This course can be tailored to your needs for private, onsite delivery at your location.
ASPE is an IIBA Endorsed Education Provider of business analysis training. Select Project Delivery courses offer IIBA continuing development units (CDU) in accordance with IIBA standards.
NASBA continuing professional education credits (CPE) assist Certified Public Accountants in reaching their continuing education requirements.
Select courses offer Leadership (PDU-L), Strategic (PDU-S) and Technical PMI professional development units that vary according to certification. Technical PDUs are available in the following types: ACP, PBA, PfMP, PMP/PgMP, RMP, and SP.
The “Elite PM” project management simulator isn't a game. Our development team continuously updates the Elite PM engine based on the real-world experiences of our coaches, clients, and more than 80,000 training camp participants. It is expertly engineered within a probabilistic model powered by proprietary artificial intelligence to replicate real work by using your decisions to drive unlimited project outcomes. With “Elite PM” you interact with a real project team and a staff of virtual people with unique personality profiles as you iteratively work through project leadership issues, resource management challenges, scope creep, budget negotiations, schedule changes, procurement decisions, risk factors, and both quality and customer satisfaction challenges.
Everyone obtains skills in the same way, whether as an elite athlete or as a project manager. You progress from the "bliss" of not knowing a skill exists, to the early frustration of not having the skill, through the awkwardness of trying a skill for the first time, until the skill finally becomes second nature. Only then then can you integrate multiple skills into new skill sets, becoming a truly powerful practitioner in your discipline.
- Upcoming Dates and Locations
Guaranteed To Run
- Course Outline
Introduction and Context
The “Elite PM” simulator is a powerful tool for learning and acquiring skill. We'll use a team-based approach with both physical and virtual teams to accomplish project success while acquiring project management skill. At the start of the course we introduce you to the simulation, set baselines, and form teams.
A. Introduction / Housekeeping
B. What it’s like
C. Elements of workplace simulations
D. Team formation / ground rules
E. Training camp agenda
F. Keys to training camp success
Using teambuilding techniques, you'll form your team and set three to four team expectations for the training camp. The Elite PM coach will then lead a facilitated discussion on each team’s expectations for the training camp. These expectations will be consolidated, posted, and reviewed throughout the training camp to ensure they are met.
Work a Project
The Project Management Training Camp participants immedately work together in teams to start planning a short project. This project will introduce the participants to the simulator interface and environment in which their projects will be completed.
A. Learn the context for the Project Management Training Camp simulator
B. Learn the interface
C. Be aware of communication from the instructor
D. Follow the on-screen instructions
You will work the assigned project as a team. As you progress, you'll need to make key decisions and will start to feel the stress of a compressed timeline and other typical project factors.
Project Management Introduction
Anyone in any industry or department works on projects. Starting with some basics, we'll discuss what a project is, how it's initiated, and the processes and steps to successfully complete it.
A. What is the definition of a project
B. Why manage by project
C. Project flow
D. PMI Process Groups and Knowledge Areas
E. Project Stakeholders / Project Charter
As a team, you'll need to review and discuss the information provided to you for the project kickoff event. Using this information, you'll create a team Project Charter that addresses the project objectives, what you will accomplish, what you will not address, and what activities someone else must accomplish.
Stages of Skill Learning
Research into adult learning suggests that there are six distinct stages through individuals progress while learning a skill. It is important to understand the difference between obtaining knowledge and gaining true skill.
A. Learn the difference between learning knowledge and learning a skill
B. Review the Stages of Skill Learning
C. Recognize where you are in the skill learning process
Individually (in class or outside of class) review “The Six Stages of Learning” article provided with your camp materials. After a brief review with the instructor, participants will indicate their current stage of learning.
Project Management Fundamentals
Regardless of industry, all project managers must understand the core fundamentals of project management. In this section, you will learn and start to use those core fundamentals.
A. Project Charter / Scope
B. Triple Constraint
C. Activity List / WBS
D. Network Diagram
E. Critical Path
F. Bar Chart / GANTT
Utilizing multiple breakout sessions we will apply our knowledge by creating a Project Charter, Activity List, creating a WBS in either chart format or outline format, creating a Network Diagram, calculating Critical Path, developing a Bar Chart, and reviewing our current stage of skill learning.
Projects are directly affected by their resource needs and the availability of resources. Often project managers are tasked with accomplishing projects under the constraints of limited resources. How we manage our resources can be a strategic differentiator of our success.
A. Review Resources
B. Review case information
C. Resources Leveling & Smoothing
D. Human Resource planning
E. Education planning
Utilizing your limited resources your team must now develop an initial Human Resource Plan that accounts for hires, contract labor, leave / vacations, reassignments, education, meetings, and customer relations activities.
The way to keep costs under control is to plan for them. As a project manager we should understand more than just our budget but also the affect our project has on the company's bottom line.
A. Sources of Budget Data
B. Budget Creation
C. Budget Approval
Using the information provided you will create a budget for your project, review the budget with management and receive approval of that budget.
Executing Your Project
Once we have planned our project we are now ready to execute the Project Plan. As a team you will start making weekly decisions regarding your project. Top project managers will use all the tools at their disposal, including the project control panel, to evaluate and track progress on their project.
A. Make week one decisions
B. Validate decisions with the “Elite PM” coach
C. Work through week one
D. Evaluate reports
E. Update tracking charts
F. Repeat for weeks 2, 3 and 4
During each week, the project management team will receive communication from their virtual team, progress reports, executive direction, and other information. In addition to the communication, each team will face a myriad of differing project dilemmas that will vary by team. Using the information gained and considering the dilemmas faced, they will need to make decisions for the following week, update their tracking charts and create an executive interim report.
High Performing Teams / Risk Management
High performing teams exhibit some common traits; we will review these traits in light of our project and project management as a whole.
A. Dimensions of High Performing Teams
B. Methods of Motivation
C. Risk Planning
D. Risk Identification
E. Risk Analysis
F. Risk Control
Teams will develop a Risk Management Plan for their project identifying the event, impact, triggers, and how they plan to respond to risk events.
Controls / Key Performance Indicators (KPIs)
Project managers must understand the health of their project so that they can make adjustments to meet the plan. As such, they must have controls / control tools to evaluate progress. We will review the key tools of project management and how those tools can be applied across any project regardless of industry.
A. Control Cycle
B. Control Tools
C. Project Progress
D. Key Performance Indicators
At this point in the project the team will need to complete their control tools. This includes the Bar Chart, Network Diagram, Key Performance Indicators, and indicating their position in the six stages of skill learning.
Management and Leadership
Truly successful project managers understand that there has to be a balance between the management aspects and leadership aspects on a project. Those managers who don’t understand this balance will soon find themselves in project trouble.
A. Motivation review
D. Why a project manager needs both
E. Hints for a successful project
After our review of management, leadership and why a project manager must have both skills, we turn our attention back to the project. We will finish the remaining 17 weeks of work over the next several hours experiencing all the stress and issues that occur in our everyday projects.
Upon completion of the project we will review what was accomplished, what we learned, and how we can apply that learning in the future.
A. COMPLETE THE PROJECT!
B. What we have done
C. Final Report
D. Lessons Learned
E. Final stages placement
F. Learning Summary
G. Course evaluation.
- Who should attend
Seasoned veterans, new practitioners and everyone in between will find success and develop skills by taking this workshop.