BCS Foundation Certificate in IS Project Management

Project proposing, monitoring and control and change control are the topmost priorities of an organisation. The budding Project Managers learn in the BCS Foundation Certificate in IS Project Management how to successfully manage agile projects. The course introduces the delegates to the principles of project planning, monitoring and control, project management, change control and configuration management. Also, it is helpful in having the candidates understand the concepts of effort estimation, quality and risk management and communication between project stakeholders. We, at MSP Training, ensure the delegates get to know everything about Project Management by training them in this course from certified instructors.

The course - BCS Foundation Certificate in IS Project Management - is an add-on qualification for those professionals who already hold the PRINCE2® qualification.

While PRINCE2® provides the answer to “what should be done, who should do it and when should it be done”, The Foundation Certificate in IS Project Management states “how those things can be done”.

Exam

The BCS Foundation Certificate in IS Project Management exam is conducted on the afternoon of the last day of the course. The delegates have to answer 40 multiple-choice questions in 60 minutes. The pass marks for the exam are 26 correct answers out of 40. Candidates are certified with the BCS Foundation Certificate in IS Project Management after passing the exam.

• Differentiating between Projects and Project Work
  • Projects in relation to other jobs
  • Project Terminology
  • Project planning and control – It’s Purpose
  • SDLC – It’s typical activities
  • System and project life-cycles
  • Variations on the orthodox project life cycle
  • Implementation Startegies
  • Business Case Reports - Purpose and Content
  • the use and importance of discounted cash flows in Business Case reports
  • Types of planning document
  • Review after Implementation
• Planning Projects
  • Project deliverables and intermediate products
  • Work and product breakdowns
  • Product definitions
  • Relationship between goods and events in a project
  • Checkpoints and markers
  • Expired time and work needed for events
  • Activity networks
  • Calculating start and end dates of activities
  • Critical Paths – Their Identification and significance
  • Resource allocation, smoothing and levelling, Work agendas and Gantt charts for project schedules
• Checking and Controlling
  • Life Cycle for project control
  • Information Collection - The nature and the purpose
  • Collecting progress information
    • Timesheets
    • Team development meetings
    • Error and change reports etc
  • Presenting progress information
    • Content of progress reports
    • Graphical presentation of achievement information e.g. accumulative resource charts (also known as S-curve charts)
    • Use of earned value analysis, including where it would be applied in project life-cycle
  • The reporting sequence
    • Project Reporting arrangements
    • Reporting Meetings : Their Timing, personnel and purpose
  • Remedial deeds
    • Forbearance and incident
    • Exemption reports and strategies
    • Measures that help in changing management strategies
    • Study of Options that include increasing or staggering deadlines, swelling assets, decreasing Functionality or value necessities, project cancellation.
  • Managing Change Control
    • Why perform change configuration administration?
    • Change control procedures
      • Role of change control boards – An Overview
      • Change Request Generation
      • Evaluating Change request
      • Authorising Change request
    • Managing Configurations
      • Purpose and Methods
      • Configuration items reccognition
      • Baselines of Products
      • What are the Contents of Configuration Management Databses and how they are used?
    • Product Quality
      • An Overview of Quality
      • Differentiating between Quality Control and Assurance of Quality
      • Defining and measuring quality
      • Finding Errors in the lifecycle of a project
      • Requirements of a Quality procedure
      • Removing Defects
      • Testing and its types
      • The review process
      • Main beliefs of IS0 9001:2000 quality administration systems
      • Supplier assessment
    • Estimation – An Introduction
      • Over-estimating and under-estimating - their effects
      • Disscuss Effort versus time
      • Effort and cost relationship
      • Estimates and goals
      • Use of expert judgement
      • The Delphi methodology
      • Top-down Estimating
        • Recognition of size drivers
        • Identification of efficiency rates
        • Why is past project data required to better productivity rates ?
        • Identify the Aspects that affecting productivity rates
        • Identify the effort required for new projects by making use of productivity rates and size drivers
      • Bottom-up approaches to estimating
      • Use of analogy in determining

• Risk - Components and Types
  • Risk and its Elements – In A Gist
  • Ways of categorising risk
  • Identification and prioritisation of risk
  • Assessment of risk exposure
  • Risk actions and reactions
  • Risks related to development of IT systems
  • Evaluation of cost and benefits of actions that reduce risks
  • Maintaining risk logs and registers
• Project Communications and Project Organisation
  • Define how programmes and projects are related
  • Recognize stakeholders and their issues
  • The project benefactor
  • Establishment of the project authority
  • Project Board Membership
  • Roles and responsibilities
    • Project board
    • Project manager
    • Stage manager
    • Team leader
  • Desirable characteristics of project manager
  • Part of project support office
  • The project team and matrix management
  • Reporting structures and responsibilities
  • Management styles and communication
  • Building Teams
  • Team dynamics