Benefiting from over 30 years’ experience, Fitzwilliam Institute’s Online Postgraduate Diploma in Project Management course features:
Definitions from industry-led professionals, characteristics defining a project, comparing projects to processes, Introducing global standards in project management, summary of major associations representing the profession of project management - International Organization of Standardization (ISO), the Association for Project Management (APM), International Project Management Association (IPMA) Project Management Institute (PMI)
Examples of widely used methodologies and guides in project management (e.g. PRINCE2, the Critical Chain Method (CCPM), PMBOK guide by the PMI)
Defining the project manager's multi skilled role (initiating, planning, selecting the management team, ensuring effective communication, cooperation and collaboration within the project team, executing the project, managing budget, cash flow, timescale and quality, managing progress and change, leadership skills and conflict resolution), key project management responsibilities, and comparing project management to programme management.
The importance of the leadership role in project management, leadership communications, getting and giving information, understanding group needs and characteristics, knowing and understanding group resources, controlling the group, counselling, setting the example, representing the group, problem-solving, evaluation, contextual leadership, sharing leadership, the project leader as a manager of learning
Defining and summarising the key elements involved in project management by outlining the nine knowledge areas observed by the PMI PMBOK guide (Project Integration, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communication Management, Project Risk Management and Project Procurement Management)
What makes a project a successful one, the triangle of objectives, the implications of project failure (shortcomings in initial project plan, flaws in costing, time and quality management, inadequate communication across stakeholders, consequences related to delegation and leadership shortfalls, unrealistic aims, lack of prioritization, lack of knowledge in stakeholder interests and concerns, poorly defined expectations), why project success does not always equal success as a Project Manager.
The four main project types (familiar, creative, unpredictable and unknown), and different project subject types (e.g. projects designed for the improvement of services/products, organizing event projects, computer software projects, administrative projects, construction and engineering projects, publishing projects, product design projects, science research projects, entertainment and sport projects, defence projects, shutdown/turnaround projects)
The main factors involved in project initiation (definitions, business plans, project sponsor and other stakeholders) planning at the initial stage for a successful project outcome, understanding and defining the project scope, recognising time, budget schedule restraints in the scope development.
Initial project thoughts, defining and confirming the project goals, strategic planning, generating scenarios, questions and their outcomes, SWOT analysis (strengths, weaknesses, opportunities, threats), rich picture analysis (holistic representation of the project), preparing a functional specification, STEEP factors (social, technological, ecological economic and political aspects), soft systems analysis (SSA), Cost Benefit Analysis, Features Analysis.
Examples of project life cycle stages (e.g. project definition agreed and signed, project planning, making detailed designs, purchasing resources, starting up the project, test, commission and project handover), the difference between a project phase and a project lifecycle, project process groups versus project lifecycle, the different lifecycle models (simple, complex, phase development, prototyping)
Detailed analysis of key players involved in a project life cycle and their integration (Project sponsor, seniority, project manager, project engineer, seller/supplier, project team members, programme board, project management office, stakeholders, customer)
Where and how to start, using detailed checklists and flowcharts as tools in creating and formulising project plans, the advantages of using work breakdown structures (WBS), organizational breakdown structure (OBS), the use of logical coding systems as effective organization methods, critical path networks, gaining authorization, making decisions, initial project coordination
The key concepts in project cost management, cost estimating, cost budgeting, cost accounting, tools and techniques in cost estimation (top-down, bottom-up costing, reserve, conference, vendor bid analysis) cost estimations for materials, labour costs and manufacturing
The key principles in managing cash flow, financing costs and its effect on cash flow, payback methods, net present value (NPR) methods, the internal rate of return (IRR) method, discounted cash flow, cash flow statements, computer software programmes to schedule cash inflow and outflow
Essentials in cost control and reporting, accuracy of estimates and confidence in data, variable and fixed costs control, holistic approach to cost control, introduction to milestone methods, cost reporting and earned value analysis, example checklists for controlling costs
Processes involved in project time management, difference between time planning and time scheduling, internal and external time influences, bottom-up and top-down time planning, parametric estimation and three point estimation, checklists and diary planning, developing a realistic schedule, Gantt charts and linked Gantt charts
Time milestones, critical path networks continues, precedence notation, basics behind time limiting and resource limiting scheduling, basics in serial scheduling and parallel scheduling, the fundamental principles in scheduling people, materials and cash, meetings in time management
Time limiting and resource limiting scheduling continues, serial scheduling and parallel scheduling continued, reducing time to market, schedule compression, trading time, fast tracking and crashing
Team selection, managing the project team, the skills matrix, personal work styles, boundaries of responsibility, types of project teams and their associated strengths and weaknesses
Gaining and maintaining authority, supporting the project team, key people in the organization (e.g. general management, director of projects, project services manager, chief mechanical engineer, chief controls engineer, drawing office manager, the project support office (PSO), influencing and delegating, the project manager's sources of power (legitimate, reward, expert, referent, coercive)
Maslow's hierarchy of needs, the four stages of team building (forming, storming, norming and performing), ways of establishing and assigning specific measurable roles to the project team, ways to keep stakeholders motivated, how to build team members morale, managing virtual project management teams
Selecting, allocating, managing, supervising and supporting volunteers
Why communication is important, the communication framework, how to gather information, how much stakeholders need to know, choosing the right approach, planning ahead, accepting feedback, monitoring and adapting communication, group and individual communication, cost efficient communication, getting the right information to the right people at the right time
The key elements in communicating with the project team, communication networks for distributing information, communicating project performance, communication reporting structures, the six sources of tension in communication
Communicating up the hierarchy ladder, communication and attitude, effective communication with the client, effective communication with senior management, optimization of performance reporting, communicating with external stakeholders, conformity and union in decisions and contracts, avoiding misinterpretations, communicating updates in project developments, ensuring two-way communication
Defining quality, how quality fits into the project life cycle, planning for quality, SMART planning, inputs and outputs required for quality planning and quality assurance, costs of quality, prioritising quality
The value of quality management, quality assurance, testing for software quality (unit testing, integration testing, subsystem testing, system testing, regression testing, alpha testing, beta testing, acceptance testing), validating and verifying quality, benchmarking, quality management practices, quality testing and reviewing, why quality isn?t met
Defining risk management, categories of risk (internal and external risks), identifying the projects? risks, risk analysis and assessment, qualitative analysis (fishbone diagram, classification matrices), quantitative analysis, introduction to risk planning
The risk register ? output to risk identification, avoiding risk, reducing risk (mitigate), contingency plans, risk acceptance, risk monitoring, insurance, planning for a crisis
The project manager's activities, corresponding with all stakeholders involved, preparations and organization, completing documents, standards and procedures, commencing physical work, issuing detailed plans, work guidelines and contracts
Techniques for monitoring, measuring and managing project progress, styles of managing progress, collecting information, managing the feedback control loop (evaluating, action, monitoring progress), project objectives v project outcomes, review of team and contractors, correspondence and other documents, updating and maintaining progress reports, verifying statistics, corrective measures, project meetings, progress review meetings, general communication and managing risk issues log
Scheduling and managing engineers, designers and other members of the project team, use of man hours, overtime, weekend and shift working, scheduling holidays, assigning tasks, sickness and other lost time, public holidays, people sequencing, monitoring and control
Origin of change (internal or external), impact of project changes on life cycle, advantages and disadvantages, classifying change, funded and unfunded changes, documentation and authorization, administrative work and committee meetings
Configuration management and control, dealing with requests, permanent and temporary change, estimating the cost of change, managing internal and external changes, forms and procedures and emergency changes
Reasons for conflict, methods of identifying and dispersing conflict within the management team
Breakdown in communication, cause and effect of stakeholder dissatisfaction, ways to alleviate setbacks
Negotiation skills overview, pre-negotiation skills, information and leverage evaluation, types of negotiation, negotiation analysis, negotiation process: opening stance, tactics, concessions, resolutions, negotiation closure, documentation and follow through
Auditing a project, what to audit (people, cost, quality, time) who does the auditing, when to audit, how auditing is undertaken
Formal project closure procedures, managing files and archives, finalising records and reports, disposing of surplus materials, completing final project definition
Project review, improving project performance, learning before doing
"Project Managers are absolutely necessary in organisations today because of change. And organisations that do not study the future and develop strategies simply will not survive" (David I Cleland, PhD, Editor and co-author, Project Management Circa 2025)
History of project management from 1900, the long-term view of project management and its likely future.
ProjectLibre is a free open source project management software application. It is designed to manage small to medium sized projects and contains all the tools necessary to manage various types of projects including extensive reporting facilities. ProjectLibre is also compatible with Microsoft Project making transfer of projects easy and straightforward.
Introduction to ProjectLibre; Downloading & Installing the Application. The ProjectLibre screen environment: Gantt Charts, Using Network Diagrams, the Resources View, the Work Breakdown Structure Chart, the Resources Breakdown Structure Chart, the Reports Screen, the Task Usage Detail Screen, the Resource Usage Detail Screen, the Histogram Screen.
Setting up a New Project; Creating Sub Tasks, Setting Task Durations, Setting Task Dependencies, Modifying a Task, Adding Notes to a Task, Adding Resources to your Project. Work and Material Resource Types, Assigning & Modifying a Resource, Assigning Costs to a Resource, Adding Notes to a Resource. Inserting Milestones in a Project; Tracking your Project using Baselines, Creating Project Reports. Common Project Management Terms, Resources and References.
Preparation and research, speech content, subject matter and objectives, speech delivery and variety, body language, eye contact, etc.; presentation aids etc., management of locations and audiences, presentation structure, client presentations
The 5 course projects are an important and essential part of the postgraduate diploma. Students are given the project briefs at the beginning of the course, whereby each project requires the participant to utilize the skills and knowledge gained from the modules to complete them. Each project consists of a number of practical activities that are outlined in the relevant module. The practical activities are to be completed after the specific modules, and projects completed gradually as you work through the course
Online Lecture Modules, Subject Expert Feedback Sessions after each Module, practical case studies, end of module assignments. etc.
Full support is available from our subject experts by email at the end of each module and an ongoing basis during the course.
Anyone working in the general business sector in a senior or support role which is likely to require Project Management Skills. The course would also benefit anyone who plans to pursue a career in Management and the management of various areas of a business entity.
Successful candidates are awarded the Postgraduate Diploma in Project Management (PG Dip. Project. Man.) at Pass, Credit or Distinction level. The Postgraduate Diploma is awarded by the Institute of Commercial Management.
I would recommend this course to friends and anyone interested in pursuing a career in the project events industry. A very well delivered course with outstanding intern opportunities.
On successful completion of this course you will receive a Postgraduate level qualification that is certified and awarded by the ICM (Institute of Commercial Management).
The Institute of Commercial Management was founded in 1979 and is one of the leading Professional Examination and Certification Bodies in the world today. Fitzwilliam Institute have developed and provided practical skills training courses in liaison with the Institute of Commercial Management qualifications and certifications framework for over 25 years. The Institute of Commercial Management certifications and continual professional development training awards are recognised throughout Europe, the USA, Canada, Australia, South Africa and Asia in a total of 140 countries, by leading industries, bodies and professions.
Duration: You will have full access to online resources and subject expert support for two calendar years. However, you can complete the course in as little as 1 year, by dedicating 6-8 hours of study per week.
Course Fees: 1795.00 GPB
To secure your place on the course the full fee is required. All fees must be paid in full before the course begins. Please note, the full course fees are inclusive of all course materials and certification costs.
Enrolment intake is strictly limited on this course. Early application is advised. Places are allocated on a first come first served basis.
Fitzwilliam Institute closes on Bank Holidays and for a number of days at Christmas and New Year. Fitzwilliam Institute reserves the right to postpone, cancel or alter courses without notice or to change any of the details in this brochure. Fees are not refundable unless the course is cancelled by Fitzwilliam Institute. Distance Learning courses are provided by Fitzwilliam Institute BGLS Ltd.
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