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 Luton

Luton is a large town in the historic county Bedfordshire in the East of England with a population of around 216,800 according to 2011 census. It is situated 30 miles northwest of London and 22 miles southeast of Milton Keynes. London Luton Airport, one of the major airport of United Kingdom is located 1.7 miles east of the town centre and was opened in 1938. The town is home to the University of Bedfordshire and the English Football League Two team or League Two team is also based in the city. The town remained popular for its hat making business for many years. The headquarters of the Vauxhall Motors, one of the oldest vehicle manufacturers in Great Britain is based in the town. The largest one day carnival of Europe ‘Luton International Carnival’ is held every year in the Luton.

History

The traces of the early human settlement of the area was found at Mixes hill and Round Green. The 250,000 years old Palaeolithic encampments were also found at the same place. The remains of the Neolithic period included Waulud’s Bank is much more common. It has been believed that the town is discovered by the Anglo-Saxons in the 6th century and named the city after River Lea. The town’s population was around 800, and the economy was based on the agriculture. The work of the St Mary’s Church was completed in 1137. In 1139, a motte and bailey castle was built, later on, it was demolished in 1154. The place of the castle is now occupied by British fashion and homeware retailer, Matalan. There were six watermills in the town during the Medieval Period.  

In the 13th century, a market for surrounding villages was held in the town every year. The second fair was granted to the town from 1338 with the growth of the town. The town was severally affected by the large fire in 1336. However, the town was rebuilt rapidly after the fire. The agriculture base of the town was replaced by brick making industry in the 16th century, and many older wooden houses were rebuilt in brick. The Royalists entered the town during the English Civil War and demanded goods and money in the 17th century. The royalists were attacked by parliamentary forces, and most of the royalists escaped from the town. The hat making industry dominated the economy of the town by the 18th century. The hat making business is still into operations but on the very smaller scale. In 1722, the first Luton Workhouse was built on Dunstable Road.

The population of the town was recorded 3095 in 1801. The town saw a large expansion in the 19th century resulted in the population of around 39,000 by 1901. The gas was supplied to the town in 1834 and gas street lights were elevated in 1847. The work of water and sewerage system was completed in 1860 followed by the major epidemic cholera spread in the town in 1848. The town gained the status of the borough in 1876. The hat making industry was replaced by other industries in the 20th century. The largest car plant was opened by Vauxhall Motors in 1905 and employed 30,000 people. The production of cars was ended in 2000, and the plant closed in 2002.   

Economy

Traditionally, the town’s economy has been based on Car manufacturing and engineering sector. The focus of the economy is now shifting to service industry particularly in the retail and airport sectors. However, the light industry still operates in the town. The town is home to the headquarters of the well-known firms including Monarch Airlines, EasyJet, Vauxhall Motors and Impellam Group. The principal employers in the town include Luton Borough Council, Aircraft Service International Group, Menzies Aviation, University of Bedfordshire and Luton and Dunstable University Hospital NHS Foundation Trust.