Introducing Optimizing Project Management – A Complete Project Management Course

Course Feature Comparison

Course Feature

eLearning ($399*)

Essential ($799*)

Complete ($1,199*)

E-Learning Course with over 150 videos, interactive exercises, quizzes, and other course information

Included

Project management tools & templates (downloadable)

Included

Educational Hours (videos, live session, and simulator use)

35+ Hrs

Real-Time Instruction

Not Avail

14 Hrs

35+ Hrs

Comprehensive Support Program

eLearning access and email support for 180 Days; 365 Days support available for $100 more

ABOUT THE COURSE:

Optimizing Project Management (OPM) course is designed as the most comprehensive project management course on the marketing today. The main objective is to provide a thorough foundation to project management, regardless of the approaches (e.g. traditional waterfall or predictive versus adaptive or agile).  The course is available in three general formats, even though institutions can further customize the options.

  • eLearning – 140+ videos and growing with interactive projects and quizzes
  • Essential – 14 hrs real-time course + eLearning
  • Comprehensive – 35 hrs real-time courses + eLearning

The course content is based on Dr. Wu’s latest book with the same name – Optimizing Project Management (May 2020 by CRC Press), and this book is widely available on Amazon, Barnes and Noble, and other fine bookstores. Written in plain language that is accessible for everyone, this book is an indispensable guide. In addition, the course extends significantly belong the book in 3 ways:

  1. More updated content such as discussion of latest methods and project examples from real-life
  2. More exercises, discussions, and project suggestions
  3. More project management tools, templates and tools.

 

Participants can approach the course in two ways: sequentially from start to finish OR jump within the course to particular topics. This course (and book) is organized as follows, making it a truly unique and useful:

  • 4 parts (Introduction, PM Life Cycle, PM Knowledge Domains, Beyond PM)
  • 5 Life Cycles (Ideation, Initiation, Preparation, Implementation, and Transition and/or Closure)
  • 12 Knowledge Domains (Integration, Stakeholder, Scope, Schedule, Resources, Cost, Communication, Risk, Quality, Supply Chain, Conflict, and Governance)

VALUE OF THIS COURSE:

This course is designed for professionals who REALLY want to learn project management, not just the superficial layer, but learn the topic methodically.  The course can be completely self-paced, but also works well with real-time instructions. Most importantly, this course provides the foundational knowledge to professionals preparing for project management certifications such as PMI’s CAPM®, PMP®, CompTIA Project+®, PRINCE2® and other certifications.

COURSE OBJECTIVES:

This course serves three objectives for participants:

  1. Truly learn the foundation of project management irrespective of the latest methodology
  2. Develop a solid foundation for exam preparation for those who are preparing for project management certifications
  3. Serve as a reference guide for those who are seeking more information about a particular topic

TARGET AUDIENCE:

This certification is designed for professionals who aspire to be a project professional, either at the entry-level such as a project coordinator or more advanced as a project manager. There are also strategic topics suitable for project professionals of all levels:

  • Business professionals who wish to develop a solid understanding of project management
  • Project professionals who wish to strengthen their project management knowledge, either for the next level of progress or preparing for certification exams.

CURRENTLY BEING USED:

The book, Optimizing Project Management, and specialized versions of this course are already being used in professional organizations and universities are around the world. Dr. Wu and his colleagues have successfully created training content, undergraduate courses, and graduate classes including Montcliar State University (Montclair, NJ) and China Europe International Business School (Zurich, Switzerland and Shanghai, China).  A version of this course is also being considered for Rutgers University (New Brunswich, NJ).

Course Schedule for 2021

Optimizing Project Management Live Virtual Training

Status

Essential (14 hrs): Mar 24-26 @5-9 pm

Open

Complete (35 hrs): TBD

TBD

eLearning course is available any time starting January 1, 2021.

Content & Video List

This course contains an extensive list of topics, comprehensively covering project management and across the various approaches such as traditional predictive (e.g. waterfall), adaptive (e.g. agile), and hybrid. Currently, there are over 140 videos with 30 more in the pipeline. The goal is to keep the content fresh, relevant, and engaging.

Part 1: Setting the Stage

1.0          Project Management–What & Why?

1.1          Importance of Project Management

1.2          What is Project Management?

1.3          The Role of Project Manager

1.4          About Project Management Institute (PMI)®

1.5          Duty of Care

1.6          Why Project Management is an Exciting Field

2.0          Organizing Project Management Knowledge – Principles, Knowledge Domains, Life Cycles, and Agile Versus Traditional Approaches

2.1          Project Management Principles

2.2          Core Project Management Knowledge Domains & Additional Knowledge Domains

2.4          Project Life Cycle

2.5          Predictive Approach versus Adaptive Approach

2.6          Project Management Process & Optimizing Project through “Right Size” Project Management

Part 2: Projects in Motion – From Ideas to Results

3.0          Ideation – Aligning Projects with Strategy

3.1          Strategic Business Execution and Environmental Context

3.2          Entrance and Exit Criteria for Ideation

3.3          Project Selection

3.4          Making Sound Project Decisions

3.5          Developing a Culture of Execution

3.6          Business Case

 

4.0          Initiation – Starting the Project Right

4.1          The Challenges of Getting Started

4.2          What is the Fuzzy Front End?

4.3          Good Practices for Managing the Fuzzy Front End

4.4          Seven Steps to Managing the Fuzzy Front End

4.5          The Project Charter

 

5.0          Preparation – Planning to Achieve Optimal Implementation

5.1          About Preparation Phase

5.2          Project Complexity

5.3          Identifying and Confronting Project Complexity

6.0          Chapter 6: Implementing Projects – Getting it Done

6.1          The Art of Execution

6.2          Monitoring Projects

6.3          Managing Special Situations in Projects

6.4          Controlling Projects

6.5          Project Challenges During Implementation

6.6          Think Like a Project Manager

6.7          Achieve Sound Decisions

 

7.0          Project Transition and/or Closure – Celebrating Success

7.1          Transition and/or Close Projects or Phases

7.2          Specific Transitions and/or Closures

Part 3a: Knowledge Domain

8.0          Chapter 8: Project Integration Management – The Most Important Knowledge Domain

8.1          Importance of Project Integration

8.1          Example of Integrated Project Management

8.2          Project Integration Artifacts in Project Preparation Phase

8.3          Managing Project Work during Project Implementation

8.4         Control Performance, Manage Change, and Close Project

 

9.0          Stakeholder Management – Knowing the People

9.1          Importance of Engaging Project Stakeholders

9.2          Identifying Stakeholders

9.3          Planning Stakeholder Engagement

9.4         Engaging & Monitoring Stakeholder and Closing Stakeholder Management

 

10.0        Scope Management – Defining Scope and Determining Requirements

10.1        What is Scope Management?

10.2        Conceiving Initial Scope

10.3.1    Gathering Requirements & Defining and Refining Scope

10.3.3    Creating WBS

10.4        Validating, Controlling, and Closing Scope

 

11.0        Schedule Management – Understanding “When”

11.1        Importance of Schedule Management

11.2        Conceiving Initial Schedule & Planning, Estimating, Sequencing and Validating Schedule

11.3.1    Defining Project Activities

11.3.2    Sequencing Project Activities

11.3.4    Estimating Project Activity Duration

11.3.5    Develop and Validating Project Schedule

11.4      Controlling Schedule & Transitioning and/or Closing Schedule

 

12.0        Resource Management – Defining the Resources Required to Tackle Projects

12.1        What is Resource Management?

12.2A     Planning Project Resources

12.2B     Estimating Project Resources

12.3        Obtaining and Working with Resources

12.4        Leading Teams, Controlling Resources and Transitioning Resources

 

13.0        Cost Management – How to Develop and Manage Budgets

13.1        Effectively Plan Project Cost & Propose Initial Project Costs

13.3        Planning and Estimating Project Costs and Budget

13.3.2    Estimating Project Costs

13.3.3    Determining Budget

13.4        Managing, Controlling (Earned Value), and Closing Project Costs

Part 3b: Knowledge Domain (Continued)

14.0        Communication Management – Ensuring the Full Handshake

14.1        Importance of Project Communication

14.2        Developing Communication and Information Management Plans

14.2.1    Creating Communication Management Plan

14.3        Managing and Monitoring Communication and Information Exchanges

14.3.2    Monitoring Communication, Controlling Information Flows, and Closing Communication Management

 

15.0        Risk Management – Minimizing Surprises

15.1        Importance of Risk Management

15.2        Identifying Top-Level Risks

15.3.1    Plan Risk Management

15.3.2    Identify Risk

15.3.3    Analyze Risk

15.3.4    Plan Risk Response

15.4A     Monitoring Risk Response and Contingencies

15.5B     Implementing Risk Response

15.5        Transitioning Risk

 

16.0        Quality Management – Designing it Right

16.1        Project Quality Management

16.2        Determining Quality

16.3        Planning Quality Management

16.4A     Managing Quality

16.4B     Controlling Quality

16.5        Validating and Closing Quality Management; Special Case: Boeing 737 Max

 

17.0        Project Supply Chain Management – Extending Beyond the Internal Resources

17.1        What is Supply Chain Management

17.3        Planning Project Procurement

17.4        Managing Project Supply Chain

17.4.2    Managing Vendor

17.5        Transitioning and/or Closing Procurement

 

18.0        Leveraging Conflicts – How to Find the Optimal Balance of Conflicts

18.1        Introduction to Project Conflict Management

18.2        Initial Evaluation of Project Conflicts

18.3        Planning to Tackle Project Conflicts

18.4        Managing Project Conflicts & Evaluating Results

 

19.0        Governance Management  – Establishing Decision Framework

19.1        Principle of Project Governance

19.2        Initial Development of Project Governance Guidelines

19.3        Planning and Building Governance Structure and Processes

19.4        Operating Governance and Authorizing Project Transition or Closure

Part 4: Beyond Project Management

20.0            Working with People – Building, Mobilizing, Managing, and Leading Project Teams

20.1             Importance of Project Leadership

20.2            Building Strong Project Teams

20.3            Developing High-Performance Project Team

20.4            Understanding Project Executives

20.A00      Special Topic: Additional Topics to Chapter 20 – Working with People

20.A01       Special Topic: Critical Examination of Project Leadership

20.A02      Special Topic: Negotiation

20.A03      Special Topic: Engaging People Introduction

20.A03a    Special Topic: Engaging People – Strategy for People & Relationship Management

20.A03b    Special Topic: Engaging People – Skills for Managing People

20.A03c    Special Topic: Engaging People – Communicating is the Key

 

21.0        Program, Portfolio, Service Management, and Strategic Business Execution

21.1        What Happens on the Day After

21.2        What is Service Management

21.3        Beyond Project Closure

21.4        Business Execution in Rear View