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CAPM®: Certified Associate In Project Management

Project Management Institute Project Management

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RM 4888.00
  1. 4 Day with 08 hours per day
  1. Mon 07 Feb 09:00 - Thu 10 Feb 17:00
  1. HRDF SBL Claimable
  2. Certificate of Attendance available
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CAPM®: Certified Associate In Project Management

INTRODUCTION

PMI’s Certified Associate in Project Management (CAPM)® is a valuable entry-level certification for project practitioners. The CAPM® demonstrates your understanding of the fundamental knowledge, terminology and processes of effective project management.
This four-day instructor-led course presents the foundation for project management and project implementation. Whether you’re new to project management, changing careers, or already serving as a subject matter expert on project teams, the CAPM® can get your career on the right path or take it to the next level.



AUDIENCE

The CAPM® certification offers recognition to Practitioners who are starting a career in project management as well as Project Team Members who wish to demonstrate their project management knowledge.
This certification denotes that the individual possesses the knowledge in the principles and terminology of A Guide to the Project Management Body of Knowledge (PMBOK® Guide), the standard of project management’s generally recognized good practices.




METHODOLOGY

This program will be conducted with interactive lectures, sharing of past real life experiences, case studies, PowerPoint presentation, discussions and workshops.

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Modules

Introduction
  • Purpose of the PMBOK® Guide
  • What is a Project?
  • What is Project Management?
  • Relationships Among Project Management, Program Management and Portfolio Management
  • Project Management and Operations Management
  • Role of a Project Manager
  • Project Management Body of Knowledge
  • Enterprise Environmental Factors
Project Life Cycle And Organization
  • The Project Life Cycle — Overview
  • Projects vs Operational Work
  • Stakeholders
  • Organizational Influences on Project Management
  • Functional, matrix and projectized project organizations.
  • Power and authority of project manager according to project structure


Project Management Processes For A Project
  • Common Project Management Process Interactions
  • Project Management Process Groups
  • Initiating Process Group
  • Planning Process Group
  • Executing Process Group
  • Monitoring and Controlling Process Group
  • Closing Process Group
  • Key deliverables of each process Group
Project Integration Management
  • Develop Project Charter
  • Develop Project Management Plan
  • Direct and Management Project Execution
  • Monitor and Control Project Work
  • Perform Integrated Change Control
  • Close Project or Phase
  • A PM is an Integrator in the project environment
Project Scope Management
  • Collect Requirements
  • Define Scope
  • Create WBS
  • Verify Scope
  • Control Scope
  • Scope definition is the foundation in the planning phase


Project Time Management
  • Define Activities
  • Sequence Activities
  • Estimate Activity Resources
  • Estimate Activity Durations
  • Develop Schedule
  • Control Schedule
  • Types of scheduling diagrams
  • Critical path method analysis


Project Cost Management
  • Estimate Costs
  • Determine Budget
  • Control Costs
  • Types of cost fixed, variable, direct, indirect
  • Value engineering, sunk cost, life cycle costing etc
  • Earned value management
Project Quality Management
  • Plan Quality
  • Perform Quality Assurance
  • Perform Quality Control
  • Quality and grade
  • Quality tools, Pareto chart, fishbone, diagram, control charts, histogram, checklist, run chart, scatter diagram, flow charts etc.
Project Human Resource Management
  • Develop Human Resource Plan
  • Acquire Project Team
  • Develop Project Team
  • Manage Project Team
  • Motivational theories
  • Expectancy theories
  • Powers of project managers
Project Communications Management
  • Identify Stakeholders
  • Plan Communications
  • Distribute Information
  • Manage Stakeholder Expectations
  • Report Performance
  • Communication blockers
  • Be an effective communicator
  • A PM is to be proactive in communications
  • Communication MODEL
Project Risk Management
  • Plan Risk Management
  • Identify Risks
  • Perform Qualitative Risk Analysis
  • Perform Quantitative Risk Analysis
  • Plan Risk Responses
  • Monitor and Control Risks
  • Risk register
  • Probability and impact analysis
  • Decision trees
  • Expected monetary value (EMV)
Project Procurement Management
  • Plan Procurements
  • Conduct Procurements
  • Administer Procurements
  • Close Procurements
  • Types of contract
  • Risk transference between buyer and seller
  • Elements of a contract
  • Fixed price, and cost reimbursable contracts


David Guan Yong Soi

David Guan Yong Soi

David Guan has more than twenty eight years of working experience out of which fifteen years experience as a project manager and a program manager with major multi-national vendors and telecommunication companies such as Lucent Technologies, Motorola and major local operators such as Celcom, Maxis Communications Berhad, and Huawei Technologies etc. He was selected to participate in the Project Management Professional (PMP) Role Delineation Study in Hong Kong representing Malaysia from September 10th to 12th 2004 and from October 21st to 23rd 2004 he was again selected by PMI to participate in the Project Manager Role Delineation Study representing the whole of Asia Pacific region at Anaheim, California USA.


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Lavanya Arul

Lavanya Arul

Lavanya has been working in the IT industry since 1996 and has been exposed to all job roles. She started as an IT developer and later progressed as a project manager for MNC's in Malaysia and Singapore. She worked with end-users and clients to understand the challenges in their environment. She started training as a career since 2006 and has a lot of passion for it. Her main advantage is 'on the spot' customization of sessions based on the target audience and in making these sessions lively and informative as possible. She has served as a board member for Singapore PMI chapter for 3 years.


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Charles Lim Chean Wun

Charles Lim Chean Wun

Charles has spearheaded business projects and led both project teams and management teams overseeing functional areas including Sales, Marketing, Operations, Procurement, HR and Finance. Charles has also taken on a wide array of business and managerial roles and responsibilities with strategic and bottom-line accountability from both the Revenue as well as Cost perspectives. Read More

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