BCS Foundation Certificate in IS Project Management

Handling projects in an organisation

ABOUT THE PROGRAM

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.

  • Using techniques learned during the course, perform assignment of project resources

  • Know The Different Procedures Involved in Project Control

  • Define Quality and Learn The Various Terms Associated With it

  • Understand Risk Management

  • Understand the Relationship between Programmes and Projects

  • Learn from Certified Instructors and Global Training Provider

WHAT'S INCLUDED ?

Find out what's included in the training programme.

Includes

Key Learning Points

Clear and concise objectives to guide delegates through the course.

Includes

Courseware

Courseware will also be provided to the delegates so that they can revise the course after the training.

Includes

Tutor Support

A dedicated tutor will be at your disposal throughout the training to guide you through any issues.

PREREQUISITES

The BCS Foundation Certificate in IS Project Management course does not have prerequisites.

TARGET AUDIENCE

  • Professionals who are involved in Project Management can take this course.
  • Those who are new to Project Management can sit for this course.

WHAT WILL YOU LEARN?

  • Planning Projects and their purpose
  • Implementation Strategies
  • How Products and Activities are related
  • Resource Allocation
  • Work Schedules, Gantt Charts
  • How to Monitor and Control Projects
  • Change Control Procedures
  • What is the difference between Quality Control and Quality Assurance?
  • Approaches to Estimating
  • Risk – Identification and Prioritisation
  • Relationship between Programmes and Projects

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PROGRAM OVERVIEW

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.


PROGRAM CONTENT

  • 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

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ABOUT Darlington

Darlington is a large and historic market town and county in North East England with a population of around 92,363 according to 2011 census. It is located on the Skerne River, known as the tributary of the Tees River. The town lies on the south Durham which is close to the Tees River, also serves as a border between the Yorkshire and Durham. The two main rivers pass through the town: Skerne River and Tees River. The neighbouring towns surround the town are Stockton, Newton Aycliffe and Bishop Auckland.

The local historical Christian group and Religious Society of Friends Quaker families played the crucial role in the development of the town in the Georgian and Victorian period. The World’s first steam locomotive passenger railway ‘Stockton and Darlington Railway’ was introduced by Quaker. The town is also known as Darlo. The town is surrounded by several suburbs include Harrowgate Village, Firthmoor and Skerne Park, Faverdale and the West Park. The twin towns of the Darlington are Amiens in France and Mulheim an der Ruhr in Germany. 

History

The early settlement of the town traced its root back to the Anglo-Saxon period. It has been suggested that the town derived its name from the Saxon Dearthington meaning the settlement of the people of the Deornoth. The name of the town replaced by new name Derlinton during the Norman era. It is also known as Darnton in 17th and 18th century. The most important English church ‘St Cuthbert Church’ is built in the city in 1183 and listed as Grade I building, while the oldest church St Andrew was established in 1125 around the Haughton area of Darlington.

Darlington continued to grow as a small market town by the early 19th century. The Backhouse and Pease families, the strong Quaker families were significant employers of the town. The industrialist Joseph Pease constructed the clock tower, the famous landmark of the town in 1864. The face of the clock and tower bells were produced by T. Cooke and Sons and John Warner and Sons respectively. The tower bells of the clock tower are considered as sister bells placed inside the Elizabeth Tower at the Houses of Parliament, also known as Big Ben in London.

The town is also recognised for its corporation with the modern railway and this event is celebrated at Railway Centre and Museum of the Darlington. The town became the significant centre for manufacturing of railways in the 18th century. In 1825, Locomotion No 1 engine of George Stephenson was designed for passengers and goods and travelled between Stockton-On-Tees and Shildon via Darlington. The Hopetown Carriage Works was established in the town for supplying locomotives to the Darlington Railway. The three major works were developed in the town including Darlington Works, Faverdale Wagon Works and Robert Stephenson & Company.

The bridge building and engineering also played a significant role in the growth of the town. The headquarter of the large engineering firm Cleveland Bridge and Engineering Company is also located in the town and built Sydney Harbour Bridge, Tyne Bridge and the Humber Bridge.  The town is home to the leading engine building firms and industrial headquarters of AMEC.

Economy

The town is home to the largest private sector employer EE (Everything Everywhere) British mobile network operator and provided job to more than 2500 people. Other major employer of the town are Student Loans Company hired more than 100 people. Large engineering firms are based in the town such as Cleveland Bridge, Cummins, AMEC and Argos. Many modern and developing industries are also growing in the town including information technology. Recently, the town is also ranked one of the economically important places in England by BT Group and to accomplish superfast broadband rollout project, BT group have installed underground fibre-optic cables.