Courses
Formerly known as SYS110 Project Management Fundamentals. Managing a project is a performance issue based on knowledge. This seminar introduces a knowledge set and a way to put the knowledge into practice. Each knowledge piece is mastered through a series of exercises, and practiced using a descriptive technique. One system of thought is provided along with three models to assess a project and a project leader's potential performance. These models are: 1. a cognitive preferences model, 2. a context-synthesis model, and 3. a parametric model. The last of these models reveals varying approaches for managing projects in order to achieve the desired outcome. You will learn how to read an organization, a project, a team, and team members revealing possibilities for actions. Topics will include enterprise organizational solution discovery, project leadership, team formation, and motivational approaches. Multiple ways at solving the overall project problem are provided, tied into practical research, and applied to real situations. Specific issues such as project authority, leadership people skills, and stakeholder communication strategies will also be covered. Project management is a practice that requires integration of a great deal of knowledge. However, project management is not just about knowledge, but also about what you can do with it. This seminar provides models and ways to understand current and new project management knowledge in order to be able to take appropriate action. The frameworks provide insight into what is important for project managers, and provide a way to achieve mastery of the activities that can lead to the success of a project.
Students will earn 18 PDU's toward their PMP® Certification or renewal. CAIT is a Registered Education Provider (R.E.P.) of PMI®. CAIT's R.E.P. Provider ID is 2692.
"PMP", "PMI", and the Registered Education Provider logo are marks of Project Management Institute, Inc.
This course is for project managers, supervisors, and team members. A framework that recognizes project management tools and systems work as separate entities in a systems development effort is assumed.
There are no prerequisites for this course.
- Know the six basics of a project and their implications
- Know and use three frameworks for effective project management performance
- Read the context of the project and make adjustments accordingly
- Identify personal preferences for managing projects
- Know various forms of project authority and when to apply them
- Manage a project contingent upon its overall objective
- Classify the kind of problem the project is designated to solve
- Assess and apply organizational styles and team styles to projects
- Know the process of project planning
- Construct a project plan including scheduling
- Know and understand three strategies for controlling projects
- Project management fundamentals and their importance for achieving success
- The state of affairs in system and project management
- The six basics tied to what actually happens
- Application of basics to standard project images
- Identifying project managers' primary activities
- Three frameworks that apply to all projects and how to use them
- Preferences and specialization for thinking
- Context-synthesis framework and knowing the project's place
- Parametric analysis as a way to understand and reveal interaction affects on projects
- Establishing leadership authority on a project
- Six kinds of authority
- Authority and organizational context
- Context-synthesis understanding of a project
- Three enterprise-wide contextual considerations
- The organizational style of departmental work
- Team organizational approaches
- Metaphors for holistic thinking about project context
- Applying the contingency approach
- Assessing overall project metrics
- Using metrics for risk assessment
- Aligning project management activities to types of projects
- Project planning
- Overall process of project planning
- The Work Breakdown Structure (WBS)
- Techniques of scheduling
- Reporting using the Gantt chart
- Resource assignments
- Project control
- Plans vs. actuals
- Changes and change control
- Mythical person-month
- Managerial insight into variance reporting
- Leadership
- Identify leadership approaches
- Jungian-based leadership
- The situational leadership model
- Dimensional model of leadership
- Power, authority, and personal causation
- Motivational Approaches
- Technical and non-technical project leadership through motivation
- Maturity of life position
- Factor based approach
- Learned motivation
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