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Course Details

Project Management - A Practitioners Guide (Course Id 1148)

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Author : Steven Bragg, CPA
Status : Production
CPE Credits : 14.0
IRS Credits : 0
Price : $117.95
Passing Score : 70%
Primary Subject-Field Of Study:

Business Management & Organization - Management for Course Id 1148

Description :

This course discusses all aspects of project management. It explores how projects are initiated, evaluated, and selected. It also addresses all phases of project planning, the use of CPM and PERT to schedule tasks, and how to make trade-offs between the various project constraints. The course tackles many other subjects as well, including change management, project estimating, risk management, reporting, and project management at the enterprise level. The course also delves into the intricacies of team development and management. In total, the course is intended to introduce the topic to a new project manager, as well as to refine the skills of a more experienced one.

Usage Rank : 0
Release : 2016
Version : 1.0
Prerequisites : None.
Experience Level : Overview
Additional Contents : Complete, no additional material needed.
Additional Links :
Advance Preparation : None.
Delivery Method : Self-Study.
Intended Participants : Anyone needing Continuing Professional Education (CPE).
Revision Date : 23-Nov-2016
NASBA Course Declaration : Participants must complete the final examination within one year of purchase and with a minimum passing grade of 70% or better to receive CPE credit unless otherwise noted on the Course History page (i.e. California Ethics must score 90% or better). After logging in click on the Course History links on your My Courses page for the Begin date and Expire date for the Final Exam.
Approved Audience :

NASBA QAS - NASBA Registry - 1148

Keywords : Business Management & Organization, Project, Management, Practitioners, Guide, cpe, cpa, online course
Learning Objectives :

Course Learning Objectives

    • Recognize the characteristics of a project.
    • Cite the areas of responsibility for a project sponsor.
    • Note the factors that impact the success rate of a project.
    • Note the different ways to manage stakeholders.
    • Identify the reasons why feasibility studies may be needed.
    • Note the reasons for conducting a gap analysis.
    • Recognize the uses to which a strategic alignment analysis can be put.
    • Recognize the different types of quantitative evaluations for projects.
    • Identify how a discounted payback analysis can be used.
    • Identify the problems with using the internal rate of return.
    • Note the different elements of a net present value analysis and their effects.
    • Describe the different phases of a project.
    • Recognize the conditions under which phase overlapping occurs.
    • Note the reasons for continuing an over-budget project.
    • Recognize the activities in a project planning and control system.
    • Identify the components of a work breakdown structure.
    • Identify the formatting of a Gantt chart.
    • Cite the circumstances under which a negative float can occur.
    • Note the different types of project constraints.
    • Identify the risk involved with outsourcing project tasks.
    • Recognize the circumstances under which a scope change is acceptable.
    • Note the types of enterprise-level constraints.
    • Recognize the membership of the change order committee.
    • Note the contents of a change request form.
    • Recognize the nature of gold plating in a project.
    • Cite the parties involved in a project handoff.
    • Identify the tasks included in a project close-out.
    • Note the correct way to respond to a request for a ball park estimate.
    • Recognize the method used to calculate a rough order of magnitude estimate.
    • Describe the types of risk involved in risk management.
    • Identify the factors comprising the risk attitude of a business.
    • Note the characteristics of a high priority risk.
    • Recognize the different costs of quality and their characteristics.
    • Cite the reasoning behind using a quality audit.
    • Identify the criteria used to select a supplier.
    • Note the circumstances under which a pre-bid conference is used.
    • Recognize the clauses that can be included in a contract with a supplier.
    • Define an employee and a contractor.
    • Identify the differences between a contract and a purchase order.
    • Recognize the calculations of variances for a project.
    • Recognize the circumstances under which an escalation threshold is used.
    • Cite the dimensions of earned value management.
    • Identify the different types of best practices related to project management.
    • Describe the reasoning behind the best practices associated with project management.
    • Identify the structure of a project portfolio bubble.
    • Note the problems associated with only soliciting new project ideas annually.
    • Recognize the advantages of chunking.
    • Cite the different uses to which a project management office can be put.
    • Identify the characteristics of a minimum viable product.
    • Note the key success factors for an agile project development effort.
    • Recognize the environment in which a task board is used.
    • Define the circumstances under which a company can avoid change initiatives.
    • Identify the means by which one can decide upon change initiatives to implement.
    • Recognize the circumstances under which a change initiative could fail.
    • Recognize the proper structuring for a successful project.
    • Cite the issues that can cause a team to be ineffective.
    • Note the characteristics of the best team members.
    • Recognize the different types of communication methods.
    • List the characteristics of an effective project team.
    • Identify the different types of listening in which a person can engage.
    • Recognize a method for showing that a company values the contributions of its team members.
    • Recognize the circumstances under which the use of majority voting would work.
    • Cite the reasons why a consensus building initiative could fail.

Chapter 1
Overview of Project Management

• Recognize the characteristics of a project.
• Cite the areas of responsibility for a project sponsor.
• Note the factors that impact the success rate of a project.
• Note the different ways to manage stakeholders.

Chapter 2
Project Initiation

• Identify the reasons why feasibility studies may be needed.
• Note the reasons for conducting a gap analysis.
• Recognize the uses to which a strategic alignment analysis can be put.

Chapter 3
Project Selection

• Recognize the different types of quantitative evaluations for projects.
• Identify how a discounted payback analysis can be used.
• Identify the problems with using the internal rate of return.
• Note the different elements of a net present value analysis and their effects.

Chapter 4
Project Phases

• Describe the different phases of a project.
• Recognize the conditions under which phase overlapping occurs.
• Note the reasons for continuing an over-budget project.

Chapter 5
Project Planning

• Recognize the activities in a project planning and control system.
• Identify the components of a work breakdown structure.
• Identify the formatting of a Gantt chart.
• Cite the circumstances under which a negative float can occur.

Chapter 6
Trade-off Analysis

• Note the different types of project constraints.
• Identify the risk involved with outsourcing project tasks.
• Recognize the circumstances under which a scope change is acceptable.
• Note the types of enterprise-level constraints.

Chapter 7
Change Control

• Recognize the membership of the change order committee.
• Note the contents of a change request form.
• Recognize the nature of gold plating in a project.

Chapter 8
Project Close-Out

• Cite the parties involved in a project handoff.
• Identify the tasks included in a project close-out.

Chapter 9
Project Estimating

• Note the correct way to respond to a request for a ball park estimate.
• Recognize the method used to calculate a rough order of magnitude estimate.

Chapter 10
Project Risk Management

• Describe the types of risk involved in risk management.
• Identify the factors comprising the risk attitude of a business.
• Note the characteristics of a high priority risk.

Chapter 11
Project Quality Management

• Recognize the different costs of quality and their characteristics.
• Cite the reasoning behind using a quality audit.

Chapter 12
Project Procurement Management

• Identify the criteria used to select a supplier.
• Note the circumstances under which a pre-bid conference is used.
• Recognize the clauses that can be included in a contract with a supplier.
• Define an employee and a contractor.
• Identify the differences between a contract and a purchase order.

Chapter 13
Project Measurement and Reporting

• Recognize the calculations of variances for a project.
• Recognize the circumstances under which an escalation threshold is used.
• Cite the dimensions of earned value management.

Chapter 14
Project Management Best Practices

• Identify the different types of best practices related to project management.
• Describe the reasoning behind the best practices associated with project management.

Chapter 15
Enterprise Project Management

• Identify the structure of a project portfolio bubble.
• Note the problems associated with only soliciting new project ideas annually.
• Recognize the advantages of chunking.
• Cite the different uses to which a project management office can be put.

Chapter 16
Special Subjects

• Identify the characteristics of a minimum viable product.
• Note the key success factors for an agile project development effort.
• Recognize the environment in which a task board is used.

Chapter 17
Change Management

• Define the circumstances under which a company can avoid change initiatives.
• Identify the means by which one can decide upon change initiatives to implement.
• Recognize the circumstances under which a change initiative could fail.

Chapter 18
Team Development

• Recognize the different costs of quality and their characteristics.
• Cite the reasoning behind using a quality audit.

Chapter 19
Team Management

• Identify the different types of listening in which a person can engage.
• Recognize a method for showing that a company values the contributions of its team members.
• Recognize the circumstances under which the use of majority voting would work.
• Cite the reasons why a consensus building initiative could fail.
Course Contents :

Chapter 1 - Overview of Project Management

Project Management Activities

The Need for Project Management

Program Management

Portfolio Management

Project Support

Project Sponsor

Project Stakeholders

Project Steering Committee

Resource Managers

The Customer

Impacted Employees

The Project Team

The Impact of Organizational Structures on Projects

Stakeholder Management

The Notification Matrix

Managing Expectations

Resistance to Change

Chapter 2 - Project Initiation

Triggering Conditions

Solution Analysis

Risk Analysis

Interdependency Analysis

Stakeholder Analysis

Other Factors to Consider

Requirements Analysis

Chapter 3 - Project Selection

Qualitative Evaluations

Quantitative Evaluations

Payback Period

Discounted Payback

Internal Rate of Return

Net Present Value

Real Options

Capital Rationing

Chapter 4 - Project Phases

Phase 1 – Project Concept

Phase 2 – Project Definition

Phase 3 – Project Planning

Phase 4 – Preliminary Studies

Phase 5 – Project Performance

Phase 6 – Project Post-Completion

Additional Commentary on Project Phases

Overlapping Phases

Stopping a Project

Not Stopping a Project

Using a Reduced Number of Phases

Additional Topics

Project Charter

Project Scope

Statement of Work

Project Management Plan

Chapter 5 - Project Planning

The Project Planning and Control System

The Work Breakdown Structure

Task Relationship Identification

Bottom-Up Estimating

Gantt Charts

Critical Path Method (CPM)

Program Evaluation and Review Technique (PERT)

Differences between CPM and PERT

Project Management Constraints

What-If Analysis

Staffing Management

Resource Leveling

Optimizing the Schedule

Chapter 6 - Trade-off Analysis

Project Constraints

Time Frame

Cost

Resources

The Final Variable

Scope

Scope Creep

Trade-off Analysis

When no Additional Funds are Available

When More Funds are Available

Adjusting Project Scope

Project Constraints at the Enterprise Level

Chapter 7 - Change Control

Issue Management

Change Order Management

Levels of Change Notification

Configuration Management

Gold Plating Effects

Capping Changes

Consider Negative Effects

Chapter 8 - Project Close-Out

Is the Project Finished?

Scope Analysis

Plan Analysis

Operational Analysis

Handoff Analysis

The Waived Suggestions List

Personnel Reviews

Chapter 9 - Project Estimating

Estimating and the Nature of a Project

The Need for Specifications

Rough Order of Magnitude Estimates

Estimating Methods

Analogous Estimating

Apportionment Estimating

Bottom-Up Estimating

Parametric Estimating

Phased Estimating

Expert Judgment

Types of Contractor Billing Arrangements

Estimate Padding

Dealing with Pushback

Budgeting

Chapter 10 - Project Risk Management

Risk Management

Risk Identification

Risk Analysis

Risk Mitigation Tactics

Contingency Funding

Risk Logging

Chapter 11 - Project Quality Management

Integration of Quality into a Project

Costs Impacted by Quality

Quality Assurance

Quality Tools

Control Charts

Pareto Charts

Cause-and-Effect Diagrams

Check Sheets

Root Cause Analysis

Chapter 12 - Project Procurement Management

Procurement Management Plan

Supplier Selection Criteria

Supplier Financial Analysis

Supplier Capability Analysis

Supplier Responsiveness Analysis

Other Analysis Issues

The Bidding Process

Contents of a Bid Package

The Bidding Process Flow

Contract Pricing Arrangements

Firm Fixed Price

Fixed Price with Adjustments

Cost plus Pricing

Time and Materials Pricing

Summary of Pricing Arrangements

Make-or-Buy Analysis

Contract Terms and Conditions

The Employee or Contractor Designation

Contracts and Purchase Orders

Closing out Procurement Activities

Chapter 13 - Project Measurement and Reporting

Work Package Measurement

Progress Monitoring

Cost Variance Reporting

Labor Rate Variance

Purchase Price Variance

Variable Overhead Efficiency Variance

Fixed Overhead Spending Variance

The Cost and Schedule Performance Chart

Escalation Thresholds

Earned Value Management

Schedule Performance Index

Cost Performance Index

Project Close-Out

Measuring Non-Critical Activities

Measuring High-Volume Tasks

Measuring the Rate at Which Costs are Incurred

Project Reporting

Traffic Light Reporting

Management Reviews

Technical Reviews

Tollgate Reviews

Record Keeping

Chapter 14 - Project Management Best Practices

Project Management Best Practices

Problem Escalation and Resolution

Chapter 15 - Enterprise Project Management

Enterprise Project Management

Types of Project Portfolios

The Flow of Projects

The Schedule of Future Projects

Chunking

The Project Management Office

Technology Requirements

The Corporate Knowledge Base 

Chapter 16 - Special Subjects

Innovation Projects

Agile Project Management

Incremental Delivery

Task Boards

Burndown Charts

Dealing with Unfamiliar Situations

Milestone Analysis

The Crash Point

Fast-Tracking Issues

Chapter 17 - Change Management

When Change Initiatives are Most Necessary

The Strategy of Change

The Impact of Lead Time on Change Initiatives

PEST Analysis

The Most Difficult Environments for Change

Change Management Pitfalls

Dealing with an Environment of Repeated Failures

Dealing with Adverse Motivations

How to Structure a Project to Succeed

Creating Wins

Drivers of Change

Tipping Point Leadership

Development Laboratories

Bottom-Up and Top-Down Change

The Impact of Turnover

The Impact of Prior Sales

Chapter 18 - Team Development

What is a Team?

Issues Impacting Ineffective Teams

Identification of Team Members

Team Structure

Team Transitions

Communication Systems

Collaboration Issues

Team Emotional Intelligence

Team Engagement

Backup Planning

Conflict Resolution

Dealing with Counterproductive Behavior

Internal Conflict Resolution

Socialization Levels

Innovation Issues

The High-Performance Team

Team Duration

Team Termination

Characteristics of an Effective Team

Chapter 19 - Team Management

Management Style

Management Behavior

Listening Skills

Coaching Skills

Management’s Treatment of Teams

Periodic Status Meetings

Milestone Analyses

Team Measurements

The Decision Making Process

Consensus Building

Incorrect Consensus Outcomes

Causes of Faulty Decisions

Group Pressure

Conformity

Decision Cascades

Polarization

Confidence

Improvements to the Decision Making Process

Deviant Thinking

Glossary

Business Management and Organization Course 1148 Home: https://www.cpethink.com/practice-management-cpa-courses
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