1. START: Tuesday 9/29 6-9:40pm 2015 Fall Course Hone your project management knowledge and take your career to the next level with our Project Management training. The Schoolcraft College Continuing Education and Professional Development department has partnered with Q'vive, a local leader in innovation strategy and training to offer a ten-week, intensive training program that will prepare you to take the Project Management Institute PMP® or CAPM® certification exam. 10 weeks 36 hours

2. Sponsor, Stakeholders Purpose, Justification Requirements, Specs Assumptions, Risks Budget, Milestones Scope, WBS, Schedule Change Control Project Plan Team Management Execution & Control Earned Value Deliverables Knowledge Areas  Integration  Scope  Time  Cost  Quality  Human Resources  Communications  Risk  Procurement  Stakeholders COST TIME SCOPE QUALITY

3. Examples of Tools & Techniques Stakeholder analysis Facilitated workshops Expert judgment Decomposition Precedence diagramming Estimating Project management software Critical path analysis Resource leveling Schedule compression Make-or-buy analysis Cost of quality SWOT analysis Risk analysis Risk mitigation Performance reviews Negotiation Team-building Conflict management Issue log Communication methods Forecasting Variance analysis Earned value Change control Audits

4. Class Description Are you preparing for the PMP® or CAPM® exam or looking for valuable project management skills? Gain essential knowledge about project management to deliver results for your stakeholders. Topics include management of integration, scope, time, cost, quality, human resources, communications, risk, procurement, and stakeholders. Get tools and techniques for initiating, planning, executing, controlling, and closing projects. Do group practice exercises and discuss exam preparation questions. This course targets those that have project team experience, as well as project managers seeking to refresh their knowledge and complement skill sets. PMP = Project Management Professional CAPM = Certified Associate in Project Management

5. Learning and Class Room Activities  Lecture  Class room discussion  Group practice exercises  Exam questions *Source data: National Training Laboratories. Bethel, Maine The Learning Pyramid * ACTIVE PASSIVE During each class we will work on group projects to apply project management principles. We will also discuss application in specific (your!) real life situations.

6. With this training, you will be able to…  Explain the fundamental concepts of project management.  Explain the five project management process groups, and know how to manage projects throughout the project life cycle.  Explain the ten project management knowledge areas.  Explain the inputs, tools and techniques, and outputs of the 47 project management processes.  Create a project management plan based on a project charter and input from stakeholders.  Determine how to manage a project team to execute the project management plan.  Decide how to deal with project changes.  Manage project documentation effectively, including lessons learned throughout the project.  Explain how to properly close a project or project phase.  Evaluate how professional responsibility drives ethical behavior.

7. Project life cycle based presentation of: 5 process groups 10 knowledge areas 47 processes 256 inputs 208 tools & techniques 154 outputs Included in course: 418 page manual 45 exercises 467 practice questions + exam strategies, perspective, approach, question types, facts + PMProcess Flow™ poster + set of Companion Documents About the exam: The Fall 2015 course prepares for exams based on the PMBOK® Guide – Fifth Edition, which was published by PMI in January 2013. The PMP® Exam will be updated on Jan 12, 2016. The course materials have been undated to reflect these changes. Exam change announcement on PMI's website: http://www.pmi.org/certification/exam-changes/pmp.aspx

8. PMP Exam Changes on November 2, 2015 Role Delineation Study (RDS) ensures certification is relevant PMI conducts a Role Delineation Study (RDS) every three to five years The recently completed RDS provided an updated description of the project management professional role Research included a large-scale survey of global Project Management Professional (PMP)® certification holders to validate updates to domains, tasks, knowledge, and skills The RDS captures perspectives of project management practitioners from all industries, work settings, and regions It serves as the foundation for the PMP exam and ensures its validity and relevance The PMP Exam update will be effective on January 12, 2016 The PMBOK® Guide – Fifth Edition remains the current edition Exam results are available immediately after testing

9. How is the PMP Exam is affected? Tasks have been modified, added, or removed Domain 1 – Initiating: 3 tasks added (task 2, 7, 8) Domain 2 – Planning: 1 task added (task 13) Domain 3 – Executing: 2 tasks added (task 6, 7) Domain 4 – Monitoring & Controlling: 2 tasks added (task 6, 7) Domain 5 – Closing: no tasks added Knowledge and Skills have been added to all domains Cross-Cutting Knowledge and Skills increased from 20 to 39 The changes are primarily focused on stakeholder management and communication in line with 5 th edition split of Communication KA in Communications and Stakeholders. As a project manager you need to be aware of business requirements, needs, value, … WHY the project is important to the performing organization, so you can manage stakeholders accordingly and deliver project success.

10. Project Management Institute www.pmi.org The Project Management Institute (PMI) is the world’s leading organization for the project management profession.  PMI serves practitioners and organizations  Standards that describe good practices  Globally recognized credentials that certify project management expertise  Resources for professional development  A Guide to the Project Management Body of Knowledge (PMBOK® Guide) is the recognized standard for the project management profession  Provides guidelines for managing individual projects  Defines project management and related concepts  Describes project management life cycle and related processes There are 665,000 PMP’s in 200+ countries

11. Project Management Institute www.pmi.org PMP ® Credential Handbook http://www.pmi.org/en/Certification/~/media/PDF/Certifications/pdc_pmphandbook.ashx CAPM ® Credential Handbook http://www.pmi.org/en/Certification/~/media/PDF/Certifications/pdc_capmhandbook.ashx

12. Project Management Experience PMP (Bachelor’s degree or global equivalent) Minimum three years/36 months* unique non-overlapping professional project management experience during which at least 4,500 hours were spent leading and directing the project** PMP (High school diploma, Associates degree) Minimum five years/60 months* unique non-overlapping professional project management experience during which at least 7,500 hours were spent leading and directing the project** CAPM (High school diploma) see Education Hours (next slide) Excel worksheet Experience_Worksheet.xls Excel worksheet Experience_Worksheet.xls *All project management experience must have been accrued within the last eight consecutive years prior to your application submission. **Leading and directing the project as identified with the tasks, knowledge, and skills specific in the Project Management Professional Examination Specification. You should have experience in all five process groups across all your project management experience submitted on the application. However, on a single project, you do not need to have experience in all five process groups.Project Management Professional Examination Specification PMP = Project Management Professional CAPM = Certified Associate in Project Management

13. Education Hours PMP (Bachelor’s degree or global equivalent) 35 contact hours of formal education PMP (High school diploma, Associates degree) 35 contact hours of formal education CAPM (High school diploma) You must meet one of these two requirements: 23 contact hours of formal education OR 1,500 hours of professional experience on a project team PMP = Project Management Professional CAPM = Certified Associate in Project Management

14. Examination Fees CAPMPMP PMI Membership$ 139* PMI Membership Renewal$ 129* Exam Member$ 225$ 405 Exam Nonmember$ 300$ 555 Reexamination Member$ 150$ 275 Reexamination Nonmember$ 200$ 375 Credential Renewal Member$ 60 Credential Renewal Nonmember$ 150 PMP = Project Management Professional CAPM = Certified Associate in Project Management *Student membership rates are $42 for first year and $32 for renewal. Retirees pay $65 for renewal. A $70 fee will be charged if you reschedule or cancel your exam within 30 calendar days of the appointment.

15. Worldwide Active Credential Holders PMP = Project Management Professional CAPM = Certified Associate in Project Management PMP CAPM 356,419 665,651 10,003 29,038 Sep 3, 2015 6,296 project management job openings in MI http://www.indeed.com Sep 3, 2015 6,296 project management job openings in MI http://www.indeed.com thousands +140% in past 5 yrs +69% in past 5 yrs

16. streamlining the intersection of innovation strategy, new product development, and project management Eric van der Meulen, President qvive.biz | 248.231.7452 | eric@qvive.bizconsulting | interim management | training

17. Eric van der Meulen, PMP President & Founder Experienced leader in product and process development, engineering, and r&d, with broad expertise in plastics, innovation strategy, and stage-gate project management. Credentialed Project Management Professional (PMP) with more than 20 years experience in project and program management for large and small companies, and internationally, as functional leader and consultant. Holds patents in the area of printing and other aspects of polycarbonate automotive glazing. Received 2006 Frost & Sullivan Award for Technology Innovation. Experienced leader in product and process development, engineering, and r&d, with broad expertise in plastics, innovation strategy, and stage-gate project management. Credentialed Project Management Professional (PMP) with more than 20 years experience in project and program management for large and small companies, and internationally, as functional leader and consultant. Holds patents in the area of printing and other aspects of polycarbonate automotive glazing. Received 2006 Frost & Sullivan Award for Technology Innovation.

18. Project Management Essentials Week 1 – Slide 18 © 2009-2011 Q'vive, LLC – All rights reserved © 2009-2014 Q'vive, LLC – All rights reserved Week 1 – Agenda  Introductions, Goals  Framework, Definitions Project, Project Management Project Management Skills Organizational Project Assets, Enterprise Environmental Factors Organizational Structures  Life Cycle, Knowledge Areas The Project Life Cycle Project Management Process Groups Project Management Knowledge Areas Agenda

19. Project Management Essentials Week 1 – Slide 19 © 2009-2011 Q'vive, LLC – All rights reserved © 2009-2014 Q'vive, LLC – All rights reserved What is a Project? A project is a temporary endeavor A project has specific start and end dates A project creates a unique product or service  Product includes components, enhancements of items  Service or service capability, such as a support function  Result includes outcome, document, organizational change A project is different from operations  Operations is permanent or semi-permanent work that repeatedly produces or provides the same product or service Ongoing execution of repetitive process following existing procedures PMBOK 1.2 Framework, Definitions Project:A temporary endeavor to create a unique product, service, or result. includes improvements

20. Project Management Essentials Week 1 – Slide 20 © 2009-2011 Q'vive, LLC – All rights reserved © 2009-2014 Q'vive, LLC – All rights reserved Why Must a Project be Managed? http://andysowards.com/blog/wp-content/uploads/2008/08/134931180_347671be56_o.jpg Framework, Definitions http://andysowards.com/blog/wp-content/uploads/2008/08/134931180_347671be56_o.jpg How the customer explained it How the Project Manager understood it How the Analyst designed it How the Programmer wrote it How the Business Consultant described it How the project was documented What Operations installed How the customer was billed How it was supported What the customer really needed

21. Project Management Essentials Week 1 – Slide 21 © 2009-2011 Q'vive, LLC – All rights reserved © 2009-2014 Q'vive, LLC – All rights reserved Managing Project Constraints Project Management is the discipline of planning, organizing and managing resources to bring about the successful completion of specific project goals and objectives. The primary challenge of project management is to achieve all of the project goals and objectives while balancing various project constraints including scope, time, cost, quality, and resources. Changing one constraint affects other constraint(s) PMBOK 1.3 Framework, Definitions Constraint:A limiting factor that affects the execution of a project or process.

22. Project Management Essentials Week 1 – Slide 22 © 2009-2011 Q'vive, LLC – All rights reserved © 2009-2014 Q'vive, LLC – All rights reserved Project Life Cycle All projects, regardless of size and complexity, can be mapped to the following life cycle structure Life Cycle, Knowledge Areas PMBOK 2.1.1 Level of Project Activity (Cost, Staffing level) Carrying out the work Time Starting the project Organizing and preparing Closing the project Project Charter Project Management Plan Accepted Deliverables Archived Project Documents

23. Project Management Essentials Week 1 – Slide 23 © 2009-2011 Q'vive, LLC – All rights reserved © 2009-2014 Q'vive, LLC – All rights reserved Process Groups Project Initiating  Select best project given resource limits  Business case  Project charter  Assign project manager Project Planning  Define work requirements, quality and quantity of work  Define resources needed  Schedule activities  Evaluate risks Kerzner, Harold. Project Management. 10th ed. Hoboken, NJ: Wiley, 2009 (p. 3) PMBOK 3.3-4 Life Cycle, Knowledge Areas Project Charter Project Management Plan

24. Project Management Essentials Week 1 – Slide 24 © 2009-2011 Q'vive, LLC – All rights reserved © 2009-2014 Q'vive, LLC – All rights reserved Process Groups Project Executing  Negotiate for team members  Direct and manage the work  Help team members improve Project Monitoring & Controlling  Track progress  Compare actual to predicted outcome  Analyze variances, impacts, and adjust Project Closing  Verify that all the work has been accomplished  Contractual, Financial, Administrative closure Kerzner, Harold. Project Management. 10th ed. Hoboken, NJ: Wiley, 2009 (p. 3) PMBOK 3.5-7 Life Cycle, Knowledge Areas Deliverables Accepted Deliverables Approved Change Requests Lessons Learned

25. Project Management Essentials Week 1 – Slide 25 © 2009-2011 Q'vive, LLC – All rights reserved © 2009-2014 Q'vive, LLC – All rights reserved Project Boundaries PMBOK 3.3 Monitoring & Controlling ClosingInitiating Planning Executing Project Inputs Project Deliverables Project Records End Users Process Assets Project Initiator/ Sponsor Project Boundaries Life Cycle, Knowledge Areas

27. Project Management Essentials Week 1 – Slide 27 © 2009-2011 Q'vive, LLC – All rights reserved © 2009-2014 Q'vive, LLC – All rights reserved Practice Exam Question Which of the following represents the project manager’s responsibility in regard to change on a project? A. Influence the factors that cause project change. B. Ensure all changes are communicated to the change control board. C. Deny change whenever possible. D. Prioritize change below execution. Exam Questions

28. Project Management Essentials Week 1 – Slide 28 © 2009-2011 Q'vive, LLC – All rights reserved © 2009-2014 Q'vive, LLC – All rights reserved Practice Exam Question What is the function of the project sponsor? A. To help manage senior management expectations. B. To be the primary interface with the customer. C. To fund the project and formally accept the product. D. To help exert control over functional managers. Exam Questions

29. Project Management Essentials Week 1 – Slide 29 © 2009-2011 Q'vive, LLC – All rights reserved © 2009-2014 Q'vive, LLC – All rights reserved Practice Exam Question Which of the following is the best description of critical path? A. The activities that represent critical functionality. B. The activities that represent the largest portions of the work packages. C. The activities that represent the highest schedule risk on the project. D. The activities that represent the optimal path through the network. Exam Questions

30. PMP

31. START: Tuesday 9/29 6-9:40pm 2015 Fall Course Hone your project management knowledge and take your career to the next level with our Project Management training. The Schoolcraft College Continuing Education and Professional Development department has partnered with Q'vive, a local leader in innovation strategy and training to offer a ten-week, intensive training program that will prepare you to take the Project Management Institute PMP® or CAPM® certification exam. 10 weeks 36 hours