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Project Management Fundamentals

Course Code



3 Days


This workshop focuses on the PMI-defined process groups of Initiating, Planning, Executing, Monitoring and Controlling, and Closing of projects with a heavy emphasis on Planning. Participants will develop practical project management knowledge and apply project management tools and processes to case study scenarios. The workshop includes three different case studies from which participant teams can choose. All topics are supported with a PowerPoint presentation and, where applicable and pertinent, a case study exercise. Participant guides consist of full-text narratives usable for future reference.

For our clients who have an internal project lifecycle, we will work to incorporate references to that lifecycle into our workshop presentation so that project management concepts are as easily transferable into your working environment as possible.
This course is designed for project managers.
Please reference course topics.
Introduction/Ground rules/Icebreaker

Project Management Basics

Project Management Terminology
The 5 Project Management Process Groups
Project Success Factors and the Triple Constraint
Overview of Stakeholder Roles and Responsibilities
Understanding the Project Environment
Case Study Selection

The Art of Project Leadership
The Five Leadership Skills
Exercise: Assessing Your Leadership Skills
Behaviors of the Five Leadership Skills
Exercise: Applying the Five Leadership Skills

Initiating Your Project
Projects and the Organization’s Strategic Direction
Identifying and Analyzing Your Stakeholders
Formulating a Stakeholder Management Strategy
Create a Stakeholder Register
The Project Charter and Project Approval
Case Study Exercise: Create a Project Charter

Planning Your Project
Why Don’t We Plan?
Why Should We Plan?
What is a Plan?

Defining Your Project’s Scope
Scope Description
Acceptance Criteria
Case Study Exercise: Create a Scope Statement

Wrap Up
Create Lessons Learned
Formulate a Personal Action Plan

Bridging Exercise from Day 1

Identifying Your Project’s Pieces and Parts

Understanding the WBS
How to Create a WBS
Case Study Exercise: Create a WBS
Defining Activities for Delegation
Case Study Exercise: Create an Activity List

Estimating Your Project’s Effort and Costs
The Irony of Accurate Estimating
Relationships between Effort, Duration, and Cost
Estimating Techniques
Using Estimates to Create a Project Budget and Schedule
Estimating Variables
Large Group Exercise: Estimating Activities

Planning the Schedule
Sequencing Project Activities
How to Build a Network Diagram using Precedence Logic
Case Study Exercise: Create a Network Diagram
Converting Estimates and Resourcing to Duration
Calculating and Understanding Your Critical Path
Case Study Exercise: Calculating the Critical Path
Setting the Project’s Baseline

Staffing Your Project
Developing a Human Resource Plan
Accepted (and not-so-accepted) Ways to Acquire Staff
Procuring External Resources
Preparing to Turn Your Group into a Team
Large Group Discussion: Staffing Projects in Your Organization

Day 2 Wrap Up
Create Lessons Learned
Formulate a Personal Action Plan

Bridging Exercise from Day 2

Planning How You Will Communicate

Why is Communication Important?
Creating the Project’s Communication Plan
Case Study Exercise: Create a Communication Plan

Planning for Change…It’s Inevitable
Creating a Change Control Approach
Communicating and Enforcing Your Change Control Plan

Planning for Quality
Defining Project Quality Standards
Planning Quality Assurance
Planning for Quality Control

Preparing to Manage Risks
How to Approach Risk Management
Identifying Your Project’s Risks
Analyzing Your Project’s Risks Qualitatively and Quantitatively
Planning How to Respond to Project Risks
Case Study Exercise: Create a Risk Register

Executing the Project Activities
Directing and Managing the Work
Developing Your Team: Internal and External
Understanding Your Team’s Progress and Status
Managing Stakeholder Expectations
Conducting Effective Meetings
Case Study Exercise: Create an Effective Meeting Agenda

Monitoring Progress and Taking Corrective Action
How to Understand What is Really Going On
Controlling Scope, Cost, Schedule, Quality, and Risk
Calculating Variances
Reporting Your Project’s Performance to Stakeholders
Determining When and What Corrective Action is Necessary
Using the Formal Change Control Process
Case Study Exercise: Take Corrective Action

Closing Your Project
The Value of Closing Proactively
Keeping It Simple
Case Study Exercise: Finalize and Share Workshop Lessons Learned

Wrap Up / Q and A / Workshop Evaluations
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