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PMI: Introducción a la Gestión de Proyectos

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  • PMI: Introducción a la Gestión de Proyectos

  • PRERREQUISITOS

    DESCRIPCIÓN:

    CARACTERÍSTICAS DEL CURSO:

    Nuestro curso es en Idioma inglés y modalidad en línea a través del portal educativo de BPUniversity.

    PMI: Introducción a la Gestión de Proyectos

    Este curso se centra en introducir a los participantes en los fundamentos prácticos de la gestión de proyectos. Hace hincapié en los estándares ANSI e IEEE para la gestión profesional de proyectos definidos por el Project Management Institute (PMI).

    Este curso es el más adecuado para aquellas personas que recién se inician en la gestión de proyectos y es especialmente eficaz cuando se toma por equipos completos que participan en proyectos. Los participantes pueden recibir 21 PDUs tras la finalización de este curso.

    • Instructor altamente capacitado conduce presentaciones en vídeo.• Guía de Estudio• 21 PDUs al finalizar • Soporte en línea en nuestra comunidad Mentoring

    Dirigida a cualquier persona interesada en la Gestión de Proyectos.

  • Section 01 - Introduction & Overview 21m Introduction & Overview Course Expectations Project Management Field Exercise Introduction What Knowledge Do You Need? Certification What Is Project Management All About? So How Does An Organization Attain Predictable Results? The Division of Skills Pretest Introduction

    Section 02 - Teams & Leadership 57m Teams & Leadership Janssen’s Model for Reactions to Change Personality Profile - 4 Approaches Conceptual Approach Spontaneous Approach Normative Approach Methodical Approach Team Dimensions Roles Creator Role Advancer Role Refiner Role Executor Role Project Manager Role Team Z-Process The P.E.P. Cycle Track and Field Five Reasons for Balancing Your Project Team: The Five Dysfunctions of a Team Absence of Trust Fear of Conflict The Changing View of Conflict The Five (5) Conflict Resolution Modes Fear of Conflict Cont. Lack of Commitment Avoidance of Accountability Inattention to Results 5 Dysfunctions of a Team Exercise Introduction

    Section 03 - Project Communication 1h 27m Project Communication Why Is Communication Important? With Whom Do We Communicate? Listening Channels of Communication Where Do We Get Understanding? Hallway Conversations & Lunches Meetings Basic Meeting Rules

  • The Communications Plan The Use of Collaboration Tools Challenger Challenger Conclusion Damage Index Damage to Temperature Correlation Temperature Chart How would you do the presentation differently?

    Section 04 - Stakeholder Management 9m Stakeholder Management Who is a Stakeholder? Steps in Stakeholder Management Stakeholder Super Groups The People Who Oppose Your Project: Stakeholder Prioritization

    Section 05 - The Basics of Project Management 27m The Basics of Project Management There are no absolutes, just generally accepted practices. What is Project Management? The Triangle PMBOK Guide Project Boundaries PMBOK Guide Knowledge Areas Every Project Should Have The Basic Planning Steps The Major Project Documents The Project Charter The Statement of Work The Project Management Plan The Project Data Sheet (PDS) The Reporting Information Flow

    Section 06 - Scope and Requirements 50m Scope and Requirements The Importance of Scope & Requirements Definition The PMI Scope Management Framework Real World Best Practice Scope Definition The Work Breakdown Structure (WBS) What the WBS Is Example of WBS What a WBS is NOT: Components of the WBS Code of Accounts WBS Dictionary Managing Change What’s wrong with this WBS? Answer Four Key Questions: The Fourth Question… Why use a WBS? Introduction to Displayed Thinking In Scope/Out Of Scope What is a “Requirement”?

  • Getting Quality Requirements The Use Case Detailed Use Cases

    Section 07 - Developmental Methodologies 34m Developmental Methodologies Project Management & Development Methodologies Formality/Sequentiality Three Major Types Keys to the Waterfall Model The Basic Waterfall Model Keys to the Waterfall Model Cont. Waterfall Keys Challenges Steps in the Spiral Model The Spiral Development Cycle Advantages of the Spiral Model Disadvantages of the Spiral Model Prototyping Reasons to Prototype Dangers of Prototyping Agile Methodologies Manifesto for Agile Software Development XP Is Customer Focused Iteration 0 XP, How Does It Work? Feature Cards The Basic Steps Tools For Agile Development Methodology Table Selecting A Methodology Developmental Methodologies Exercise Introduction

    Section 08 - Effective Budgets & Schedules 36m Effective Budgets & Schedules The Basic Steps in Scheduling Sequencing Potential Methods for Activity Sequencing Finish to Start Start to Start Finish to Finish Start to Finish Network Diagram Resource Estimating Responsibility Assignment Matrix (RAM) Duration Estimating The Critical Formula Efficiency vs. Availability Project Evaluation & Review Technique (PERT) Stages for Budget Development: Estimating Techniques Don’t Back into Your Schedule Critical Path Method (CPM) The Critical Path Method

  • ITIL® is a registered trade mark of AXELOS Limited. The Swirl logo™ is a trade mark of AXELOS Limited. IT Infrastructure Library® is a Registered Trade Mark of AXELOS LimitedISO, IEC, Microsoft®, MOF®, COBIT®, ISACA®, CISA®, CISM®, CRISC®, Risk IT®, SEI®, CMMI®, PMI®, PMP®, PMBOK®, Glomark-Governan, EVC™, Genius®, BMC®, Remedy®, HP®, Service Manager®, BAC®, CISCO®, Microsoft® are trademarks or registered trademarks of their respective holders.All other bodies of knowledge, certifications, organizations, companies, products, services, brands, and logos may be trademarks or registered trademarks of their respective holders.

    To Decrease Your Schedule Brooke's Law Duration & Critical Path Introduction

    Section 09 - Project Performance 43m Project Performance Remember, over budget, late, technical successes are not considered successful projects! What Causes Project Delays? Multi-Tasking What Behavior Do You Want? The Keys to Success Measuring Success A Single Scale For All Three Legs Introduction to Earned Value Earned Value Requirements Earned Value - Key Terms Cost Analysis Schedule Analysis Earned Value - Key Terms Cont. Forecasting - ETC Forecasting - EAC Project Performance EV Performance Performance Dashboard Project Graph with Results The Results Conclusions Earned Value Exercise Introduction

    Section 10 - Change Management 9m Change Management Keys to Managing Change: Defining Change Management Scope Change Management Change Request Form Action Items or Issues Course Closure

    Total Duration: 6 hrs 12 min