations. This course will assist in preparing the learner for the PMI® certification exam. This course is aligned with the PMBOK® Guide – Fifth Edition, published by PMI®, Inc., 2013. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.
  • sequence the processes that make up the Project Time Management Knowledge Area
  • identify the role that a schedule plays in project management
  • identify the Process Group to which each Project Time Management process belongs
  • recognize the role of each of the tools and techniques that are used to plan schedule management
  • match the components of a schedule management plan with corresponding information
  • identify types of information required to perform the Define Activities process
  • recommend which Define Activities techniques to use for a given project
  • identify the tools and techniques of the Define Activities process
  • identify the roles that the outputs of the Define Activity process plays in other project management processes
  • recognize how the information from input documents is used in the creation of a project schedule network diagram
  • apply the process for creating a schedule network diagram to determine whether a given network diagram reflects a given list of activities and dependencies
  • identify a diagram that shows the appropriate dependency relationships for a given set of activities
  • recognize examples of project situations as creating either lead or lag in a project schedule
  • match types of precedence relationships with corresponding graphics
A project manager's key responsibility is to ensure that the project is carried out in a controlled manner, according to plan. However, a project can quickly spin out of control if changes to the product's scope are not detected and managed properly. Two processes in particular enable a project manager to do just that: the Validate Scope and Control Scope processes. They belong to the Project Scope Management Knowledge Area and play a key role by helping to monitor and control the boundaries of the project throughout the project life cycle. This course will cover the project inputs, tools and techniques, and outputs of the scope management processes that deal with validating scope and controlling changes to a project's scope baseline. Through interactive learning strategies and realistic scenarios, the learner will explore these concepts and gain a better understanding of the monitoring and controlling processes of the Project Scope Management Knowledge Area. This course will assist in preparing learners for the PMI® certification exam. This course is aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition, published by the Project Management Institute (PMI®), Inc., 2013. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.
  • identify the inputs to the Validate Scope process
  • identify the main activities that take place during the Validate Scope process
  • distinguish between the Validate Scope process and the Control Quality process
  • identify the outputs of the Validate Scope process
  • identify the purpose of the Control Scope process
  • recognize the role of each input to the Control Scope process
  • identify the details that would go into a change request, given a project scenario in which there is a scope change
  • recognize examples of outputs of the Control Scope process
Resources, such as people, materials, equipment, facilities, and money, are required throughout the entire project life cycle. Determining resource requirements is critical to successful project time and cost management. The ability to estimate the duration of each project activity is equally essential. It is not enough to know what needs to be done and what resources are required. A project manager must know how much time it will take to complete each activity. This course covers estimating activity resources and durations in the project management discipline and introduces best practices outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fifth Edition, published by the Project Management Institute (PMI®). Specifically, learners will be provided with an overview of establishing resource requirements, sources of activity duration information, and methods of estimating activity durations. Some of the duration estimating techniques taught in this course include analogous estimating, parametric estimating, and using three-point estimates. This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work in their own organizations. This course will assist in preparing the learner for the PMI® certification exam. This course is aligned with the PMBOK® Guide - Fifth Edition, published by PMI®, Inc., 2013. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.
  • identify the purpose of the Estimating Activity Resources process
  • recognize examples of the types of information required to estimate activity resources
  • match tools and techniques with examples of their uses in estimating activity resources
  • recognize the principles of using the bottom-up estimating technique
  • recognize the importance of including assumptions for activity resource estimates
  • identify an example of a resource breakdown structure
  • match inputs with descriptions of their uses in estimating activity durations
  • match the tools and techniques for estimating activity duration with examples
  • recognize examples of the outputs of the Estimating Activity Durations process
  • estimate activity durations using the parametric estimating technique for a given scenario
  • estimate the duration of a given activity using the three-point estimating technique
The project schedule is critical to project management. It contains the planned start and finish dates for project activities and milestones. It also confirms which activities are dependent on others, therefore enabling the project manager to prioritize the order in which activities are to be completed. Developing the project schedule is an ongoing process throughout the project lifecycle, as there are many factors that can either accelerate or delay deliverables in a project. It is essential in successful project management to be able to quickly identify possible impacts, evaluate the effect on all project activities, and adjust the project activities as required to minimize risk. This course covers developing and controlling the project schedule in the project management discipline, and introduces best practices outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, published by the Project Management Institute (PMI®). Specifically, learners will learn how to analyze activity sequences, durations, and resource and schedule constraints to create the project schedule. Learners will also calculate the critical path using a forward and backward pass, calculate the float, and calculate the critical chain in order to monitor progress and make changes to the project schedule as required. This course provides a foundational knowledge base reflecting the most up-to-date project management information. It will enable learners to effectively put principles to work in their own organizations, and assist in preparing them for the PMI® certification exam. This course is aligned with the PMBOK® Guide – Fifth Edition, published by PMI®, Inc., 2013. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI®.
  • match the inputs to developing a project schedule with the reasons they are needed for creating a project schedule
  • match schedule network analysis techniques with their characteristics
  • apply the critical path method in a given scenario
  • recognize different types of project schedules and the purposes for each type
  • recognize examples of the various outputs of the Develop Schedule process
  • identify information and documents that are required to control the project schedule
  • match schedule control tools and techniques with uses
  • recognize examples of the outputs of the Control Schedule process
  • calculate schedule variance for the given project information
  • determine if a project is on schedule by calculating the schedule performance index

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