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.
Equivalent to FPM 121: Fundamentals of Project & Program Management, 5 days.
- 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.
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
Team Operating Agreement
Justifying the Solution
The Project Lifecycle
Developing a Business Case
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
What Does a WBS Do?
Characteristics of a Well-Defined WBS
Steps to Build a WBS Dictionary
Properly Defined Requirements
Basic Rules for Writing Requirements
Poorly Written Requirements
Planning the Acquisition
The Purpose of Acquisition Planning
The Project Management Plan
The Contracting Approach
Acquisition Plan Contents
The PWS and SOO
The Source Selection Plan
Best Value Determinations
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?
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 Response Strategies
Systems Engineering Management Plan
Technical Risk Management
Systems Engineering Process
Integrated Product Support
Operational Testing Transition
The Project Lifecycle - Development
Monitoring and Controlling Projects
The Triple Constraint
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
Schedule Baseline Analysis
Earned Value Management (EVM)
Calculating Schedule and Cost Variance
Schedule and Cost Performance
The Project Lifecycle - Implementation
The Project Lifecycle - Operations and Maintenance
The Project Lifecycle - Closeout
The PM’s Role at Closeout