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This course will provide you with the essential knowledge and techniques to successfully manage I.T. projects. It is ideally suited to those who may be leading a project for the first time and who need to be immediately effective. All project stages are covered, and a pragmatic, step-by-step approach is taken throughout the course in order that the student can quickly understand and subsequently utilise core project management concepts. Quizzes are included to test your knowledge, and example documents and processes are available as supplementary material that you can download as needed. On finishing the course, you will also receive a Certificate of Completion.
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Certificate of completion
|Section 1: Introduction|
|Introducing myself and my background, and providing an overview of the course approach.|
|Section 2: Background material|
|Definition of a portfolio, a programme and a project, as these are commonly confused.|
Portfolio vs. Programme vs. Project
|Provides an outline of the typical sequence of events that lead up to the start of a project. Puts the project manager's role into context, and provides the 'big picture' of how projects end up in the I.T. portfolio.|
|Provides basic guidelines that determine project success, plus general rules that should be followed.|
|Section 3: Key project roles|
|Explains the key roles that a project manager would expect to encounter in a typical project. Provides an overview of associated responsibilities also.|
Key project roles
|Section 4: The key project stages: Overview|
|A high-level view of the key project stages, as defined by the Project Management Body of Knowledge (PMBOK). These stages are then explained in detail in subsequent lectures.|
Overview of project stages
|Section 5: Initiating the project|
|Explains how a project is typically initiated, and what the project manager can expect to be provided with in order to commence his or her involvement in managing the project.|
|Section 6: Planning the project|
|Explains what the Project Management Plan is, its purpose, who provides input, who approves it, and what happens to it, once approved.|
Creating your PROJECT MANAGEMENT PLAN: Overview
|Explains what a RACI matrix is, and how it can be incorporated in your project planning activities.|
|Defines assumptions, constraints and project dependencies.|
Brief test, steps 1 to 10.
Risk Management - Part 1:
Risk Management - Part 2:
Risk Management - Part 3:
Risk Management - Part 4:
Definition of a project issue.
Outline of issue management process steps.
Definition of change management.
Overview of a typical change management process.
Configuration management as a subset of change management.
Definition of quality management.
Typical quality management approach (Deming).
Quality management and acceptance criteria as applied to I.T. projects.
Who, what, how, when.
Defining and planning external supplier requirements.
Main steps when considering supplier engagement.
Human resource management overview.
Steps for identifying HR requirements, and associated actions.
Communication / Supplier / HR Management
Producing a project baseline schedule and cost.
Outline of the 5 key processes:
Producing a project baseline schedule and cost
Final check of Project Management Plan contents.
Submission of Project Management Plan for approval.
|Section 7: Executing, monitoring and controlling the project|
Definition / Overview of Executing stage of project.
Core project manager responsibilities during the Monitoring and Controlling stage.
Overview of the Control Cycle.
|Authorisation of work for assignment to project team members.|
Track and monitor project progress.
The key information to obtain from project team members.
Example of updating a project schedule, and associated effects.
Change control during monitoring and controlling.
Definition of 'Gold Plating'.
Evaluating, forecasting and reporting project progress.
Key meeting types.
Tips for effective meetings.
Project team meeting agenda.
Steering group meeting agenda.
Revise and correct project progress.
Ways of bringing your project back on-track.
Executing, monitoring and controlling your project: Summary questions
|Section 8: Closing the project|
Defines when you move into the Closing stage.
Typical activities associated with closing a project.
Post-project review meeting.
Closing the project
|Section 9: Course Wrap Up|
|Thank you for purchasing the course, and congratulations for successfully completing all lectures.|
I am a senior I.T. consultant with over 30 years experience in the I.T. industry. My early career was spent in the UK, working in roles utilising my Physics degree, prior to commencing in I.T. as a Programmer for British Airways. I subsequently moved into consultancy as a Business Analyst, acquiring an MSc. degree in Business Systems Analysis and Design, and then into project management. I have since been responsible for the successful delivery of major, multi-million dollar projects for some of the largest organisations in New Zealand and the UK.
Since early 2001, I have specialised in portfolio, programme and project management (P3M), with a particular emphasis on the setting up and running of PMOs, combining best-practice methods with supporting portfolio management software to provide effective management and governance of I.T. project portfolios. I also provide project management training and mentoring to varied clients, tailored according to specific requirements.
Senior Project Management / Directing, P3M, Business Systems Analysis and Design, Project Management Training / Coaching.
Master of Science (MSc.), Business Systems Analysis and Design, City University, London, England.
Bachelor of Science (BSc.) Honours, Physics, Exeter University, England.
Project Management Professional (PMP), Project Management Institute.
Current member, Mensa New Zealand.
Hours of video content