Project Management Series - Introduction to Project Management Training - OnDemand Learning

Martin VanDerSchouw
List Price: $495.00
Sale Price: $295.00
Item Number: LGD-PM101
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Media Content*
LookingGlass - Introduction to Project Management CBT Training
Package Includes:
  • 12 Months Online Access, Featuring OnDemand Instructor-Led Classroom Sessions with Full Audio and Video Lectures
  • Software Video Demonstrations
  • Self-Assessment Module Review Quizzes
  • Printable Courseware
  • Certificate of Completion
  • Free 1 Year Upgrade Policy
  • Mobile Access via iPhones and iPads

Martin VanDerSchouw - Project Management Professional (PMP)®
Martin VanDerSchouw, PMP® currently serves as President & CEO of LookingGlass Development, LLC., a premier provider of project management tools, training, and consulting. He served 3 years on Project Management Institute's International Board of Directors as well as PMI®'s Chair of Performance Oversight, Chair of External Relations and Involvement Committee, and as Secretary Treasurer. Martin was named in the Top 40 under 40 by the Denver Business Journal and was named PMI®'s 2004 International Business Leader of the Year. Additionally, he regularly makes more than 50 presentations per year to groups in the areas of leadership, performance management, and program/project management. He is currently the Colorado State Commissioner for Information Management governing all IT projects over $500,000.

Course Features:

Outline TXT
Course Introduction
Course Introduction
Section 01 - Introduction & Overview
Introduction & Overview
Course Expectations
Project Management Field
Exercise Introduction
What Knowledge Do You Need?
What Is Project Management All About?
So How Does An Organization Attain Predictable Results?
The Division of Skills
Pretest Introduction
Section 02 - Teams & Leadership
Teams & Leadership
Janssen's Model for Reactions to Change
Personality Profile - 4 Approaches
Conceptual Approach
Spontaneous Approach
Normative Approach
Methodical Approach
Team Dimensions Roles
Creator Role
Advancer Role
Refiner Role
Executor Role
Project Manager Role
Team Z-Process
The P.E.P. Cycle
Track and Field
Five Reasons for Balancing Your Project Team
The Five Dysfunctions of a Team
Absence of Trust
Fear of Conflict
The Changing View of Conflict
The Five (5) Conflict Resolution Modes
Fear of Conflict Cont.
Lack of Commitment
Avoidance of Accountability
Inattention to Results
5 Dysfunctions of a Team Exercise Introduction
Section 03 - Project Communication
Project Communication
Why Is Communication Important?
With Whom Do We Communicate?
Channels of Communication
Where Do We Get Understanding?
Hallway Conversations & Lunches
Basic Meeting Rules
The Communications Plan
The Use of Collaboration Tools
Challenger Conclusion
Damage Index
Damage to Temperature Correlation
Temperature Chart
How would you do the presentation differently?
Section 04 - Stakeholder Management
Stakeholder Management
Who is a Stakeholder?
Steps in Stakeholder Management
Stakeholder Super Groups
The People Who Oppose Your Project
Stakeholder Prioritizations
Section 05 - The Basics of Project Management
The Basics of Project Management
There are no absolutes, just generally accepted practices
What is Project Management?
The Triangle
Project Boundaries
PMBOK Guide Knowledge Areas
Every Project Should Have
The Basic Planning Steps
The Major Project Documents
The Project Charter
The Statement of Work
The Project Management Plan
The Project Data Sheet (PDS)
The Reporting Information Flow
Section 06 - Scope and Requirements
Scope and Requirements
The Importance of Scope & Requirements Definition
The PMI Scope Management Framework
Real World Best Practice
Scope Definition
The Work Breakdown Structure (WBS)
What the WBS Is
Example of WBS
What a WBS is NOT
Components of the WBS
Code of Accounts
WBS Dictionary
Managing Change
What’s wrong with this WBS?
Answer Four Key Questions
The Fourth Question…
Why use a WBS?
Introduction to Displayed Thinking
In Scope/Out Of Scope
What is a "Requirement"?
Getting Quality Requirements
The Use Case
Detailed Use Cases
Section 07 - Developmental Methodologies
Developmental Methodologies
Project Management & Development Methodologies
Three Major Types
Keys to the Waterfall Model
The Basic Waterfall Model
Keys to the Waterfall Model Cont.
Waterfall Keys Challenges
Steps in the Spiral Model
The Spiral Development Cycle
Advantages of the Spiral Model
Disadvantages of the Spiral Model
Reasons to Prototype
Dangers of Prototyping
Agile Methodologies
Manifesto for Agile Software Development
XP Is Customer Focused
Iteration 0
XP, How Does It Work?
Feature Cards
The Basic Steps
Tools For Agile Development
Methodology Table
Selecting A Methodology
Developmental Methodologies Exercise Introduction
Section 08 - Effective Budgets & Schedules
Effective Budgets & Schedules
The Basic Steps in Scheduling
Potential Methods for Activity Sequencing
Finish to Start
Start to Start
Finish to Finish
Start to Finish
Network Diagram
Resource Estimating
Responsibility Assignment Matrix (RAM)
Duration Estimating
The Critical Formula
Efficiency vs. Availability
Project Evaluation & Review Technique (PERT)
Stages for Budget Development
Estimating Techniques
Don’t Back into Your Schedule
Critical Path Method (CPM)
The Critical Path Method
To Decrease Your Schedule
Brooke's Law
Duration & Critical Path Introduction
Section 09 - Project Performance
Project Performance
Remember, over budget, late, technical successes are not considered successful projects!
What Causes Project Delays?
What Behavior Do You Want?
The Keys to Success
Measuring Success
A Single Scale For All Three Legs
Introduction to Earned Value
Earned Value Requirements
Earned Value - Key Terms
Cost Analysis
Schedule Analysis
Earned Value - Key Terms Cont.
Forecasting - ETC
Forecasting - EAC
Project Performance
EV Performance
Performance Dashboard
Project Graph with Results
The Results
Earned Value Exercise Introduction
Section 10 - Change Management
Change Management
Keys to Managing Change
Defining Change Management
Scope Change Management
Change Request Form
Action Items or Issues
Course Closure

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