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Project Management according to PMBOK® Guide
Przeznaczenie szkolenia
The training is addressed to not very and medium-advanced participants acting as; project managers, project manager assistants, project team members, as well as other people interested in project management issues.
Korzyści wynikające z ukończenia szkolenia
Teaches project management in accordance with the "ProjectManagement Body of Knowledge Guide". It can also be the first step to obtaining PMP® certification. It is conducted with activating methods (a series of practical exercises based on the actual case). The exercise cycle is supported by the lecture of the PMBOK® Guide standard.
Note: it is not a lecture on the theory of PMBOK®Guide, but a practical management learning based on the selection of techniques contained in the PMBOK® Guide.
Oczekiwane przygotowanie słuchaczy
Basic knowledge on the implementation and management of projects is required. Participation in the project and your own design experience will be an important help.
Contact hours / PDU
Participants receive 18 contact hours
(Contact hours are units required to obtain Project Management Professional (PMP) ® certificates.)
Język szkolenia
-
Training: Polish
-
Materials: Polish
Training: Polish
Materials: Polish
AGENDA SZKOLENIA
- Introduction to project management acc. to PMBOK® Guide
- PMI and PMBOK® Guide
- What is a project and what makes it special?
- Why project management?
- Variables (constraints) of the project – time, cost, quality, risk, resources
- Project success from different perspectives
- Business value and benefits of the project
- Value delivery system
- Project as element of value delivery system
- Program and portfolio
- Project management office (PMO)- main functions and benefits
- Project environment – internal and external
- Principles of project management acc. to PMBOK® Guide
- Stakeholders
- Who are project stakeholders?
- Stakeholder engagement management
- Stakeholder identification and analysis
- Power interest grid
- Stakeholder engagement good practices
- Model ADKAR®
- 8 steps of change management acc. to Kotter
- Team
- Project team and project management team
- Project manager
- Project manager competencies
- Effective project sponsor
- Collaborating between project manager and sponsor – good practices
- Basic team management tools – RACI matrix, team charter
- Creation and development of project team
- Motivation and collaboration in the team – Maslow pyramid, Herzberg theory , XYZ model, internal motivation arc. to Pink
- Team conflicts and solutions to them
- Tailoring the project and approach method selection
- Tailoring – what is, why to do it and how?
- Tailoring process
- Delivery approaches – predictive, hybrid and adaptive – when to use which?
- How to select and tailor right approach to project management?
- Project initiation
- Project charter
- Initiation artifacts – vision declaration, business model canvas, roadmap
- Effective kick-off meeting
- Initialization vs planning – goals and differences
- Project planning
- Roller wave planning as key planning technique in projects
- Project management plan and its role
- Acquiring, definition and prioritisation of requirements (MoSCoW technique)
- Scope definition and creation of work breakdown structure (WBS) – good practices
- Task duration estimation methods
- Creation of network diagrams
- Critical path method
- Schedule creation – good practices
- Resources balancing
- Schedule optimalization (crashing, fast-tracking)
- Estimation errors, buffer allocation reasons
- Project cost estimation
- Base plan and project budget – good practices
- Budget reserves – how to estimate and how to manage
- Communication planning
- Communication model – duties of sender and receiver, communication noise
- Communication errors
- Project works
- Work delegation - good practices of effective delegation?
- Project meeting – good practices
- Change and issue management – integrated change control
- Scope creep – symptoms, reasons, avoidance methods
- Project knowledge management
- Delivery
- Quality acc. To PMI
- Quality planning
- Quality cost
- Cause and effect diagram
- Measures
- What to monitor and control?
- Project progress reports – good practice
- Earned Value method -
- Usage of EVM method to monitor progress of the project
- uncertainty
- Risk and risk management – definition and concept
- Determination of risk management approach in project
- Risk categories, creation of risk breakdown structure
- Risk identification – good practices
- Risk qualitative analysis – estimation of probability and impact
- Risk quantitative analysis. EV method
- Risk response planning and introducing actions. Strategy categories for opportunities and threats
- Risk monitoring, risk register updating
- Risk management – common mistakes
- Project closing
- Final product acceptation
- Project summary – good practices of project review
- Project final report
- Lessons learned session and retrospective.
- PMI and PMBOK® Guide
- What is a project and what makes it special?
- Why project management?
- Variables (constraints) of the project – time, cost, quality, risk, resources
- Project success from different perspectives
- Business value and benefits of the project
- Project as element of value delivery system
- Program and portfolio
- Project management office (PMO)- main functions and benefits
- Project environment – internal and external
- Who are project stakeholders?
- Stakeholder engagement management
- Stakeholder identification and analysis
- Power interest grid
- Stakeholder engagement good practices
- Model ADKAR®
- 8 steps of change management acc. to Kotter
- Project team and project management team
- Project manager
- Project manager competencies
- Effective project sponsor
- Collaborating between project manager and sponsor – good practices
- Basic team management tools – RACI matrix, team charter
- Creation and development of project team
- Motivation and collaboration in the team – Maslow pyramid, Herzberg theory , XYZ model, internal motivation arc. to Pink
- Team conflicts and solutions to them
- Tailoring – what is, why to do it and how?
- Tailoring process
- Delivery approaches – predictive, hybrid and adaptive – when to use which?
- How to select and tailor right approach to project management?
- Project initiation
- Project charter
- Initiation artifacts – vision declaration, business model canvas, roadmap
- Effective kick-off meeting
- Initialization vs planning – goals and differences
- Roller wave planning as key planning technique in projects
- Project management plan and its role
- Acquiring, definition and prioritisation of requirements (MoSCoW technique)
- Scope definition and creation of work breakdown structure (WBS) – good practices
- Task duration estimation methods
- Creation of network diagrams
- Critical path method
- Schedule creation – good practices
- Resources balancing
- Schedule optimalization (crashing, fast-tracking)
- Estimation errors, buffer allocation reasons
- Project cost estimation
- Base plan and project budget – good practices
- Budget reserves – how to estimate and how to manage
- Communication planning
- Communication model – duties of sender and receiver, communication noise
- Communication errors
- Work delegation - good practices of effective delegation?
- Project meeting – good practices
- Change and issue management – integrated change control
- Scope creep – symptoms, reasons, avoidance methods
- Project knowledge management
- Quality acc. To PMI
- Quality planning
- Quality cost
- Cause and effect diagram
- What to monitor and control?
- Project progress reports – good practice
- Earned Value method -
- Usage of EVM method to monitor progress of the project
- Risk and risk management – definition and concept
- Determination of risk management approach in project
- Risk categories, creation of risk breakdown structure
- Risk identification – good practices
- Risk qualitative analysis – estimation of probability and impact
- Risk quantitative analysis. EV method
- Risk response planning and introducing actions. Strategy categories for opportunities and threats
- Risk monitoring, risk register updating
- Risk management – common mistakes
- Final product acceptation
- Project summary – good practices of project review
- Project final report
- Lessons learned session and retrospective.
Kod szkolenia
ZP-PMIen / ENG DL 3d
Pobierz PDF
FORMULARZ KONTAKTOWY
Project Management according to PMBOK® Guide
(ZP-PMIen
/ ENG DL 3d)
Cena netto
2200.00 PLN
+ vat
(2706 PLN
brutto 1. os.
)
Czas trwania:
3
dni (ilość godzin:
21)
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