Project Management Series - Introduction to Project Management Training - OnDemand Learning
List Price: $495.00
Sale Price: $295.00
Item Number: LGD-PM101
LookingGlass - Introduction to Project Management CBT Training
- 3 DVDs Featuring Live Instructor-Led Classroom Sessions with Full Audio, Video, and Extensive Review Quiz Components
- 21 PDU/Contact Hours upon Completion
- LookingGlass Mentoring Support - 6 Months Access
- Free 1 Year Upgrade Policy
Martin VanDerSchouw - 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.
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Section 01 - Introduction & Overview
Introduction & Overview
Project Management Field
What Knowledge Do You Need?
What Is Project Management All About?
So How Does An Organization Attain Predictable Results?
The Division of Skills
Section 02 - Teams & Leadership
Teams & Leadership
Janssen's Model for Reactions to Change
Personality Profile - 4 Approaches
Team Dimensions Roles
Project Manager Role
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
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
Damage to Temperature Correlation
How would you do the presentation differently?
Section 04 - Stakeholder Management
Who is a Stakeholder?
Steps in Stakeholder Management
Stakeholder Super Groups
The People Who Oppose Your Project
Section 05 - The Basics of Project Management
The Basics of Project Management
There are no absolutes, just generally accepted practices
What is Project Management?
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
The Work Breakdown Structure (WBS)
What the WBS Is
Example of WBS
What a WBS is NOT
Components of the WBS
Code of Accounts
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
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
Manifesto for Agile Software Development
XP Is Customer Focused
XP, How Does It Work?
The Basic Steps
Tools For Agile Development
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
Responsibility Assignment Matrix (RAM)
The Critical Formula
Efficiency vs. Availability
Project Evaluation & Review Technique (PERT)
Stages for Budget Development
Don’t Back into Your Schedule
Critical Path Method (CPM)
The Critical Path Method
To Decrease Your Schedule
Duration & Critical Path Introduction
Section 09 - 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
A Single Scale For All Three Legs
Introduction to Earned Value
Earned Value Requirements
Earned Value - Key Terms
Earned Value - Key Terms Cont.
Forecasting - ETC
Forecasting - EAC
Project Graph with Results
Earned Value Exercise Introduction
Section 10 - Change Management
Keys to Managing Change
Defining Change Management
Scope Change Management
Change Request Form
Action Items or Issues
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