This course is designed for IT professionals taking on project management or leadership responsibilities and established project managers who want to gain certification in IS project management at the Foundation level.
There are no formal prerequisites for attending this course, although delegates should have a basic working knowledge of IT.
Lecture presentations are supported by group practical work which enables discussion, reinforcement of learning and enhancement of the understanding process.
Candidates who take this course should be able to demonstrate an understanding of the principles of project management, including those that relate to project planning, monitoring and control, change control and configuration management, effort estimation, quality and risk management and communication between project stakeholders. In addition to a course manual, attendees will receive a copy of the book ‘Project Management for IT-Related Projects (Second Edition)’ a freely available textbook tailored specifically to match the BCS syllabus. Course fees do not include the BCS examination which may be taken at any PearsonVUE test centre.
Projects and Project Work
The definition of projects, as opposed to other types of work.
Terms of reference for a project.
The purpose of project planning and control.
The typical activities in a system development life-cycle.
System and project life cycles.
Variations on the conventional project life cycle.
Purpose and content of business case reports.
Types of planning document.
Post implementation review.
Project deliverables and intermediate products.
Work and product breakdowns.
Relationship between products and activities in a project.
Check points and milestones.
Lapsed time and effort required for activities.
Calculation of earliest and latest start and end dates of activities and resulting float.
Identification and significance of critical paths.
Resource allocation, smoothing and levelling, including the use of resource histograms.
Work schedules and Gantt charts.
Monitoring and Control
The project control life cycle.
The nature of, and the purposes for which, information is gathered.
Collecting progress information.
Presenting progress information.
The reporting cycle.
Change Control and Configuration Management
Reasons for change and configuration management.
Change control procedures.
Definitions of the term ‘quality’.
Quality control versus quality assurance.
Detection of defects during the project life cycle.
Defect removal processes, including testing and reviews.
Types of testing.
The inspection process, peer reviews.
Principles of IS0 9001:2000 quality management systems.
Effects of over and under-estimating.
Effort versus duration.
Estimates versus targets.
Use of expert judgement.
The Delphi approach.
Bottom up approaches to estimating.
Use of analogy in estimating.
Definition of the term ‘risk’.
Ways of categorising risk.
Identification and prioritisation of risk.
Assessment of risk exposure.
Risk responses and actions.
Typical risks associated with information systems development.
Assessment of the costs/benefits of risk reduction activities.
Maintenance of risk registers and risk logs.
Project Communications and Project Organisation
Relationship between programmes and projects.
Identifying stakeholders and their concerns.
The project sponsor.
Establishment of the project authority.
Membership of project board/steering committee.
Roles and responsibilities of project board, project manager, stage manager, team leader.
Desirable characteristics of project manager.
Role of project support office.
The project team and matrix management.
Reporting structures and responsibilities.
Management styles and communication.