Corporate course Project Management Deep Dive

Corporate training “Project Management Deep Dive”

Corporate course “Project Management Deep Dive” is an in-depth 5-day course for project managers.

Project Management Deep Dive is one of the best ways to systematise your knowledge on project management. This course is suitable for the companies who have already got their own culture of project management and it needs to be in compliance with the classical methodology and world practices.

Such a preparation requires profound project management experience, fundamental knowledge and comprehension of the main project management tools. Hence. The course is accounted for the specialists with vast experience, and it is developed with a wide range of practical tasks and a thorough approach to looking into case studies.

Our trainers are experts who put their knowledge into practice, thus, all the knowledge students receive is applicable in real life straight after the training.

Each and every module is developed taking into consideration Waterfall and Agile approaches, so that you could manage any project and/or product. Also the best facilitating tools are included in the course making it possible for you to operate your business remotely. The program is built on the basis of PMBOK PMBOK (Project Management Body of Knowledge), Scrum Guide 2020, best world practice, PMO of the world leading companies, and practical knowledge of our trainers.

The program was being created on real case studies and tasks making it a very dynamic and easy-to-follow one. It is not about boring theory. Every lesson is only 30% of theory and 70% practice.

The course will enable the participants to:

to implement the best project management practices and tools;
to bring order to their projects if there is any level of chaos;
to build the processes which work and are efficient;
to use the common global language of project management;
to get ready upon their request to pass CAPM®, PMP®, PMI-ACP® tests.

We recommend Project Management Deep Dive course for:

managers of all levels;
Agile Transformation Agents and Leaders;
Project Managers, Program Managers, Scrum Masters, Tech/Team Leads who have some practical experience, but who need to systematize their knowledge;
the specialists of all the levels whose target is to develop company processes;
anyone who wants to get ready to pass their CAPM®, PMP®, PMI-ACP® tests.

Examples of the course programme

(can be customised upon customer’s request)

1. Foundational Elements:

the main project management terminology and notions;
project management trends;
PMBOK and its key components;
modern standards and methodologies in project management;
Waterfall/Agile project triangle;
Project management processes, product management processes, Waterfall/Agile process maps;
3-level project management model and which Waterfall/Agile methodologies used at what level;
the influence of the internal and external organisational environment on the project activity;
the types of organisational structures with the functions of Waterfall/ Agile management;
phases of a project, project/product lifecycle;
factors influencing a project;
project documentation;
Tailoring. Choosing between the methodologies: Waterfall, Agile, Hybrid;
Project management office (PMO);
PMIS – programme products for project management.

2. Scope Management:

Scope Management processes, entrances, exits, tools;
collecting project requirements, Scope of works (SOW);
methods of requirement prioritisations;
requirement visualisation for the team and the management;
management of requirements stability;
requirements management plan, Requirements list, Backlog;
metrics of a product, estimation of its value;
requirements Traceability Matrix;
Project Scope Statement (PSS);
Criteria of accepting a project/product;
Work Breakdown Structure – a tool to decompose a project/product;
validating and controlling the content of a project.

3. Schedule Management:

Schedule Management processes, entrances, exits, tools;
Methods of schedule developing (Rolling wave, Decomposition, On-demand);
Identifying links and dependencies, the level of task/packages coherence;
how to include Enterprise Environment Factors (EEF), Organizational Process Assets (OPA) while planning a schedule;
schedule models;
control thresholds;
the rules of measuring performance SV, SPI, % of completion;
schedule visualization;
Precedence Diagramming Method, types of dependencies on a project;
Gantt chart, Milestone list, leads & lags;
Project Schedule Network Diagram;
evaluation methods for the duration of operations: analogue, parametric, three-point, upstream, analysis of reserves, analysis of alternatives;
project planning: analysis of network diagram, critical path method, schedule compression, data analysis “what if”, Monte Carlo analysis, resource optimization, outrunning and delay, release planning;
metrics and schedule control.

4. Cost Management:

Cost Management processes, entrances, exits, tools;
Investment management – Payback Period, ROI, IRR, PV, NPV, Cash flow, CAPEX, OPEX;
types of cost;
methods of estimating the cost of operation: analogue, parametric, three-point, upstream, analysis of reserves, analysis of alternatives, cost of quality, cost of delay, precision of estimation: Rough Order of Magnitude, Order Of Magnitude, Budget, Definitive;
project planning and management, Cost Baseline, EVM (Earned value management), estimate at completion (EAC) forecasts;
cost metrics – – Actual Cost (AC), EV (Earned Value), PV (Planned Value), CPI (Cost Performance Index), SPI (Schedule Performance Index), CV (Cost Variance), SV (Schedule Variance);
budget analysis techniques of a project: Earned value analysis (EVA), Variance analysis, Trend analysis, Reserve analysis;
forecast of the budget of a project: EAC (Estimate At Completion), ETC (Estimate to Complete), TCPI (To-complete Performance Index).

5. Quality Management:

Quality Management processes, entrances, exits, tools, interconnections;
terminology and concepts of Quality Management;
strategies and practices of quality management in Waterfall/Agile projects;
quality metrics, Standard Deviation, Normal Distribution, 6 Sigma, Work Performance Information (WPI), Customer satisfaction;
Quality planning: Benchmarking, Cost/benefit analysis, Cost of quality (prevention costs, appraisal costs, failure costs), Multi-criteria analysis;
Quality management: Root cause analysis (RCA), analysis of processes, quality audit, Design for X (DIX), other methods of problem identification which lead to poor quality;
PDCA Deming cycle;
Visualization of the reasons for quality decrease: Ishikawa, Fishbone diagram, Affinity diagram, Pareto diagram, Flowcharts, Mind mapping, Root cause tree, SIPOC Model, Scatter diagram;
Quality control: Check lists, Check sheets control limits, Questionnaires and surveys, Statistical sampling, inspections/audits, retrospectives.

6. Resource Management:

resource management processes, entrances, exits;
key concepts and trends in resource management;
organisational structures of enterprises, Organizational Breakdown Structure (OBS), Resource Breakdown Structure (RBS);
resource management tools: Resource management plan, Assignment (RACI) Matrix, Team charter;
roles of the participants of a project team and their levels of responsibilities;
resource management theories: : Maslow hierarchy of needs, Herzberg’s Motivation-Hygiene Theory, McGregor’s X / Y Theory, Expectancy theory;
tools for estimating the demand of resources, basis of estimation;
selection of project resources: multi-criteria decision analysis, Interpersonal and team skills analysis, Virtual team forming;
team development: Tuckman model, team roles;
team performance rate;
tools for conflict management and for problem solving in teams.

7. Communications Management:

Communication Management processes, entrances, exits;
main concepts, forms of communication on a project;
the rules of written communication;
the rules of spoken communication, necessary skills of effective communication;
communication tools: active listening, presentation, facilitation, negotiation;
Communication Management Plan;
rules for effective meetings
cross cultural communication.

8. Risk Management:

Risk Management processes, entrances, exits;
risk management terminology and concepts;
risk management planning: Risk Breakdown Structure, Probability and impact matrix, Risk register, Stakeholder risk appetite;
risk identification: influence factors, tools for risk identification: SWOT analysis, interview, Delphi method, Checklists, Root cause analysis, Assumption and constraint analysis, Prompt lists;
qualitative and quantitative project risk analysis: additional parameters of risk description, Risk probability and impact assessment, Risk Data Quality Assessment, Hierarchical charts, Simulation, Sensitivity analysis;
planning/ implementation of responding to risks: strategies of risk response, alternative analysis, Decision tree analysis, Ishikawa diagram;
Risk monitoring and visualization: Risk Breakdown Structure, Reserve analysis.

9. Procurement Management:

Procurement Management processes, entrances, exits;
Preparation of tender documentation: Procurement statement of work (SOW), Terms of reference (TOR), Request for quotation (RFQ), Request for information (RFI);
types of contracts, terms and conditions of use, pros and cons, risks: Firm fixed price (FFP), Fixed price incentive fee (FPIF), Fixed price with economic price adjustments (FPEPA), Cost plus fixed fee (CPFF), Cost plus incentive fee (CPIF), Cost plus award fee (CPAF), Time and material contracts (T&M);
approaches to the analysis and choice of suppliers: Least cost, Qualifications only, Quality-based/highest technical proposal score, Quality and cost-based, Sole source, Fixed budget;
techniques and tools for working with suppliers, for controlling the fulfilment of conditions, negotiation strategies.

10. Stakeholders Management:

Stakeholders Management, entrances, exits;
Identifying stakeholders: roles, interests, level of knowledge, expectations and impact level;
data analysis: power/interest grid, power/influence grid или impact/influence grid, Stakeholder cube, Salience model;
Stakeholders management: Mind mapping, Stakeholder engagement assessment matrix, level of engagement management;
Project visualization results for stakeholders, the rules of a successful presentation;
Stakeholders’ engagement/satisfaction monitoring

11. Specifics of managing Agile projects :

values and principles of Agile;
iterative and incremental methodologies, their peculiarities, roles, artefacts, ceremonies;
PDLC product development and lifecycle;
Agile processes, entrances and exits;
Project Vision;
Product Vision, Elevator Pitch, User Persona;
Team Charter / Manifesto;
tools for collecting product requirements, Minimum viable product (MVP), Backlog;
Product Road Map, planning in Agile projects;
prioritisation techniques for product requirements: MoSCoW, Kano analysis, Top-tasks analysis, Cost of delay, Dot voting;
product description in Story Mapping;
Agile metrics: Velocity, Burndown chart, Cumulative Flow Diagram (CFD), S-curve, Wait time, Kanban board, WSJF (Weighted Shortest Job First);
tools for planning a release/ a sprint;
User Stories preparation. INVEST method. Evaluation of User Stories, Story Points;
estimation of cost/duration of tasks, identification of dependencies;
peculiarities of Change Management in Agile;
Agile contracts: Capped Time and Materials, Target Cost, Incremental Delivery;
Daily Standup, Retrospective, Demo – aims, rules of conduct, Tools for team facilitating and evaluation.