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(Click Category to List Courses)
51 - LONG - Long-Term Programs
LONG 515 - Project Management Skills (26 Weeks)
Course Description
A Project Management course enables project managers and management team to be ready to meet the complex demands of projects across the globe. This course provides a general introduction to project management, ranging from the project planning process, setting up project aims and objectives and budgeting to adoption and structure. It uses a variety of useful strategic project planning tools, including Marketing analysis and management. It also examines the role of project manager and project team
Note: "The minimum number of participants to conduct this course is 3 person"
Course Objectives
- Understand basic project management terminology, methodology and the role of project manager;
- Understand the fundamentals of management information systems
- Appreciate why projects fail and how failure can be avoided;
- Appreciate the effect of project management on third parties;
- Understand how to produce a project plan with effective budgeting;
- Understand the strategic management
Who Should Attend?
- Managers
- Supervisors
- Executives
- Officers
- Anyone who is or will be involved in management
Course Details/Schedule
Week 1
Management Skills
- Best practices of contemporary management
- Setting the Stage for Great Management
- Identifying stakeholder needs
- Applying a Model for Management Excellence
- Managing with Emotional Intelligence (EI)
- Applying emotional intelligence day to day
- Motivating Individuals for Performance
- Matching motivators to individual expectations
- The Art of Delegation
- Getting the job done: task and process
- Achieving Goals through People
- Amplifying individual contributions through synergistic teamwork
- Helping your team work more productively
- A Proactive Approach to Managing Performance
- Effectively managing workplace disruption
- The Power of Vision
Week 2
Budget and Financial Management
- Identifying and examining strategy
- Business trends
- Mergers and acquisitions
- Aggressive asset management
- Outsourcing
- Legislative and regulatory scrutiny
- Balanced scorecard
- Managing Stakeholder Expectations
- Identify and analyze stakeholders
- Getting buy-in
- The Basics of Finance
- Financial basics
- Accounting
- Costs, profits and profitability
- Financial statements
- Balance sheets
- Income statements
- Cash flow statements
- Budgeting Skills
- Budgeting basics
- Budget cycles
- Budgeting processes: planning, approving, managing and reporting
- Budget elements
- Gather and categorize
- Prioritize
- Develop initial estimates
- Compile and total estimates
- Perform tradeoffs
- Finalize initial budget for approval
- Presenting a Budget for Approval
- Communicating budgets to decision makers
- Negotiating for resources
- Managing and Reporting Budget and Financial Results
- Monitoring performance
- Variances
- Earned value technique
- Taking corrective action
- Budget reporting
- Closing out budgets
- Revenue recognition
Week 3
Marketing Management
- Introduction to Marketing
- Preparation for Placement
- Marketing Simulation
- Marketing Research
- Consumer Behaviour
- Routes to Market
- Work Based Learning
- Marketing In The Supply Chain
- Advertising
- Digital Marketing
- Data Analysis for Management
- Management and Consulting Practice and Critique
- Work Based Learning
- Strategic Marketing
- The Management of Marketing
- Advanced Topics in Consumer Behaviour
- Marketing Learning Community - Final year
- Business-to-Business Marketing
- Work Based Learning
- Brand Strategy
Week 4
Management Information Systems
- What information do I need to run my part of the organisation?
- Management Information Systems support business strategy and planning?
- Where can I find financial and operational information in my organisation?
- How do the existing information systems support my efficiency and effectiveness?
- What are my highest priority information requirements?`
- How can I assess the quality of the information available to me?
- What is the rôle of Enterprise Resource Planning systems?
- What are decision-support systems?
- How do I match the level of detail to operational requirements of the user?
- What basic analysis tools are available to convert raw data into information?
- How do I prevent the system from becoming resource intensive?
- How can the information system work effectively across functional areas?
- What are the HR issues involved in developing the MIS.
Week 5
Project Management
- Definition of a project
- Introduction to Project Management
- Definition of project management
- Project constraints
- Project life cycle
- Project management process groups
- Roles and responsibilities of the project manager
- Project manager skills
- Project Initiation
- Stakeholder identification
- Influences on a project
- Understanding the roles of senior management
- Project charter
- Needs assessment
- SMART objectives
- Requirements and specifications
- Functional and technical requirements
- Requirements documents
- Project requirements document
- Project Planning
- Core team
- Scope management
- The work breakdown structure (WBS)
- Estimating practices
- Estimating techniques
- Schedule planning
- Scheduling tools (network diagram, Gantt chart, milestones chart)
- Forward pass, backward pass, total float and critical path
- Cumulative cost curve
- Resource planning and tools (responsibility matrix, resource Gantt chart)
- Risk management planning
- Other planning processes: quality, communication, and procurement
- Elements of a project management plan
- Project baselines
- Project Execution and Control
- Assessing project performance
- Monitoring project performance
- Project evaluation
- Managing change
- Configuration management
- Managing risk
- Project teams
- Scope verification and customer acceptance
- Stakeholder expectations
- Project Closeout
- Guidelines for project closeout
- Procurement and project or phase closure
- Lessons learned
Week 6
Strategic Management
- How organisations use strategic management
- The principles of strategic management, including:
- Strategic management theories and processes
- How to apply Porters Five Forces Model and use it for business analysis
- Potential strategic positions for organisations
- Scanning, monitoring and analysing industries and markets for signs of strategic shift
- Competitive strategic management strategies, including:
- The bargaining power of buyers and suppliers
- Competitor analysis
- Management errors, including:
- Management biases, commitment errors, and reasoning errors
- How to improve strategic decision making
Week 7
Week 8
Week 9
Week 10
Week 11
Week 12
Week 13
Week 14
Week 15
Week 16
Week 17
Week 18
Week 19
Week 20
Week 21
Week 22
Week 23
Week 24
Week 25
Week 26


text:
Baseball Hall gets no new members; Schilling 16 votes shy
Like many baseball writers, C. Trent Rosecrans viewed the Hall of Fame vote as a labor of love. Schilling, a right-handed ace who won three World Series titles, finished 16 votes short of the 75% threshold necessary for enshrinement. Schilling, Clemens and Bonds will be joined on next year's ballot by sluggers Alex Rodriguez and David Ortiz. Schilling wrote on Facebook that he would like the veterans committee to review his Hall case. "I'll defer to the veterans committee and men whose opinions actually matter and who are in a position to actually judge a player," Schilling wrote.

subset: commoncrawl


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Software Details
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