This course was designed as a supplemental study guide for the major content areas of Chapters 1, 2, and 3 of A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition. In this course, you will explore some of the organizational issues surrounding project management. You will review how different establishments apply project management methodologies and concepts, and examine the connections between project execution and strategic objectives. You will learn how organizational structures affect the application and performance of project management approaches and activities. And you will analyze and assess the critical characteristics that effective project managers must possess to direct and guide work to its successful conclusion.
This course aligns with the PMBOK® Guide Sixth Edition. (The PMBOK® Guide is not included in the cost of this course and must be purchased separately.)
Taking advantage of online interactivity, the course contains a vocabulary game, flashcards, and other activities to help you master the material
Upon successful completion of this course, participants will be able to:
- Explain what a project is and how it can advance organizational goals
- Describe the relationship of projects to subprojects, programs, portfolios, and operations
- Distinguish between functional organizations and project-oriented organizations and explain how the structure of an organization can affect project processes and activities
- Show how enterprise environmental factors and organizational process assets can affect project management processes
- Identify the key competencies of successful project managers and describe their roles in specific organizational settings
- Examine the part that project governance plays in ensuring that projects run efficiently and effectively
This course is targeted to individuals who meet or exceed the following professional demographics:
Entry-level public procurement and central warehouse professionals who serve as assistants, coordinators, buyers, or equivalent functions within their respective entities.
Non-procurement managers and supervisors who are responsible for either the procurement function or staff who provide procurement functions under delegated authority.
Professionals who are employed by governing entities and special authorities (such as K-12 and higher education, publicly-owned utilities, transportation providers, and other publicly-funded or created organizations) that either serve within or manage the procurement function.
Suppliers or representatives of suppliers seeking to understand the public procurement function from a holistic level, including the policies, standards, and procedures by which public entities must function.