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About This Course
What you will learn
  • Planning the Project
  • Implementing the Project Plan
  • Execute the Project Plan
  • Kick-Off Meeting
  • Kick-Off Meeting - Real Life Example

  • Delegation
  • The Limitations of the Project-Management Role
  • How to Execute the Project Plan - Guidelines
  • Executing the Project Plan - Assessment Activity

Study Project Management Skills for Non-Project Managers Online Courses and Learn the key project management concepts

The Project Management Skills for Non-Project Managers course teaches the key project management concepts to the professionals who are not project managers by job role but are required to undertake a project for their organization. The course assumes that the candidates have a closely related job to project management and fully understand a company’s products and quality requirements. The course will assist the candidates to gain project management knowledge along with the product knowledge which they already have and resultantly enable the candidates to work as successful and accomplished project managers within their organizations.

The course is designed for those professionals who are not professional project managers but are required to learn the fundamentals of project management due to organizational requirements. The course helps the candidates to learn how to incorporate established project management processes into the organization, making the most of their skills and experience and allowing employers to develop management and leadership skills.

PMI, Project Management Institute, Project Management Professional (PMP), PMP, Certified Associate in Project Management (CAPM), CAPM, PMI Agile Certified Practitioner (PMI-ACP), PMI-ACP, PMI Risk Management Professional (PMI-RMP), PMI-RMP, PMBOK, PgMP, PULSE OF THE PROFESSION, THE PMI TALENT TRIANGLE and The PMI REP Logo are registered marks of the Project Management Institute, Inc.

What you will learn with our Project Management Skills for Non-Project Managers Online Courses

  • Learn the fundamentals of Project Management Skills for Non-Project Managers
  • Comprehensive 3 module Accredited Certificate in Project Management Skills for Non-Project Managers Online Course
  • Study along with simple instructions & demonstrations
  • Written and developed by leading Project Management Skills experts

Project Management Skills for Non-Project Managers Online Courses - Requirements

The Project Management Skills for Non-Project Managers Courses is delivered 100 percent online 24/7.

To successfully complete this course, a student must:

  • Have access to the internet and the necessary technical skills to navigate the online learning resources
  • Have access to any mobile device with internet connectivity (laptop, desktop, tablet)
  • Be a self-directed learner
  • Possess sound language and literacy skills

Quick Course Facts

  1. Course content is structured for easy comprehension
  2. Registered students gain unrestricted access to the Project Management Skills for Non-Project Managers Courses
  3. All course material is available online 24/7 and can be accessed using any device
  4. Study online from anywhere in your own time at your own pace
  5. All students who complete the course will be awarded with a certificate of completion

For any additional questions please see our comprehensive FAQS tab above.

Project Management Skills for Non-Project Managers Online Course Outline

Lesson 1 - Planning the Project

Planning the Project

The first lesson is planning the project objectives of cleaning the project. In this lesson, plan the project in its parameters, including its scope requirements, resources and constraints. This lesson is going to talk about all of these items specifically on an individual basis first thing we are going to do define the project requirements that includes looking at the resources that are needed, any limitations that might be a factor and workplace expectations resources can include contributors were going to help you with the project at the budget.

Define the Project Requirements

Key Area Analysis: Things to Consider

The areas for analysis or things to consider are the project itself, so what is it designed to accomplish, and what business need does it serve. So the reality is that you will probably get those answers to those questions from the sponsor where to talk about the sponsor. However, the sponsor is the person who defines what the project is designed to accomplish and what business need it serves so you can get that information that will give you a vital understanding of the importance of the project.

It is going to give you an understanding of where does this project fall in relationship to the company's organizational structure how important it is compared to other projects in the organization, so this was things to consider in a lot when should gather that information for the project manager and from the sponsor. So you will be able to then think about how important a project is and what your strategy is that you are going to take with this particular project.

  • Project Manager
  • Sponsor
  • Scope
  • Resources
  • Risks

Questions to Ask Yourself

You will see some questions that you can ask yourself to help you with critical planning areas and define the project requirements. 

Definition

Defining a project, you also need to think about the constraints triangle. This is a prevalent thing that project managers look at when you are looking at managing project visited. The constraints triangle is about a balance between three quadrants, so it is about time, scope and budget. The tricky thing is trying to find a balance between the three, and that is where you can know what to do to find a balance. 

Criteria for Judging a Project

Criteria for judging a project depending on the type of project in the strategy for the project, you will have different criteria and any given time. So this lesson is going to give you some general areas that you can think about in terms of judging with criteria for a project whose want you to find project requirements you are going to think about how you are going to manage and monitor the project activities well.

  • Effectiveness
  • Accuracy
  • Completeness
  • Aesthetic Appeal
  • Customer Satisfaction
  • Competitive Comparison
  • Market Response

Stages of the Project

Anything you need to think about when defining the project requirements is the stages of the project, and generally, there are three stages of a project, and any project that you do there is the planning stage, the execution stage and the close-out stage

Topics to be discussed include:

  • Defining the Project Requirements- Real Life Example
  • Defining the Project Requirements- Assessment Activity

How to Define the Project Requirement

  • Develop a congenial relationship with the sponsor
  • Identify the project scope
  • Identify the deliverables
  • Identify your resources
  • Identify the importance of this project relative to the company's other operations

Create Your Project Plan

We think about how to create a project plan we got to understand. First, we have to find the requirements with a project we have included or scope our resources or potential constraints and the risks you know you need to accomplish. You will now move on to the next planning stage by creating a formal structure for your team's work. The key areas that you will focus on to give structure are the schedule benchmarks, team development, pushback, project plan itself, and milestones. 

Schedule

A schedule list of all that needs to be performed a project the critical point we need to focus on here is that it notes that the people responsible for performing each task give the date that each task will be completed in maybe creative with special software.

Benchmarks

Benchmarks are previous examples of projects that you do not look at. So if you want to look at successful projects, it is not a bad idea the look at projects that may be so successful. There may be similar to the project here getting working on because it could undoubtedly let you know what not to do in the future. However, most people utilize successful projects as a benchmark to help them out and figure out what to do, prepare for it who the contributors are, what roles they play, what resources worked effectively, and what challenges they have a hand with.

Topics to be discussed include:

  • Benchmarks Real Life Example

Team Development

Team development refers to the two-fold task of assembling the right people with the right skills to complete your project and instilling in them a cooperative spirit. This is critical when you have no formal authority over the contributors, so you need to get your team members to feel motivated, to feel excited about wanting to work with you, wanting to work on this project, especially if you are not formally manager. 

Project Plan

The project plan itself is the actual document that guides your project from beginning to end. It documents the work that will be done and the objectives that will be achieved. 

Topics to be discussed include:

  • Sample Microsoft Project Plan
  • Sample Project Plan

Milestones

Milestones are significant measurable events that reach one of the project's goals. These are established before the project begins, and they correlate directly to the defined deliverables things. It is essential to recognize and celebrate that these fees are often huge contributors to momentum for the team. A milestone signifies a significant portion of a project that spends completed or attain, so it does contribute to t momentum. So you want to make sure that you recognize it. It also establishes important accomplishments accomplishment markers, and that means vital areas of a project that he pays it has been completed. 

How to Create Your Project Plan Guidelines

  • Benchmark other successful projects
  • Create a schedule for your project
  • Solicit feedback
  • Develop your team
  • Commit to the process
  • Assemble your project plan

Lesson 2- Implementing the Project Plan

Implementing the Project Plan

The objectives are that you will be able to implement the project plan, which includes putting a project plan in motion and delegating tasks. You will then monitor the progress of the project and manage changes as they arise. The four key areas that were going to focus on for implementing the project plan are executing the project plan, monitoring the project's progress, negotiating for success and evaluating the process. 

So, execution is all about putting the plan into motion. Monitoring it is all about monitoring the work, but monitoring the climate quality of the timeline, the scope of the budget, and what is needed for success. It is helping you to be able to make sure that you can work more effectively with the people that you are working with, getting additional resources if you need them. A course of value and the process is what you do when you have completed the project.

Execute the Project Plan

The first area of focus is executing the project plan before working on a project and ensuring that everyone understands our roles and responsibilities. The project plan needs to be reviewed with all of its contributors after sign off by the sponsor and the key areas you need to think about. When executing the project plan at our potential kick-off meeting, the delegation of tasks, and the limitations of the project management, we will look at each of these areas individually.

Kick-Off Meeting

The kick-off meeting is an optional event held by the project manager at the commencement of the project, and it includes all of the contributors and often the sponsors. The kick-off meeting heralds the opening of the project. It is a way to share information with all of those involved in talks about the importance of the project, the scope of what needs to be done, and it generates overall excitement for the project and security. It also secures participation from everyone who is involved in the project. Generally, the kick-off meeting is healthy for more extensive projects. It will think about the size of the project that's being done and determine whether a kick-off meeting is appropriate.

Topics to be discussed include:

  • Kick-Off Meeting- Real Life Example

Delegation 

Delegation is generally not the sole province of the project manager; it is usually the function of department managers to make work assignments according to the contributors who are available to do it and appropriately suited to do the task. So it is not necessarily your general role as the delegate. However, in this situation, you need to delegate tasks according to the people involved in the project, depending on the particular project you are working on. You may or may not be given the choice of contributors, so you have to think about that. That is a factor to consider.

The Limitations of the Project Management Role

The project management role has certain limitations. These include taking responsibility only for overseeing the project, the products, the schedule of the deadlines and the deliverables and monitoring the progress of the work to ensure that the project will be delivered on time. 

How to Execute the Project Plan- Guidelines

  • Determine whether your project requires a kick-off meeting
  • If necessary, conduct an internal kick-off meeting
  • If necessary, conduct an internal kick-off meeting with the customer
  • Review the project plan with contributors
  • Praise and motivate the contributors
  • Step back

Topics to be discussed include:

  • Executing the Project Plan- Assessment Activity

Monitor the Progress of the Project

Now that you plan your project carefully and put these plans into action, you need to monitor the progress of the work. Show the table can be completed on time on the scope and on the budget you need to match contributors' efforts against the defined criteria milestones and schedule guidelines. The many areas that were the focus on here are the time management tools that you can utilize to monitor the project's progress. What are the checkpoints going to be for you to be a late check-in and see how things are going and get information from your contributors to see what is working what is not working at getting things done on time and was well you have got to be keeping an eye on this route the project to make sure that you do not see any red flags. You can appropriately monitor that and make some recommendations and look at some of the expected performance problems that you will see when managing a project to be prepared and that you will not have to expect the unexpected for sale and be ready to manage the project effectively.

Time-Management Tools

Time management tools can include any type of job that a project manager uses to organize a project, maintain scheduled, or monitor contributors' progress. Some examples of time management tools are spreadsheets, calendars or checklist, and spreadsheets are typically used to track schedules or resources assignments and the due dates. You can use this in an excel format. 

Checkpoints

Checkpoints translate updates on contributors' progress and measure their performance against the defined criteria, such as the deadline for the schedule. You can do checkpoints in many ways, and you got of us decide what the most effective means is for you. You can do this in a team meeting to decide that you want to do weekly team meetings to get a debriefing and what the contributors are doing and how the phases of a project or going. 

Performance Gaps

Performance gaps before any lack of knowledge, experience, or training in the contributors assigned to your project adversely affect your belief to deliver the project on time, on the stack, and budget. You need to identify days performance gaps early in the project; otherwise, this could be detrimental to cause, and a project cannot be completed on time to have a lot of issues and problems. 

Common Performance Problems

Common performance problems are the efforts by contributors that adversely affect your ability to deliver the project on time, spec and budget. So anything that's what gets in the way of you being able to do that could be a calm and performance problem it means could be things like their inability or willingness, to participate fully, not completing tasks on time, not producing quality work these are vital areas that should be focusing on as calm and performance indicators. In most cases, some of the critical points why this is happening relate to poor motivation, low morale, unmanageable workload, and insufficient training. 

Topics to be discussed include:

  • Common Performance Problems- Real Life Example

How to Monitor the Progress of the Project- Guidelines

  • Use your preferred time-management tool
  • Establish how you will conduct checkpoints with contributors
  • Compare progress against the project plan and project schedule
  • Report upwards

Topics to be discussed include:

  • Monitoring the Progress of the Project- Assessment Activity

Negotiate for Success

Navigate back to identify the methods of monitoring the project's progress. You need to know how to proceed on the event that contributes. Yours are not willing to deliver the work that needs expectations. The key factors you want to think about here are red flags, troubleshooting, escalation, troubleshooting strategies, and more also talked about some negotiation strategies.

Red Flags

Red flags are problems that arise, indicating that your project is in trouble. It may be over budget, out of scope or finished late or not at all. So many things will typically see that you want to look for red flags, such as missed deadlines, overspending, errors, and gaps.

Troubleshooting 

Troubleshooting is a twofold act of diagnosing a problem and the program its solution. You need to measure contributors progress against the defined criteria stipulated at the beginning of the project. During your planning phase, you need to intervene when efforts fault. It is not your responsibility to take over tasks for contributors if it is not working and does not do what needs to be done. It is not the responsibility of this step in and take over that work. You need to get more resources to help you reallocate responsibility or negotiate from resources as necessary, so they feel if someone is not working on specific tasks but is better suited. 

Escalation

Escalation is going to the point where you need to move higher up in the corporate hierarchy. Whatever is happening would have a resolution for solving a problem that is not working and you need additional resources to move up the chain to get support.

Troubleshooting Strategies

Common Problems:

  • Contributors lack resources
  • Contributors lack training or job knowledge
  • Contributors need advice or direction
  • Contributors fail to meet requirements
  • Supervisors fail to respond appropriately

Negotiation Strategies

  • Collaborative
  • Educational
  • Motivational
  • Communicative

Topics to be discussed include:

  • How to Negotiate for Success- Real Life Example

How to Negotiate for Success- Guidelines

  • Identify common performance problems
  • Look for red flags
  • Troubleshoot the problems
  • Choose the appropriate negotiation strategy
  • Be specific about your requests
  • Propose alternative solutions

Evaluate the Process

When we think about evaluating the process, the last phase that focuses on implementing a project plan is a close-out meeting should every project pose a unique set of challenges. The most effective project managers use their experience as an opportunity for growth and learning to identify these areas for growth and learning in the actual close-out meeting.

Close-Out Meeting

A close-out meeting is an event held after the project and allows the project manager to review the session and discuss the participant efforts. Each project experience is an opportunity for growth and learning. So now that the work is complete, you need to identify areas for improvement, but the important thing here is that you always want to start with the positive. 

Topics to be discussed include:

  • How to Evaluate the Process- Guidelines
  • Evaluating the Process Assessment Activity
Recognition & Accreditation

Upon successful completion of this course and achieving a passing score for the assessment, you will be issued with an international continuing education credit (CEU) certificate.

This Certificate is applicable worldwide, which demonstrates your commitment to learning new skills. You can share the certificate with your friends, relatives, co-workers, and potential employers. Also, include it in your resume/CV, professional social media profiles and job applications.

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Units of Study

Course Introduction

  •     Introduction
  •     Course Introduction
  •     Instructor Introduction

Lesson 1 - Planning the Project

  •     Planning the Project
  •     Define the Project Requirements
  •     Key Area Analysis: Things to Consider
  •     Questions to ask yourself?
  •     Definition
  •     Criteria for Judging a Project
  •     Stages of the Project
  •     Defining the Project Requirements - Real Life Example
  •     Defining the Project Requirements - Assessment Activity
  •     How to Define the Project Requirements - Guidelines
  •     Create Your Project Plan
  •     Schedule
  •     Benchmarks
  •     Benchmarks Real Life Example
  •     Team Development
  •     Pushback
  •     Project Plan
  •     Sample Microsoft Project Plan
  •     Sample Project Plan
  •     Milestones
  •     How to Create Your Project Plan - Guidelines
  •     Lesson 1 Reflective Questions
  •     Lesson 1 Review

Lesson 2 - Implementing the Project Plan

  •     Implementing the Project Plan
  •     Execute the Project Plan
  •     Kick-Off Meeting
  •     Kick-Off Meeting - Real Life Example
  •     Delegation
  •     The Limitations of the Project-Management Role
  •     How to Execute the Project Plan - Guidelines
  •     Executing the Project Plan - Assessment Activity
  •     Monitor the Progress of the Project
  •     Time-Management Tools
  •     Checkpoints
  •     Performance Gaps
  •     Common Performance Problems
  •     Common Performance Problems - Real Life Example
  •     How to Monitor the Progress of the Project - Guidelines
  •     Monitoring the Progress of the Project - Assessment Activity
  •     Negotiate for Success
  •     Red Flags
  •     Troubleshooting
  •     Escalation
  •     Troubleshooting Strategies
  •     Negotiation Strategies
  •     How to Negotiate for Success - Real Life Example
  •     How to Negotiate for Success - Guidelines
  •     Evaluate the Process
  •     Close-Out Meeting
  •     How to Evaluate the Process - Guidelines
  •     Evaluating the Process - Assessment Activity
  •     Lesson 2 Reflective Questions
  •     Lesson 2 Review
  •     Closure
  •     Course Closure
Requirements

Entry requirements

Students must have basic literacy and numeracy skills.

Minimum education

Open entry. Previous schooling and academic achievements are not required for entry into this course.

Computer requirements

Students will need access to a computer and the internet.

Minimum specifications for the computer are:

Windows:

Microsoft Windows XP, or laterModern and up to date Browser (Internet Explorer 8 or later, Firefox, Chrome, Safari)

MAC/iOS

OSX/iOS 6 or laterModern and up to date Browser (Firefox, Chrome, Safari)

All systems

Internet bandwidth of 1Mb or fasterFlash player or a browser with HTML5 video capabilities(Currently Internet Explorer 9, Firefox, Chrome, Safari)

Students will also need access the following applications:

Adobe Acrobat Reader

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Project Management Skills for Non-Project Managers Online Certificate Course

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The key project management concepts

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Course Summary

  • Delivery: Online
  • Access: Unlimited Lifetime
  • Time: Study at your own pace
  • Duration: 8-10 hours per course
  • Assessments: Yes
  • Qualification: Certificate
About This Course
What you will learn
  • Planning the Project
  • Implementing the Project Plan
  • Execute the Project Plan
  • Kick-Off Meeting
  • Kick-Off Meeting - Real Life Example

  • Delegation
  • The Limitations of the Project-Management Role
  • How to Execute the Project Plan - Guidelines
  • Executing the Project Plan - Assessment Activity

Study Project Management Skills for Non-Project Managers Online Courses and Learn the key project management concepts

The Project Management Skills for Non-Project Managers course teaches the key project management concepts to the professionals who are not project managers by job role but are required to undertake a project for their organization. The course assumes that the candidates have a closely related job to project management and fully understand a company’s products and quality requirements. The course will assist the candidates to gain project management knowledge along with the product knowledge which they already have and resultantly enable the candidates to work as successful and accomplished project managers within their organizations.

The course is designed for those professionals who are not professional project managers but are required to learn the fundamentals of project management due to organizational requirements. The course helps the candidates to learn how to incorporate established project management processes into the organization, making the most of their skills and experience and allowing employers to develop management and leadership skills.

PMI, Project Management Institute, Project Management Professional (PMP), PMP, Certified Associate in Project Management (CAPM), CAPM, PMI Agile Certified Practitioner (PMI-ACP), PMI-ACP, PMI Risk Management Professional (PMI-RMP), PMI-RMP, PMBOK, PgMP, PULSE OF THE PROFESSION, THE PMI TALENT TRIANGLE and The PMI REP Logo are registered marks of the Project Management Institute, Inc.

What you will learn with our Project Management Skills for Non-Project Managers Online Courses

  • Learn the fundamentals of Project Management Skills for Non-Project Managers
  • Comprehensive 3 module Accredited Certificate in Project Management Skills for Non-Project Managers Online Course
  • Study along with simple instructions & demonstrations
  • Written and developed by leading Project Management Skills experts

Project Management Skills for Non-Project Managers Online Courses - Requirements

The Project Management Skills for Non-Project Managers Courses is delivered 100 percent online 24/7.

To successfully complete this course, a student must:

  • Have access to the internet and the necessary technical skills to navigate the online learning resources
  • Have access to any mobile device with internet connectivity (laptop, desktop, tablet)
  • Be a self-directed learner
  • Possess sound language and literacy skills

Quick Course Facts

  1. Course content is structured for easy comprehension
  2. Registered students gain unrestricted access to the Project Management Skills for Non-Project Managers Courses
  3. All course material is available online 24/7 and can be accessed using any device
  4. Study online from anywhere in your own time at your own pace
  5. All students who complete the course will be awarded with a certificate of completion

For any additional questions please see our comprehensive FAQS tab above.

Project Management Skills for Non-Project Managers Online Course Outline

Lesson 1 - Planning the Project

Planning the Project

The first lesson is planning the project objectives of cleaning the project. In this lesson, plan the project in its parameters, including its scope requirements, resources and constraints. This lesson is going to talk about all of these items specifically on an individual basis first thing we are going to do define the project requirements that includes looking at the resources that are needed, any limitations that might be a factor and workplace expectations resources can include contributors were going to help you with the project at the budget.

Define the Project Requirements

Key Area Analysis: Things to Consider

The areas for analysis or things to consider are the project itself, so what is it designed to accomplish, and what business need does it serve. So the reality is that you will probably get those answers to those questions from the sponsor where to talk about the sponsor. However, the sponsor is the person who defines what the project is designed to accomplish and what business need it serves so you can get that information that will give you a vital understanding of the importance of the project.

It is going to give you an understanding of where does this project fall in relationship to the company's organizational structure how important it is compared to other projects in the organization, so this was things to consider in a lot when should gather that information for the project manager and from the sponsor. So you will be able to then think about how important a project is and what your strategy is that you are going to take with this particular project.

  • Project Manager
  • Sponsor
  • Scope
  • Resources
  • Risks

Questions to Ask Yourself

You will see some questions that you can ask yourself to help you with critical planning areas and define the project requirements. 

Definition

Defining a project, you also need to think about the constraints triangle. This is a prevalent thing that project managers look at when you are looking at managing project visited. The constraints triangle is about a balance between three quadrants, so it is about time, scope and budget. The tricky thing is trying to find a balance between the three, and that is where you can know what to do to find a balance. 

Criteria for Judging a Project

Criteria for judging a project depending on the type of project in the strategy for the project, you will have different criteria and any given time. So this lesson is going to give you some general areas that you can think about in terms of judging with criteria for a project whose want you to find project requirements you are going to think about how you are going to manage and monitor the project activities well.

  • Effectiveness
  • Accuracy
  • Completeness
  • Aesthetic Appeal
  • Customer Satisfaction
  • Competitive Comparison
  • Market Response

Stages of the Project

Anything you need to think about when defining the project requirements is the stages of the project, and generally, there are three stages of a project, and any project that you do there is the planning stage, the execution stage and the close-out stage

Topics to be discussed include:

  • Defining the Project Requirements- Real Life Example
  • Defining the Project Requirements- Assessment Activity

How to Define the Project Requirement

  • Develop a congenial relationship with the sponsor
  • Identify the project scope
  • Identify the deliverables
  • Identify your resources
  • Identify the importance of this project relative to the company's other operations

Create Your Project Plan

We think about how to create a project plan we got to understand. First, we have to find the requirements with a project we have included or scope our resources or potential constraints and the risks you know you need to accomplish. You will now move on to the next planning stage by creating a formal structure for your team's work. The key areas that you will focus on to give structure are the schedule benchmarks, team development, pushback, project plan itself, and milestones. 

Schedule

A schedule list of all that needs to be performed a project the critical point we need to focus on here is that it notes that the people responsible for performing each task give the date that each task will be completed in maybe creative with special software.

Benchmarks

Benchmarks are previous examples of projects that you do not look at. So if you want to look at successful projects, it is not a bad idea the look at projects that may be so successful. There may be similar to the project here getting working on because it could undoubtedly let you know what not to do in the future. However, most people utilize successful projects as a benchmark to help them out and figure out what to do, prepare for it who the contributors are, what roles they play, what resources worked effectively, and what challenges they have a hand with.

Topics to be discussed include:

  • Benchmarks Real Life Example

Team Development

Team development refers to the two-fold task of assembling the right people with the right skills to complete your project and instilling in them a cooperative spirit. This is critical when you have no formal authority over the contributors, so you need to get your team members to feel motivated, to feel excited about wanting to work with you, wanting to work on this project, especially if you are not formally manager. 

Project Plan

The project plan itself is the actual document that guides your project from beginning to end. It documents the work that will be done and the objectives that will be achieved. 

Topics to be discussed include:

  • Sample Microsoft Project Plan
  • Sample Project Plan

Milestones

Milestones are significant measurable events that reach one of the project's goals. These are established before the project begins, and they correlate directly to the defined deliverables things. It is essential to recognize and celebrate that these fees are often huge contributors to momentum for the team. A milestone signifies a significant portion of a project that spends completed or attain, so it does contribute to t momentum. So you want to make sure that you recognize it. It also establishes important accomplishments accomplishment markers, and that means vital areas of a project that he pays it has been completed. 

How to Create Your Project Plan Guidelines

  • Benchmark other successful projects
  • Create a schedule for your project
  • Solicit feedback
  • Develop your team
  • Commit to the process
  • Assemble your project plan

Lesson 2- Implementing the Project Plan

Implementing the Project Plan

The objectives are that you will be able to implement the project plan, which includes putting a project plan in motion and delegating tasks. You will then monitor the progress of the project and manage changes as they arise. The four key areas that were going to focus on for implementing the project plan are executing the project plan, monitoring the project's progress, negotiating for success and evaluating the process. 

So, execution is all about putting the plan into motion. Monitoring it is all about monitoring the work, but monitoring the climate quality of the timeline, the scope of the budget, and what is needed for success. It is helping you to be able to make sure that you can work more effectively with the people that you are working with, getting additional resources if you need them. A course of value and the process is what you do when you have completed the project.

Execute the Project Plan

The first area of focus is executing the project plan before working on a project and ensuring that everyone understands our roles and responsibilities. The project plan needs to be reviewed with all of its contributors after sign off by the sponsor and the key areas you need to think about. When executing the project plan at our potential kick-off meeting, the delegation of tasks, and the limitations of the project management, we will look at each of these areas individually.

Kick-Off Meeting

The kick-off meeting is an optional event held by the project manager at the commencement of the project, and it includes all of the contributors and often the sponsors. The kick-off meeting heralds the opening of the project. It is a way to share information with all of those involved in talks about the importance of the project, the scope of what needs to be done, and it generates overall excitement for the project and security. It also secures participation from everyone who is involved in the project. Generally, the kick-off meeting is healthy for more extensive projects. It will think about the size of the project that's being done and determine whether a kick-off meeting is appropriate.

Topics to be discussed include:

  • Kick-Off Meeting- Real Life Example

Delegation 

Delegation is generally not the sole province of the project manager; it is usually the function of department managers to make work assignments according to the contributors who are available to do it and appropriately suited to do the task. So it is not necessarily your general role as the delegate. However, in this situation, you need to delegate tasks according to the people involved in the project, depending on the particular project you are working on. You may or may not be given the choice of contributors, so you have to think about that. That is a factor to consider.

The Limitations of the Project Management Role

The project management role has certain limitations. These include taking responsibility only for overseeing the project, the products, the schedule of the deadlines and the deliverables and monitoring the progress of the work to ensure that the project will be delivered on time. 

How to Execute the Project Plan- Guidelines

  • Determine whether your project requires a kick-off meeting
  • If necessary, conduct an internal kick-off meeting
  • If necessary, conduct an internal kick-off meeting with the customer
  • Review the project plan with contributors
  • Praise and motivate the contributors
  • Step back

Topics to be discussed include:

  • Executing the Project Plan- Assessment Activity

Monitor the Progress of the Project

Now that you plan your project carefully and put these plans into action, you need to monitor the progress of the work. Show the table can be completed on time on the scope and on the budget you need to match contributors' efforts against the defined criteria milestones and schedule guidelines. The many areas that were the focus on here are the time management tools that you can utilize to monitor the project's progress. What are the checkpoints going to be for you to be a late check-in and see how things are going and get information from your contributors to see what is working what is not working at getting things done on time and was well you have got to be keeping an eye on this route the project to make sure that you do not see any red flags. You can appropriately monitor that and make some recommendations and look at some of the expected performance problems that you will see when managing a project to be prepared and that you will not have to expect the unexpected for sale and be ready to manage the project effectively.

Time-Management Tools

Time management tools can include any type of job that a project manager uses to organize a project, maintain scheduled, or monitor contributors' progress. Some examples of time management tools are spreadsheets, calendars or checklist, and spreadsheets are typically used to track schedules or resources assignments and the due dates. You can use this in an excel format. 

Checkpoints

Checkpoints translate updates on contributors' progress and measure their performance against the defined criteria, such as the deadline for the schedule. You can do checkpoints in many ways, and you got of us decide what the most effective means is for you. You can do this in a team meeting to decide that you want to do weekly team meetings to get a debriefing and what the contributors are doing and how the phases of a project or going. 

Performance Gaps

Performance gaps before any lack of knowledge, experience, or training in the contributors assigned to your project adversely affect your belief to deliver the project on time, on the stack, and budget. You need to identify days performance gaps early in the project; otherwise, this could be detrimental to cause, and a project cannot be completed on time to have a lot of issues and problems. 

Common Performance Problems

Common performance problems are the efforts by contributors that adversely affect your ability to deliver the project on time, spec and budget. So anything that's what gets in the way of you being able to do that could be a calm and performance problem it means could be things like their inability or willingness, to participate fully, not completing tasks on time, not producing quality work these are vital areas that should be focusing on as calm and performance indicators. In most cases, some of the critical points why this is happening relate to poor motivation, low morale, unmanageable workload, and insufficient training. 

Topics to be discussed include:

  • Common Performance Problems- Real Life Example

How to Monitor the Progress of the Project- Guidelines

  • Use your preferred time-management tool
  • Establish how you will conduct checkpoints with contributors
  • Compare progress against the project plan and project schedule
  • Report upwards

Topics to be discussed include:

  • Monitoring the Progress of the Project- Assessment Activity

Negotiate for Success

Navigate back to identify the methods of monitoring the project's progress. You need to know how to proceed on the event that contributes. Yours are not willing to deliver the work that needs expectations. The key factors you want to think about here are red flags, troubleshooting, escalation, troubleshooting strategies, and more also talked about some negotiation strategies.

Red Flags

Red flags are problems that arise, indicating that your project is in trouble. It may be over budget, out of scope or finished late or not at all. So many things will typically see that you want to look for red flags, such as missed deadlines, overspending, errors, and gaps.

Troubleshooting 

Troubleshooting is a twofold act of diagnosing a problem and the program its solution. You need to measure contributors progress against the defined criteria stipulated at the beginning of the project. During your planning phase, you need to intervene when efforts fault. It is not your responsibility to take over tasks for contributors if it is not working and does not do what needs to be done. It is not the responsibility of this step in and take over that work. You need to get more resources to help you reallocate responsibility or negotiate from resources as necessary, so they feel if someone is not working on specific tasks but is better suited. 

Escalation

Escalation is going to the point where you need to move higher up in the corporate hierarchy. Whatever is happening would have a resolution for solving a problem that is not working and you need additional resources to move up the chain to get support.

Troubleshooting Strategies

Common Problems:

  • Contributors lack resources
  • Contributors lack training or job knowledge
  • Contributors need advice or direction
  • Contributors fail to meet requirements
  • Supervisors fail to respond appropriately

Negotiation Strategies

  • Collaborative
  • Educational
  • Motivational
  • Communicative

Topics to be discussed include:

  • How to Negotiate for Success- Real Life Example

How to Negotiate for Success- Guidelines

  • Identify common performance problems
  • Look for red flags
  • Troubleshoot the problems
  • Choose the appropriate negotiation strategy
  • Be specific about your requests
  • Propose alternative solutions

Evaluate the Process

When we think about evaluating the process, the last phase that focuses on implementing a project plan is a close-out meeting should every project pose a unique set of challenges. The most effective project managers use their experience as an opportunity for growth and learning to identify these areas for growth and learning in the actual close-out meeting.

Close-Out Meeting

A close-out meeting is an event held after the project and allows the project manager to review the session and discuss the participant efforts. Each project experience is an opportunity for growth and learning. So now that the work is complete, you need to identify areas for improvement, but the important thing here is that you always want to start with the positive. 

Topics to be discussed include:

  • How to Evaluate the Process- Guidelines
  • Evaluating the Process Assessment Activity
Recognition & Accreditation

Upon successful completion of this course and achieving a passing score for the assessment, you will be issued with an international continuing education credit (CEU) certificate.

This Certificate is applicable worldwide, which demonstrates your commitment to learning new skills. You can share the certificate with your friends, relatives, co-workers, and potential employers. Also, include it in your resume/CV, professional social media profiles and job applications.

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Units of Study

Course Introduction

  •     Introduction
  •     Course Introduction
  •     Instructor Introduction

Lesson 1 - Planning the Project

  •     Planning the Project
  •     Define the Project Requirements
  •     Key Area Analysis: Things to Consider
  •     Questions to ask yourself?
  •     Definition
  •     Criteria for Judging a Project
  •     Stages of the Project
  •     Defining the Project Requirements - Real Life Example
  •     Defining the Project Requirements - Assessment Activity
  •     How to Define the Project Requirements - Guidelines
  •     Create Your Project Plan
  •     Schedule
  •     Benchmarks
  •     Benchmarks Real Life Example
  •     Team Development
  •     Pushback
  •     Project Plan
  •     Sample Microsoft Project Plan
  •     Sample Project Plan
  •     Milestones
  •     How to Create Your Project Plan - Guidelines
  •     Lesson 1 Reflective Questions
  •     Lesson 1 Review

Lesson 2 - Implementing the Project Plan

  •     Implementing the Project Plan
  •     Execute the Project Plan
  •     Kick-Off Meeting
  •     Kick-Off Meeting - Real Life Example
  •     Delegation
  •     The Limitations of the Project-Management Role
  •     How to Execute the Project Plan - Guidelines
  •     Executing the Project Plan - Assessment Activity
  •     Monitor the Progress of the Project
  •     Time-Management Tools
  •     Checkpoints
  •     Performance Gaps
  •     Common Performance Problems
  •     Common Performance Problems - Real Life Example
  •     How to Monitor the Progress of the Project - Guidelines
  •     Monitoring the Progress of the Project - Assessment Activity
  •     Negotiate for Success
  •     Red Flags
  •     Troubleshooting
  •     Escalation
  •     Troubleshooting Strategies
  •     Negotiation Strategies
  •     How to Negotiate for Success - Real Life Example
  •     How to Negotiate for Success - Guidelines
  •     Evaluate the Process
  •     Close-Out Meeting
  •     How to Evaluate the Process - Guidelines
  •     Evaluating the Process - Assessment Activity
  •     Lesson 2 Reflective Questions
  •     Lesson 2 Review
  •     Closure
  •     Course Closure
Requirements

Entry requirements

Students must have basic literacy and numeracy skills.

Minimum education

Open entry. Previous schooling and academic achievements are not required for entry into this course.

Computer requirements

Students will need access to a computer and the internet.

Minimum specifications for the computer are:

Windows:

Microsoft Windows XP, or laterModern and up to date Browser (Internet Explorer 8 or later, Firefox, Chrome, Safari)

MAC/iOS

OSX/iOS 6 or laterModern and up to date Browser (Firefox, Chrome, Safari)

All systems

Internet bandwidth of 1Mb or fasterFlash player or a browser with HTML5 video capabilities(Currently Internet Explorer 9, Firefox, Chrome, Safari)

Students will also need access the following applications:

Adobe Acrobat Reader

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