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Fundamentals of Project and Program Management

Available Modalities:

  • e-Training
  • Public Classroom
  • On Site
  • Virtual Classroom
SHOW CREDIT DETAILS
Delivery Method PDU Total Technical PMP/PgMp Leadership Strategy PMI RMP PMI SP PMI ACP PfMP PMI PBA
Instructor-Led Training 40 37 3 0 5 2.5 0 0 3
Delivery Method Instructor-Led Training
PDU Total 40
Technical PMP/PgMp 37
Leadership 3
Strategy 0
PMI RMP 5
PMI SP 2.5
PMI ACP 0
PfMP 0
PMI PBA 3
  • CEUs: 4.0
  • CPEs: 48
Synopsis

Fundamentals of Project and Program Management (FPM 121) is a five-day resident classroom course which follows successful completion of the online FPM 120 or FPM 120A & B (Part I) entry-level fundamentals courses. This course is intended for program and project management professionals seeking their FAC-PPM Level 1.  FPM 121 puts the project management learner in an integrated product team (IPT) setting, allowing students to gain hands-on experience working through problem-based exercises based on the concepts learned in the prerequisite FPM 120 online courses. Students participate as team members in developing and communicating solutions to simulated project management challenges, and build on the basic concepts learned in the introductory web-based training courses.

Learn
  • Examine program/project performance in terms of budget, schedule, and scope.
  • Integrate multiple roles and responsibilities as invested resources to make program/project decisions.
  • Justify program/project management decisions as part of problem-solving exercises.
  • Develop elements of key program/project management deliverables to plan a program or project throughout its life cycle.
  • Define the process for developing program specification requirements and performance work statement that defines the project, addressing roles and missions.
  • Describe the source selection process, acquisition planning, market research, request for proposal (RFP), and evaluation of proposals and contract award.
  • Connect principles of systems engineering to monitor and control a program/project.
  • Interpret information in case studies, real-world scenarios, and project summaries.
Topics
  • The Integrated Project Team

    Qualities of an Effective Project Team

    IPT Role Play

    Qualities of an Effective Leader

    Communications Management Plan

    Stakeholder Management Plan

    Qualities of an Effective Meeting

    Conflict Resolution

    Reaching Consensus

    Team Operating Agreement

  • Justifying the Solution

    The Project Lifecycle

    Capability Gaps

    Developing a Business Case

    Stakeholders

    Requirements

    Market Research

    Concept Selection

    Material vs. Non-Material

    Analysis of Alternatives (AoA)

    Elements of a Business Case

    Business Case Analysis Initiation

  • Developing the Requirements

    The Project Lifecycle - Concept Planning

    Why Do Projects Fail?

    Work Breakdown Structure (WBS)

    Tree vs. Outline Format

    Key WBS Terms

    Decomposition Process

    What Does a WBS Do?

    WBS Types

    Characteristics of a Well-Defined WBS

    Steps to Build a WBS Dictionary

    Requirements

    Performance-Based Requirements

    Properly Defined Requirements

    Basic Rules for Writing Requirements

    Well-Written Requirements

    Poorly Written Requirements

    Managing Requirements

    Documenting Requirements

    Writing Requirements

  • Planning the Acquisition

    Concept Planning

    The Purpose of Acquisition Planning

    The Project Management Plan

    The Contracting Approach

    Acquisition Plan Contents

    Requirements Document

    The PWS and SOO

    The Source Selection Plan

    Evaluation factors

    Best Value Determinations

    Market Research

    Analysis of Alternatives

    To Buy or Not to Buy

    Independent Government Cost Estimates

    Quality Assurance Surveillance Plan (QASP)

  • A Systems Engineering Approach

    What is Systems Engineering?

    What is Project Management?

    What is a System?

    System Diagram

    Systems Engineering Approach

    Project Manager and Systems Engineer

    Roles and Responsibilities

    Systems Engineering Process

    System Level Requirements

    Item Level Requirements

    Determining Design Solution

    System Engineering Solutions

    Risk Register

    Risk Probability

    Potential Impact

    Risk Score

    Risk Matrix

    Risk Response Strategies

    Systems Engineering Management Plan

    Change Management

    Technical Risk Management

    Systems Engineering Process

    Best Value

    Systems Specs

    Validation

    Verification

    Testing Strategy

    Developmental Testing

    Integrated Product Support

    Operational Testing Transition

  • Measuring Performance

    The Project Lifecycle - Development

    Monitoring and Controlling Projects

    The Triple Constraint

    Balancing Attributes

    Project Management Plans

    Scope Management Plans

    Schedule Management Plan

    Cost Management Plan

    Requirements Management Plan

    Quality Management Plan

    Risk Management Plan

    Using Management Plans

    Using Baselines to Measure Performance

    Establish the Schedule Baseline

    Establish the Cost Baseline

    Integrated Scope, Schedule, and Cost

    Milestone Schedule

    Identifying Milestones

    Schedule Baseline Analysis

    Earned Value Management (EVM)

    Calculating Schedule and Cost Variance

    Schedule and Cost Performance

    Indexes

    The Project Lifecycle - Implementation

    The Project Lifecycle - Operations and Maintenance

    The Project Lifecycle - Closeout

    The PM’s Role at Closeout