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 Manchester

Manchester is one of the major cities in the northwest of England. According to 2015 census, its population was 530,300. With 2.55 million population, it is the second most popular urban area in the UK. Manchester City Council is the local authority in the Manchester.

The history of Manchester began with the civilian settlement that was established in AD 79 on a sandstone nearby the rivers Irwell and Medlock. The areas lying on the south bank of the River Mersey were merged in the 20th century and it became the part of Lanchester city.

Manchester remained the manorial township throughout the middle ages but started to expand in the turn of 19th century “at an astonishing rate”.  The unplanned urbanisation of Manchester come to boom with the revolution of textile manufacturing. As a result, it becomes the world’s first industrialised city.

Manchester gained the status of a city in 1853. In 1894, the Ship Canal was opened in Manchester. It creates the Manchester’s Port and joins the city and sea. Its prosperity fainted during the Second World War as this war resulted in deindustrialisation. In 1996, the IRA bombing led to broad investment and regeneration. 

Governance

Manchester City Council governs the city Manchester. In 1986, the prior Greater Manchester County Council was eliminated making it a unitary authority. Manchester is a member of English Core Cities Group since 1995. Thomas Greeley granted an agreement to the town of Manchester in 1301. In 1359, its borough status was gone in some court case.  

Climate

Manchester has an Oceanic temperature climate. The temperature in summer goes to 20 Celsius and reaches 25 particularly in July and August. Temperature now goes to 30 Celsius on occasions. During the winters, the temperature rarely follows below the freezing. There is general rainfall throughout the year. Manchester has an average of annual rainfall is 806.6 mm.

This means that 140.4 days per annum are rainy. The average of UK is 154.4 days per annum. It has high humidity level along with a great supply of soft water. This is one of the crucial factors that results in textile industry localization. Because of urban warming effect in the city, snowfall is not very common.

Demography

In 1931, the population of Manchester started to increase during the Victorian era. After it, the population start reducing rapidly because of the removal of the slum and the increased building of social housing overspill estates. In 2012, the estimated population was 510,700.

It is an increase of 1.6 since the 2011 MYE. The population has evolved to 20.8% since 2001. According to 2011 census, Manchester is the third fastest growing area. Manchester experienced the great percentage of growth outside the London with an increase of 500,000. With the increase of 2.8 % from 2011, the population is projected to reach 532,200 by 2021.

Economy

Along with Salford, Stockport, Tameside and Trafford, the Office for National Statistics produce economic data for Manchester city. The growth of the economy is comparatively high between 2002 and 2012 where growth was 2.3% that is above the national average of the Manchester.

The UK’s wide-ranging economy of the metropolitan is the third largest with GDP of $88.3 bn. As it continues to recover from the recession that is faced in 2008-10, Manchester compares favourably to other geographies. It reports the annual growth of 5% in business stock.

Landmarks

The buildings of Manchester shows the variety of architectural styles that range from Victorian to contemporary architecture. The use of red brick makes the city beautiful. There is a large number of cotton mills just outside the city.