Research and Markets: Project Scope Management (PMBOK Guide - Fourth Edition-aligned) Provides a Training Bundle for Today's Environment

DUBLIN, Nov 12, 2010 (BUSINESS WIRE) -- Research and Markets (http://www.researchandmarkets.com/research/ae5d5c/project_scope_mana) has announced the addition of the "Project Scope Management (PMBOK Guide - Fourth Edition-aligned)" training to their offering.

The Project Scope Management (PMBOK Guide - Fourth Edition-aligned) training bundle consists of the following three courses: (1) Project Requirements and Defining Scope (2) Create Work Breakdown Structure (3) Monitoring and Controlling Project Scope Each course is broken down further into a series of lessons as follows: (1) Project Requirements and Defining Scope Overview/Description Good scope management focuses on making sure that the scope is clearly communicated and well defined and that the project is carefully managed to limit unnecessary changes. Project scope management is concerned with ensuring that projects include and account for all the work needed to ensure the successful completion of a project. Successful project managers use project scope management throughout the project life cycle to identify and control all aspects involved in a project. This course will highlight the importance of project scope management to project performance. Through interactive learning strategies and realistic scenarios, the learner will explore these concepts and gain a better understanding of the inputs to, the tools and techniques for, and the outputs of the Project Scope Management processes. This course covers all the activities related to planning scope management and developing a project scope statement. Specifically, learners will be introduced to the first two processes in the Project Scope Management knowledge area Collect Requirements and Define Scope. Learners will be introduced to best practices outlined in A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Fourth Edition published by the Project Management Institute (PMI). This course provides a foundational knowledge base reflecting the most up-to-date project management information so learners can effectively put principles to work at their own organizations. This course will assist in preparing the learner for the PMBOK Guide certification exam. This course is aligned with the PMBOK Guide - Fourth Edition, published by PMI, Inc., 2008. Copyright and all rights reserved.

Material from this publication has been reproduced with the permission of PMI.

Target Audience Existing project managers wishing to get certified in recognition of their skills and experience, or others who wish to train to become accredited project managers.

Expected Duration (hours) 2.0 Lesson Objectives Project Requirements and Defining Scope identify causes of scope creep identify the definition of project scope match the Project Scope Management processes with the corresponding process groups identify key considerations about collecting project requirements distinguish between the various tools and techniques used for collecting project requirements recognize appropriate strategies for using group creativity techniques to establish project requirements recognize examples of good project requirements match outputs of the Collect Requirements process with their characteristics identify how the tools and techniques for the Define Scope process are used to create the project scope statement identify the inputs to the Define Scope process match the components of a project scope statement with the role they play in managing a project identify the purposes of the project scope statement (2) Create Work Breakdown Structure Overview/Description Successful projects can only happen with the implementation of planning techniques that define project objectives in sufficient detail.

Projects can quickly get out of control if the appropriate actions aren't taken initially. A project's work breakdown structure (WBS) provides the foundation for defining work as it relates to the project objectives and establishes the structure for managing the work to completion. This course will highlight the importance of the WBS and how it relates to the overall success of a project.

Through interactive learning strategies and real-life scenarios, the learner will explore these concepts and gain a better understanding of the project management processes related to creating and verifying a work breakdown structure. This course will cover the project inputs, tools and techniques, and outputs of the Create Work Breakdown Structure process, the third process in the Project Scope Management knowledge area. This course is aligned with A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Fourth Edition, published by the Project Management Institute (PMI), Inc., 2008. Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI.

Target Audience Existing project managers wishing to get certified in recognition of their skills and experience or others who wish to train to become accredited project managers Expected Duration (hours) 1.5 Lesson Objectives Create Work Breakdown Structure recognize how to organize a work breakdown structure identify the purposes for which a work breakdown structure is used in project management identify the inputs used when creating a work breakdown structure (WBS) order the steps of the decomposition process identify the attributes of a usable WBS template identify the factors that influence the first level of decomposition for a project determine the degree of decomposition to apply to examples of projects identify criteria for determining whether work packages are sufficiently decomposed identify the roles that identifiers for work breakdown structure elements perform identifying the work package characteristics that are confirmed during WBS verification identify the purpose for having control points in a WBS identify the sign that a work breakdown structure has been finalized identify the components of the scope baseline recognize the role of each component of a project's scope baseline identify the role of the WBS dictionary in a project's scope baseline (3) Monitoring and Controlling Project Scope Overview/Description A project manager's key responsibility is to ensure that the project is carried out in a controlled manner, according to plan. However, a project can quickly spin out of control if changes to the product's scope are not detected and managed properly. Two processes in particular enable a project manager to do just that: they are the Verify Scope and Control Scope processes.

They belong to the Project Scope Management knowledge area and play a key role by helping to monitor and control the boundaries of the project throughout the project life cycle. This course will cover the project inputs, tools and techniques, and outputs of the scope management processes that deal with verifying scope and controlling changes to a project's scope baseline. Through interactive learning strategies and realistic scenarios, the learner will explore these concepts and gain a better understanding of the monitoring and controlling processes of the scope management knowledge area. This course is aligned with A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Fourth Edition, published by the Project Management Institute (PMI), Inc., 2008.

Copyright and all rights reserved. Material from this publication has been reproduced with the permission of PMI.

Target Audience Existing project managers wishing to get certified in recognition of their skills and experience, or others who wish to train to become accredited project managers.

Expected Duration (hours) 1.5 Lesson Objectives Monitoring and Controlling Project Scope identify the inputs to scope verification identify the main activities that take place during the Verify Scope process distinguish between the Verify Scope process and the Perform Quality Control process identify the outputs of the Verify Scope process identify the purpose of the Control Scope process recognize the role of each input to the Control Scope process identify the details that would go into a change request, given a project scenario in which there is a scope change recognize examples of the effects on a project when a change request is approved Reviews: E-learning course feedback: e-learning has dramatically increased the scope, range and availability of training & development to all Equant employees. No other solution could possibly have achieved this in such a short timescale, particularly given the geographical dispersement of our workforce and the commercial realities of our business. Peter Mansell, Head of Training Centre of Excellence, Equant Where e-learning is concerned, I used to be a complete agnostic. But, twelve months on, Im totally converted. Now that we have experienced such measurable benefits, I would have no hesitation in giving e-learning a 100% recommendation to any organisation. John Guthrie, Head of International Management Development, Hilton International 'Based on our experience to date there is no doubt that e-learning will have an increasingly vital role to play as the company continues to evolve to meet the changing needs of its customers. Karl Gunner, Aspire Support Consultant, Intelligent Finance For more information visit http://www.researchandmarkets.com/research/ae5d5c/project_scope_mana SOURCE: Research and Markets CONTACT: Research and Markets Laura Wood, Senior Manager, press@researchandmarkets.com U.S. Fax: 646-607-1907 Fax (outside U.S.): +353-1-481-1716 Copyright Business Wire 2010 -0- KEYWORD: United States

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