About This Course

This course is accredited and approved by the Engineering Council of South Africa (ECSA). Professionals will gain 1 ECSA CPD Points. PMI Certificate holders will also be eligible to claim 7 PDUs from the Project Management Institute (PMI). this accredited course covers the concepts, processes, and terminology related to project management, as outlined in the PMBOK Guide 7th edition and other PMI publications. It covers the five process groups (initiating, planning, executing, monitoring and controlling, and closing) and the nine knowledge areas (integration, scope, time, cost, quality, human resources, communications, risk, and procurement) of project management. It also covers different project life cycles, such as waterfall, adaptive, hybrid, and construction project phases, as well as the various roles that can be involved in a project, such as the project manager, project sponsor, project team, and project management office (PMO). The course covers the steps involved in starting a project, including determining value, creating a business case, identifying and documenting needs and requirements, initiating the project, and obtaining authorization. It also covers the process of planning and estimating for a project, including creating a project management plan, defining and managing scope, creating a project schedule, managing project costs, and planning for quality. The course also covers resource management, communication flow, and risk, procurement, and stakeholder management. It covers the process of executing and controlling a project, including monitoring and controlling project work, performance, and costs, and handling changes to the project. Finally, it covers the process of closing a project, including completing all remaining work, obtaining final acceptance of the project deliverables, releasing resources, and formally closing the project.

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Understanding the PMBOK terminology is important because it provides a common language and standard for the project management profession. It allows project managers to communicate effectively with team members, stakeholders, and other stakeholders, and to apply proven best practices to their projects. It also helps to ensure that projects are executed and delivered consistently and effectively, and that project management processes are aligned with the overall goals and objectives of the organization.

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This course is based on:

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• The PMBOK® Guide – 7th Edition (2021)

• Process Groups: A Practical Guide (2022).

• Agile Practice Guide (2017) 

• The Construction Extension to the PMBOK® Guide (2016)

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Obtain your certificate and differentiate yourself from others

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Additionally, earning a certificate in PMBOK Terminology can help you advance your career and potentially open up new job opportunities. Many employers prioritize hiring candidates with advanced training and certifications, and having a certificate in Microsoft Project can make you a more attractive candidate for these positions. Overall, earning a certificate in PMBOK Terminology can be a valuable investment in your career and can help you stand out to prospective employers.

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A detailed look at the course contents that will be covered:

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• Section 1: PMI Publications: This section covers the PMBOK Guide 7th edition, which is a guide to the project management body of knowledge published by the Project Management Institute (PMI). It provides a common language and standard for the project management profession. The Process Groups: A Practice Guide is a supplement to the PMBOK Guide that provides additional information and guidance on the five process groups (initiating, planning, executing, monitoring and controlling, and closing) and the nine knowledge areas (integration, scope, time, cost, quality, human resources, communications, risk, and procurement). The Construction Extension is an extension to the PMBOK Guide that provides guidance specifically for construction projects. The PMI Lexicon is a comprehensive resource for terminology and definitions related to project, program, and portfolio management. The Agile Practice Guide is a supplement to the PMBOK Guide that provides guidance on applying agile practices to project management.

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• Section 2: Basic Vocabulary: This section covers basic vocabulary related to project management. OPA (organizational process assets) and EEF (enterprise environmental factors) refer to the internal and external factors that can impact a project. Project definition includes the purpose, goals, and objectives of a project. Portfolio, program, and project management involve organizing and managing multiple projects or initiatives to achieve strategic goals. Stakeholders are individuals or groups who are impacted by or have an interest in the project. Assumptions, constraints, risks, and issues are factors that can impact the success of a project.

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• Section 3: Project Life Cycles: This section covers the different types of project life cycles, including waterfall, adaptive, hybrid, and construction project phases. Waterfall is a linear approach to project management where each phase must be completed before the next phase can begin. Adaptive approaches, such as agile, focus on flexibility and continuous iteration. Hybrid approaches combine elements of both waterfall and adaptive approaches. Construction project phases refer to the different stages of a construction project, including planning, design, construction, and close-out. Tailoring refers to customizing the project management approach to fit the specific needs and constraints of a project.

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• Section 4: Project Roles: This section covers the various roles that can be involved in a project, including the project manager, who is responsible for overall project execution and delivery; the project sponsor, who provides resources and support for the project; the project team, who are responsible for completing the work of the project; and the project management office (PMO), which provides support and guidance for project management within an organization. In an agile project, there may be additional roles such as the product owner and the agile team.

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• Section 5: Project Start-up: This section covers the steps involved in starting a project, including determining the value of the project, creating a project business case to justify the project, identifying and documenting the needs and requirements for the project, initiating the project through concept and feasibility studies, developing a benefits management plan to track the realization of project benefits, creating a project charter to document the project scope, objectives, and stakeholders, creating a stakeholder register to track and manage stakeholder engagement, and obtaining authorization to proceed with the project.

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• Section 6: Project Planning and Estimating: This section covers the process of planning and estimating for a project. This includes creating a project management plan to document how the project will be executed, monitored, and controlled, as well as how stakeholders will be engaged. It also includes measuring project success through the use of key performance indicators (KPIs) and other metrics. Project scope involves defining the boundaries of the project, including what is and is not included in the project. This includes creating a scope management plan to define how scope will be defined, documented, and managed, as well as creating a work breakdown structure (WBS) to decompose the project into smaller, more manageable components. It also includes creating a WBS dictionary to document the details of each component of the WBS, and developing and maintaining a project scope statement to define the boundaries of the project. Project schedule involves creating a plan for the timing and sequencing of project activities. This includes creating a schedule management plan to define how the schedule will be developed and managed, as well as creating a project schedule to document the planned start and end dates for each project activity. It also includes creating a network diagram to graphically depict the dependencies between project activities, and determining the critical path, which is the longest path through the network diagram. Other time management activities may include determining the total float or total slack for each activity, and using schedule compression techniques such as fast tracking or crashing to compress the project schedule. Project cost involves estimating and managing the costs of the project. This includes creating a cost management plan to define how cost estimates will be developed and how cost variances will be managed. It also includes developing a cost performance baseline to track and manage project costs, and determining project funding requirements. Other cost management activities may include reconciling any funding limits and using cost-benefit analysis to evaluate the costs and benefits of different project options.

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• Section 7: Project Cost: This section covers the process of managing project costs. This includes creating a cost management plan to define how cost estimates will be developed and how cost variances will be managed. It also includes developing a cost performance baseline to track and manage project costs, determining project funding requirements, and reconciling any funding limits. In an agile approach, cost may be managed through the use of an agile financial model, which involves breaking the project down into smaller chunks of work and estimating the cost of each chunk.

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• Section 8: Project Quality Planning: This section covers the process of planning for quality in a project. This includes creating a quality management plan to define how quality will be ensured and how quality standards will be met. It also includes creating quality reports to track and report on the quality of project deliverables, as well as creating test and inspection documents to ensure that project deliverables meet quality standards. In an adaptive approach, quality may be ensured through continuous testing and inspection of working software.

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• Section 9: Resources used for Construction Projects: This section covers the types of resources that may be used in construction projects, such as labor, materials, equipment, and subcontractors. It may also cover issues related to resource allocation and resource management in construction projects.

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• Section 10: Typical communication flow in Construction projects: This section covers the types of communication that may occur in construction projects and the channels that may be used for communication. It may also cover best practices for communication in construction projects and strategies for addressing communication challenges.

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• Section 11: Project Risk Management: This section covers the process of identifying, analyzing, and responding to risks in a project. This includes creating a risk management plan to define how risks will be identified and managed, as well as creating a risk register to document identified risks and track risk response activities. It also includes assessing the probability and impact of risks, and developing strategies for responding to risks, such as avoiding, mitigating, transferring, or accepting them.

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• Section 12: Procurement: This section covers the process of acquiring goods and services for a project. This includes creating a procurement management plan to define how procurement will be conducted and how procurement documents will be prepared. It also includes developing bid documents to solicit offers from potential suppliers, establishing source selection criteria to evaluate proposals, and selecting a supplier through a competitive process. Contract types may include fixed-price, cost-reimbursable, or time-and-materials contracts. In an agile environment, procurement may involve acquiring resources and services through iterative, incremental processes rather than through traditional procurement methods.

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• Section 13: Project Health, Safety, Security, and Environmental (HSSE) management: This section covers the processes for ensuring the health, safety, security, and environmental impacts of a project. This may include developing and implementing policies and procedures for HSSE management, conducting risk assessments, and implementing controls to mitigate HSSE risks. It may also cover the execution and construction phase of the project, as well as the processes for monitoring and controlling the project to ensure that it is being delivered as planned/

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• Section 14: Project Reporting: This section covers the process of reporting on the progress and status of a project. This may include creating burn-up charts, which show the total amount of work completed over time, and burn-down charts, which show the amount of work remaining over time. Other types of project reports may include status reports, progress reports, and performance reports.

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• Section 15: Project Close-out: This section covers the process of closing a project, including completing all remaining work, obtaining final acceptance of the project deliverables, releasing resources, and formally closing the project. It also includes conducting a final review or evaluation of the project, including a lessons learned review to identify and document what went well and what could be improved upon in future projects. It may also include creating a final project report to document the results and outcomes of the project, as well as finalizing any outstanding financial or legal matters. Other close-out activities may include archiving project documents and celebrating project success with the project team and stakeholders.

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The importance of understanding PMBOK Terminology
 

It is important to understand the terminology and principles outlined in the PMBOK® Guide and its extensions in order to effectively communicate and collaborate with project professionals in the construction and engineering industry. The PMBOK® Guide provides a common language and framework for managing projects, and understanding its terminology allows individuals to understand the processes and techniques that are used to deliver successful projects. Additionally, understanding the terminology and principles of the PMBOK® Guide can help individuals to better understand the project management profession and how it applies to the construction and engineering industry. By becoming familiar with the PMBOK® Guide and its extensions, individuals will be able to more effectively contribute to project teams and support the success of projects in the construction and engineering industry.

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What are the learning objectives of this course and how can they be applied to your job. 

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Upon completing this course, participants will have a comprehensive understanding of the concepts, principles, and practices of Lean, Agile, Kaizen, Scrum, and Kanban. They will be familiar with the terminology and tools used in these approaches and will be able to apply them to construction projects. This course will also prepare them for the PMP exam, as 50% of the questions are based on adaptive approaches. Additionally, the course will provide participants with the skills and knowledge to effectively utilize agile methodologies and address problems efficiently in the construction industry, which is increasingly seeking professionals with expertise in adaptive project management.

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Accreditation earned on completion of this course:
 

Earning ECSA CPD points is valuable for professionals in the construction industry as it demonstrates their commitment to staying current and continuing their professional development. By completing this course and earning ECSA CPD points, professionals can showcase their dedication to best practices and expertise in PMBOK Terminology.

Upon completing this course, professionals will earn 1 ECSA Continuing Professional Development (CPD) point and 30 Project Management Institute (PMI) Professional Development Units (PDUs) for PMP certificate holders. 

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Recordings of the live sessions will be made available for attending delegates who miss a session due to load shedding. Please note that the course live sessions must be attended in order to qualify for your certificate. Recordings are only for review purposes.