Description

The prevention of psychosocial risks is a concern shared between HR managers and managers. Close to teams and employees, managers are the first to be able to anticipate risky situations and respond as quickly as possible. This training offers you concrete ways to meet legal obligations, develop operational vigilance and act appropriately.

Who is this training for ?

Training objectives

Identify the key elements of the legal framework.
Put in place indicators to anticipate risky situations.
Shape your ability to identify the first warning signs.
Act quickly in the face of declared situations.

Training program

Define the responsibility and role of the manager in the prevention of psychosocial risks

• The legal framework: key points.
• Anticipation systems: social climate studies, stress observatory.
• The role of the manager in prevention and the alert.

Identify the first signs of risk in an employee

• Differentiate between what is a temporary situation and what becomes recurring.
• Identify the levels and types of stress and their manifestations in order to act effectively.
• Recognize 'irritants' and weak signals as first warning signs.

Adopt behaviors to prevent and control risk

• Identify your institutional relays: HR managers, risk prevention managers, stress observatories, social partners, occupational health stakeholders.
• Communicate to create alert relays.

Ensuring its prevention and alert roles

• Foster the expression of employees by creating moments of collective exchange.
• Take the time to listen and provide individual support.

Description

The digital project manager must take charge of many aspects, such as forecast budget, specifications, production planning, calls for tenders, negotiations, implementation and tests... This training will allow you to acquire a real dimension digital project manager. Throughout the cycle, participants are invited to share their experiences, thus creating emulation within the promotion.

Who is this training for ?

Training objectives

Know how to lead a project and understand the particularities of leading a Web, mobile, or connected object project.
Learn the language and basics of technology.
Know how to write specifications and a call for tenders.
Acquire the keys to pilot and manage the digital project.

Training program

The scope of the digital project

• Digitalization driven by the technological revolution.
• An evolution of customer relations and the omnichannel approach (website, social media, mobile equipment, etc.).
• Understand the evolution of the business world to lead an internal digital project: organizational models and management at the heart of digital transformation; new uses (collaborative, collective intelligence, BYOD, etc.); the digital employee (digital Workplace).
• The risk analysis of a digital project.

Become a digital project manager

• The fundamentals of managing digital projects: V-cycle methodology; limits and advantages.
• The contribution of agile methods: the Agile manifesto and its principles; the main Agile methodologies (Scrum, XP, RAD...); adapt agility to its context.
• The web eco-system and its new professions.
• The actors of a Digital project.
• The missions and responsibilities of the Digital project manager: skills; management: deadlines, costs, quality; phases of a Digital project.

Clarify the role of technology

• The Devops movement.
• The fundamentals of the Web and its languages: website architectures; mobile strategy.
• The evolution of mobile equipment: application mobile, WebApp and Responsive Web Design Site; CMS and Workflow for information processing.
• Anticipating Big Data: collaborative tools and wiki mode; collaborative project management; the choice of a Corporate Social Network.
• The integration strategy in the Information System: open source or proprietary approach coupling with business or back-office applications ( CRM, ERP, Infocentre); internal or external hosting mode (SaaS and Cloud).
• The security of a digital company.

Define the objective of the digital project

• Define the purpose and target of the site, application or connected object.
• Integrate the project into the company's strategy.
• Identify internal stakeholders and organizational impact.
• Content intellectual property issues.
• Establish success criteria and define ROI calculation indicators.

Write the specifications

• The role of project management assistance (AMOA).
• Modeling and analysis method.
• Starting from the expression of needs: analysis of needs through processes, business objects and use cases; conduct needs gathering workshops.
• Structure the specifications: functional, technical and operational requirements and support the Plan; Quality Assurance; distinguish essential sections from additional services.
• Planning: planning tools (Gant diagram); }

Carry out the call for tenders

• Public procurement constraints.
• Selection of service providers.
• Publication of the call for tenders.
• Understanding the proposals: grid analysis of responses; short-list defense; financial negotiation.
• The choice of service provider and the contract.
• The budgetary approach.

Supervise the team and manage the digital project

• Multidisciplinary projects.
• Manage digital activity (KPI, TdB, etc.).
• The basics of project management: meeting management; animation of workshop and brainstorming; monitoring tools: reporting, monitoring of actions, assignment of tasks, progress, Kanban in agile (Scrum), risk management, reporting.
• Constitution of the project team and definition of roles (traditional or agile mode).
• Develop the skills of your team.
• Lead the internal team.
• Work with service providers.

Specifications, production, recipe and deployment of the deliverable

• Specifications: functional (modeling methods); ergonomic (storyboard, UX, mock-up); technical (development); definition of a Backlog, User Stories and acceptance criteria in agile (scrum) .
• Provision of deliverables and services provided.
• Types of documentation.
• Deployment and configuration of the site.
• Recipe: phases restitution in agile (Scrum); unit tests, factory acceptance, technical acceptance, functional acceptance report; the anomaly management application.
• Load testing, deployment and opening; of the site.

Bring the project to life

• Maintain the project on a daily basis.
• Evaluate operating costs.
• Corrective and progressive maintenance.
• Distribute information , publish the documents: validation circuit, Workflow; internal and external documentary sources.

Description

Digital Brand Content allows brands to distribute content on their values, their technicalities, their organization or management without being intrusive to their communities. Digital Brand content is a fantastic communication lever that can be relayed endlessly on social networks. Digital Brand Content is also a fantastic lever in Inbound Marketing. This two-day training delivers all aspects.

Who is this training for ?

Training objectives

Develop a relevant and engaging brand content strategy using Digital Brand Content and Inbound Marketing

Training program

Develop a Digital Brand Content strategy

• Define branded content.
• Develop your strategy: objective, target communities, media, style and tone, frequency. POEM logic.
• Budget and indicators performance.

Define the different types of content to broadcast

• Define an editorial line.
• Choose the tone of messages.
• Story telling.
• Expertise content: become the guide of its sector.
• Gaming content: gaming, virality and interaction.
• Manage legal aspects and copyright.

Determine relevant formats and media

• The blog in a Digital Brand Content strategy in BtoB.
• Choose the appropriate format according to the objective: events, long-term presence...
• Mix several formats: which media and social networks to promote distribution and engage your brand in conversations (PTAT).

Inbound Marketing and Digital Brand Content Strategy

• Co-production of content with Internet users. Use UGC (User generated Content) from your community.
• Obtain and measure Internet user engagement and content propagation: like, comments, virality and metrics to follow (SMO).
• The stages of the conversion funnel.
• Mix DBC with promotional actions: sponsored tweets, inMail on Linkedin, banners etc.

Description

You want to integrate a chatbot into your digital strategy but you don't know where to start? This training will allow you to acquire an overview of chatbots. All aspects of chatbots are considered: marketing, sales, communication, customer service, help desk, information system, human resources. At the end of the training, you will obtain the essential keys to launch your chatbot project. Why take this training at Skills Campus: 1 full day of training to take the time to fully understand and implement. The training covers all stages of a chatbot project: studies, design, development, management, promotion. Study of numerous use cases to understand and master the subject. Training promoting interactivity and exchanges. Expert trainer.

Who is this training for ?

Training objectives

Acquire an overview of chatbots (applications, capabilities, benefits, etc.).
Obtain the essential keys to launching your chatbot project (strategy, project, solutions, resources, methodology).

Training program

Getting to know chatbots

• What is a chatbot? Examples and remarkable cases.

Identify the uses and benefits of chatbots

• Marketing / sales / communication.
• Customer service / help desk.
• Information systems.
• Human resources.

Identify the operating principles Elements of interaction.

• Simplified architecture.
• Natural language processing.

Understand the ecosystem and technologies

• BC and BB messaging.
• Drag'n drop creation platforms.
• Languages ​​/ frameworks / SDK.
• Natural Language Processing Engines.
• Analytics Solutions.
• Hosting.

22Structuring your chatbot project

• Strategic issues.
• Functional specifications.
• Personality, character, conversations, content.
• Natural language processing.
• Architecture and technical solutions.
• Expertise, methodology.

Designing a Chatbot Strategy (Case Study)

• Analysis of key elements (strategy, functions, conversations, NLP, content, promotion, etc.).
• Strong points / weak points, constructive criticism.

Prototype a chatbot

• Facebook Messenger Presentation of the prototyping platform and getting started.
• Strategic analysis of a user case.
• Creation of the prototype.

Anticipate developments

• New players, new devices.
• Investments & developments in artificial intelligence.
• Vision of research firms.

Description

The project actors make real what a client has imagined, and what a project manager has organized. They are therefore at the heart of project execution. The most far-sighted companies no longer leave the sole responsibility of training project stakeholders to project operations to the project manager. They train them in the necessary knowledge and effective behavior in projects. PMBOK, PMP, PgMP, PMI-SP and PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Make an informed contribution to project management activities.
Act on a daily basis, as part of a project team, and with your related profession.
Gain flexibility to find acceptable solutions for the project and for the profession.

Training program

Identify your contribution to each phase of the project Take ownership of the phases of a project.

• Identify the roles and responsibilities of the different types of actors: the rights and duties of project actors; benefit from the project.

Demonstrate proactivity when scoping the project Take ownership of project scoping information.

• Identify what is said and what is not said.
• Provide initial estimates.

Participate in a project team

• Join a project team: take your place in a temporary team.
• Participate in the collective work of the project team: construction of the project schedule and budget; take your place in the progress meetings.

Balance your activity between project and professions Share your time between project activities and recurring activities. Express your business expertise in the project Resolve project/business conflicts. Negotiate positions favorable to the project

• Take stock of the actions entrusted: progress, expenses, risks.
• Alert about delays, slippage in expenses or deadlines and the appearance of risks.

After face-to-face, implementation in a work situation

• Weekly advice to monitor your project, provision of project management tools.
• To find out more about remote activities To appropriate the contributions of an expert on a theoretical or practical point: an expert 'The fundamental tools of project management'.

Description

Why occasional project manager training? Managers and executives are increasingly entrusted, in addition to their responsibilities, with responsibility for actions internal or external to the company, requiring the implementation of project management. This requires them to meet at least 3 challenges: have a mission letter drawn up which gives them legitimacy in their role; use project framing and management tools in an environment that is not necessarily used to them; make workload decisions between their current activity and the project. This training provides answers to these 3 challenges. PMBOK, PMP, PgMP, PMI-SP and PMI-RMP are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Properly frame your project to achieve its performance/cost/deadline objectives.
Acquire the key stages and tools of the project approach.
Associate and motivate the chosen people. Manage the project on a daily basis.

Training program

Write the framework note to guide the project on priorities

• Understand the real needs of the applicant.
• Frame the performance, costs and deadlines of the project.
• Formalize the objectives in the framework note.
• Simulation scenario: framing.

Clarifying your mission as occasional project manager: role and means

• Delineate your role and responsibilities.
• Write your mission letter.
• Estimate your project management workload, in your mission as project manager occasional.
• Divide your working time between project and current activity.
• Scenario Estimate the project manager's workload

Organize and plan the project

• Identify the tasks to be carried out: the method to avoid forgetting anything.
• Establish who is responsible for what in the project.
• Build the schedule and the forecast budget of the project.
• Identify the major risks and anticipate them.
• Ensure that all the conditions are met to move on to the implementation stage: the project checklist. .
• Simulation scenario: project organization

Build the team and delegate project tasks

• Identify the actors to be involved.
• Involve hierarchies.
• Mobilize team members: individual interviews; launch meeting.
• Scenario Role play: delegation.

Manage the project on a daily basis

• Prepare, lead a progress meeting.
• Disseminate decisions to all relevant stakeholders.
• Update the schedule and budget. Manage the deviations.
• Report to the sponsor.
• Simulation scenario: conduct a progress meeting

Certification

• Assessment of skills to be certified via an online questionnaire integrating scenarios (40 minutes).
• To find out more about remote activities A video 'Too much or not enough' .
• expert 'The fundamental tools of project management' . An e-learning module 'Project management: mobilizing the stakeholders' .

Description

Project cost management training develops key skills for a project manager or for a cost estimator or controller in projects. Indeed, controlling the economic dimension of a project is essential to ensure the satisfaction of customers and clients. It is also fundamental for managing the economic pillar of a sustainable development approach. It has two parts: estimating costs to win business or forecast an operating margin, and managing costs to maintain the margin, or even to rebuild it. PMI, PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Develop estimates and forecast figures for a project.
Integrate risks into estimates.
Preserve the margins of your business and projects.
Manage the monitoring of project costs with efficiency and anticipation.
Communicate effectively on costs of the project.

Training program

Before the face-to-face

• A self-diagnosis.

Estimate project costs Analog methods, parametric methods, analytical methods.

• Planning poker (agile methods).
• Scenario Implementation: project estimation.

Integrate risks into the initial project budget

• Integrate exchange rates, parity, location, inflation and revision formulas.
• Identify the project risks.
• Define the provision for risks and contingencies.
• Scenario Case study: initial project budget and provision calculation.

Validate the economic feasibility Evaluate the profitability of projects: VAN, ROI, PAYBACK, TIR.

• Scenario Exercise: profitability calculations.

Control project costs Physical progress to anticipate deviations.

• Calculate the Acquired Value, the Planned Value, and the actual cost of the work carried out.
• Monitor the risks and preserve the provision.
• Scenario Study of case: calculation of cost indicators.

Update the project cost control table Define the control table format adapted to your project.

• Scenario Case study: build your cost management table.

After face-to-face, implementation in a work situation

• A challenge every week for weeks to manage the costs of your project.

Description

Why communication training in projects? Because managing a project is above all about communicating! Whether with his team or with his client, the project manager constantly seeks to convey messages and encourage ownership of his project. This is why this training provides keys: strategic: to identify all the project stakeholders and identify the actions to be implemented to mobilize them; tactics: to have very concrete tools for personal communication on a daily basis. PMI, PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Build your communication plan.
Adapt your behavior according to the people you are talking to.
Use visual management to become more efficient in your communications.
Manage difficult situations with the client.

Training program

Before the face-to-face

• A video 'Preparing a steering committee', a self-diagnosis.

Define your communication strategy List the project stakeholders and identify the client(s).

• Adapt your communication to the influence of stakeholders.
• Scenario Case study: communication strategy.

Build and equip the project communication plan

• Examples of communication plans.
• Essential communication tools.
• Scenario Exercise: communication plan.

Use visual management to communicate better

• The project room / l'Obeya.
• The mind maps.
• The Visual planning.
• Scenario Exercise: creation of a Project room.

After face-to-face, implementation in a work situation

• Training modules for communication situations, a strengthening program to develop your assertiveness.
• To find out more about remote activities Two videos: 'Prepare a steering committee ' ; 'Create an impactful visual support' .
• training modules: 'Practice active listening' ; 'Develop your assertiveness - Level ';

Know the basics of synthesis

• Distinguish between facts, opinions and feelings.
• Locate the distortions at play in communication.
• Know the basics of synthesis.
• Scenario Training and appropriation with note-taking tools

Extract the essentials of the documents

• Adapt reading methods.
• Have an overview thanks to the skimming technique.
• Get to the essentials by skimming technique.
• Locate the structure of the text and its common thread by its key words and its logical connectors.
• Take notes while reading.
• Scenario Put into practice with 'hovering' and 'skimming' techniques.

Collect and process oral information

• Understand why we don't understand each other.
• Listen to save time.
• Reformulate to get the essentials.
• Improve your note-taking technique.
• Classify and prioritize information.
• Scenario Use mini-plans orally to structure your thoughts

Represent information orally and in writing with clarity, precision and conciseness

• Organize your ideas in a plan.
• Represent differently depending on the summary to be written.
• Apply the principles of effective writing.
• Improve your oral presentations.
• Scenario Practice reformulating and questioning.

Certification

• Assessment of skills to be certified via an online questionnaire integrating scenarios (40 minutes).
• To find out more about remote activities Three videos: 'We've tried everything !' ; 'Create an impactful visual support'; Different plans to structure a presentation'. An e-learning module 'Adapt your message successfully',
• Evaluation of the transfer of knowledge to validate the implementation in the situation. of work

Description

Training in leading meetings in projects makes it possible to: improve the efficiency of project team regrouping times (meeting, review, brainstorming, crisis, etc.); to build the commitment of project stakeholders and maintain it throughout the duration until closure; and produce decisions understood and accepted by all relevant stakeholders. Good meeting management is a differentiating factor for project productivity. The ultimate benefit is the achievement of objectives on time, which is guaranteed by a united team, which moves in the same direction and which has decisions at the right time. PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Prepare and organize project meetings.
Adapt meeting management methods and tools to the different types of project meetings.
Effectively lead a kick-off meeting, a progress meeting, a steering committee and a management meeting. fence.

Training program

Before the face-to-face

• A video 'Leading project team meetings', a self-diagnosis.

Position project meetings

• Identify the different types of meetings related to the progress of the project.

Regulate the behavior of the project team Regulate passives and invasives. Getting people from different professions to work together. Lead project meetings

• Encourage everyone's expression, respect the objectives and duration of meetings.
• Write minute reports and disseminate the decisions taken.

Zoom: 'kick-off meeting'

• Convey the vision to the team.
• Lead a team building.

Zoom: 'work meeting'

• Focus the team on finding a solution.
• Clearly state the problem, stimulate the search for ideas.

Zoom: 'steering committee'

• Adapt presentations to support decision-making.
• Generate support from decision-makers.

Zoom: 'closing meeting'

• Identify the different types of closure: phase, project.
• Take advantage of the findings made.
• 0/ After the face-to-face, implementation in work situation An e-learning module to mobilize project stakeholders, advice and tips every week for weeks.
• To find out more about remote activities A video 'Leading project team meetings '.
• To practice on subjects covered in training: an e-learning module 'Project management: mobilizing stakeholders'.

Description

The opportunity phase of a project helps move a project from an intention or idea to an actual project. The project takes shape and becomes a reality using a framework sheet which will become a real contract between the project client and the future project manager. Once established, the project framework sheet allows communication throughout the company. It represents the roadmap for the project manager and the project team. This training provides you with the method and tools to construct the project framework sheet, challenge the expectations of the project client and provide the elements to decision-makers to launch the project. PMI, PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Identify the issues and objectives of the project with the sponsors
Determine the macro-planning and the budget envelope for the project
Formalize the major risks of the project
Propose the organization of the project and decision-making bodies
Write the project framework sheet and convince decision-makers

Training program

Organize the project framework

• Identify and mobilize project stakeholders.
• Organize work meetings and drafting to facilitate appropriation by decision-makers and future users.
• Case study scenario: mobilizing stakeholders.

Collect useful information

• Create your interview guide.
• Demonstrate active listening.
• Role play scenario: interview with the sponsor.

Determine the objectives and expected results Express the objectives of the project and the challenges for the company.

• Formulate a functional expression of the need.
• Indicate the solutions to be explored and the project deliverables.
• Scenario Case study: issues and objectives.

Define the project organization Define the project team. Define decision-making rules, signing powers and communication rules. Scenario Case study: organization. Estimate deadlines and costs Develop the macro-p

• Formalize the assumptions made.
• Scenario Case study: deadlines and costs.

Analyze the risks

• Identify and assess risks.
• Integrate a provision for risks and contingencies.
• Scenario Case study: risks.

Write and validate the project framework sheet Write the framework sheet. Obtain formal validation of the framework sheet. Manage disagreements between stakeholders.

• Role play scenario: validation of the framework sheet.

Description

Training for project directors to take a step forward in their career. The population of project managers in office and already trained at a first level is growing. Companies are starting to structure project sectors in which the role of project director is identified and highlighted. This is generally the culmination of the journey, which then opens doors to executive committees. To become Project Directors, project managers with potential must develop their skills in different areas which are treated successively in the four parts of the cycle: mastery of the organization of the company, to go beyond simple project organization; personal development, to adopt the right posture; excellence in mastering project management tools; flexibility in operating in international, multicultural or multi-site environments. The training of project directors is becoming a strategic issue in the management of the skills of future business leaders, and in the management of high potentials. The participants meet throughout the course of the cycle and can thus share the practices and experience acquired between the cycle parts, promoting their appropriation. PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Take into account the specificities of the organization to adapt project governance.
Create trust between project stakeholders.
Anticipate all project deviations, taking advantage of the most relevant tools.
Act remotely, act with different cultures, making diversity a strength of its projects.

Training program

Remote activity

• To illustrate the contribution of knowledge: a video 'The specificities of project management'.

Use business strategy to guide project definition

• Transform the strategy into a program.
• Structure project/program/portfolio.

Choose the organization of projects

• Advantages/disadvantages of different project organization methods.
• Place the weight of the project line in relation to the permanent structure.

Define the governance of the projects under your responsibility

• Define the launch, progressive validation and acceptance process.
• Integrate into the company's governance.

Putting the PMO at the service of the company

• Set up a PMO in the company.
• Define project and PMO KPIs.
• Know how to work with the supervisory PMOs.

Know yourself better as a project manager

• Identify your psychological profile and management styles using Process Com ®.
• React to stress in tense project situations: with company management; with project managers; with clients; with project contributors;
• Develop your flexibility

Adapt your communication to each stakeholder in the project

• Use communication channels adapted to the personality of the interlocutor.
• Lock the involvement of the different stakeholders: management's agreement on the directions taken; agreement customers and suppliers; the commitment of contributors on tasks, deadlines and costs

Establish a climate of trust in the project

• Foster constructive contacts.
• Find the right level of influence and control.
• Communicate and dialogue frankly and openly.

Optimize your relationships with others in the project team

• Give and receive feedback in a positive, non-aggressive manner.
• Identify the different forms of defensive mechanisms present.

Develop your leadership role: effective leadership

• Become aware of your own qualities as a leader.
• Overcome your rigidities, increase flexibility and personal influence.

Planning projects with the right level of tension

• Measure the tension on a project.
• Contract with the batch managers the right level of tension.
• Decide which principles of the critical chain to put in place.

The value acquired to detect drifts as they appear

• Know how to communicate the acquired value, make it a central tool.
• Integrate IPCs, or even IPDs, into project KPIs.

Monitoring the achievement of project performance

• Defining performance in project management.
• Indicators on requirements.

Act with different contributors

• Identify all the stakeholders in a project and their communication needs.
• Adapt communication to the context and the requirements of change management.

Working with remote teams

• Organize remote cooperation.
• Develop the autonomy of your colleagues remotely.
• Monitor and evaluate remotely.
• Give remote feedback

Taking advantage of cultural diversity in international teams

• Cultivate your intercultural competence.
• Resolve conflicts while taking cultural specificities into account.

Remote activities

• them training modules: 'Process Com©: adapt your communication to the profile of your interlocutors'; 'Process Com®: react in stressful situations'.
• Evaluation of acquired knowledge

Description

The PMP ® certification must be passed with the PMI (Project Management Institute). Why intensive preparation training for PMP ® certification? This training is aimed at people meeting all the qualification and experience criteria defined by the PMI ® to register for the PMP exam and who wish to give themselves every chance of passing the exam. For 2 days, participants practice intensively on exam questions with the support of the facilitator for theoretical and methodological reminders and the interpretation of answers to standard exam questions. Participants then have access to the exam training simulator for 1 year. PMI, PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Prepare to quickly take the PMP ® /CAPM ® certification exam
Understand the exam registration process
Review key PMBOK concepts
Practice for the exam

Training program

Before the face-to-face

• A video 'Passing the PMP exam' and a self-diagnosis to assess your knowledge.

The exam registration process

• PMI eligibility conditions.
• Tips for completing the eligibility file.
• Tips for describing professional experience.
• Registration for the exam.

Reminders about Startup process groups.

• Planning.
• Execution.
• Monitoring and Control.
• Closing.

Knowledge Area Strengths

• Reminder of key concepts.
• The main tools and techniques.
• The ten areas of knowledge.
• The obligations of the project manager regarding the rules of ethics and the profession.

Simulation exam questions

• Series of exam questions according to the 10 areas of knowledge.
• 2 practice exams of 100 questions.
• After the face-to-face session, implementation in a situation work.
• An exam simulator available in English or French (X-AM) to practice at your own pace.
• To find out more about remote activities A video 'Zen or not Zen?'.

Description

This project management training cycle allows you to acquire project management tools (writing the specifications, setting up the project team, developing and controlling the schedule and costs, managing the dashboard, closing and review of the project…) and to integrate the behavioral and change support skills that make successful project managers successful. The sequences are designed in project mode, which makes it possible to assimilate the methodologies through practice and to transpose them more quickly to work situations. This makes it the reference training cycle for mastering the profession of project manager. PMI, PMBOK, PMP, PgMP, PMI-SP and PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Master the fundamentals of project management.
Develop personal efficiency to manage your projects.
Master advanced project management tools.
Manage a project team.
Manage the transformation induced by the project.

Description

The transformation needs of companies are generating more and more internal projects: reorganization project: launch of a training plan, reorganization of a department, relocation of the company, development of an information campaign, merger/ acquisition ; digital transformation project, with impacts on processes, skills, tools used; implementation of new information systems. All these internal projects often encounter difficulties linked to vagueness in the definition of objectives, but also to the definition of roles and the specific organization to be put in place. Every effort must be made to ensure that these difficulties do not result in delays, budget overruns, or even a gap between the result expected by the client and that obtained. Traditional project approach? Agile ? Both ? This training provides operational keys to choose and succeed in these transformation projects. PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Initialize your project by framing and prioritizing the objectives.
Build the solution through iterations.
Develop your project.
Build a coalition strategy to promote decision-making.
Adopt the fundamental principles of agility.
Drive change.

Training program

Framing and prioritizing project objectives

• Identify sponsor issues and user needs.
• Use the MoSCoW prioritization technique, fundamental for meeting deadlines and budget.

Define the target Model the target solution through iterations, process map, mock-ups, user journey...

• Build the project subdivision: task flow chart and assignment diagram.

Build a coalition strategy to promote decision-making Establish an analysis of influential stakeholders.

• Adapt your approach according to the position of each interlocutor regarding the project.

Choose an agile development approach or not

• Know when to apply an Agile method or a traditional method.
• Adopt the fundamental principles of agility.

Support the changes induced by the project Carry out an impact study of the project.

• Create an action plan to support change.
• Use visual management to promote ownership of the project.

Remote activities

• To practice on subjects covered in training: an e-learning module 'Project management: mobilizing stakeholders'.

Description

Why industrial project manager training? The competitiveness gained through project management no longer needs to be demonstrated. It materializes by obtaining products or industrial installations that meet the expectations of internal or external customers, under conditions of optimized costs, deadlines and quality. To guarantee the success of industrial projects in companies, the training of project managers and all project stakeholders must integrate all technical and behavioral dimensions as well as tools adapted to the industrial world. The successful outcome of the project also depends on the project manager's ability to anticipate actions to keep the project on its 'rails'. This capacity is increased tenfold by the use of good practices and proven management standards. PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Master the principles of construction and organization of industrial projects.
Apply the methods and tools for launching, managing and closing projects: quality, cost and returns on investment, deadline and risks.
Involve the project stakeholders (customers, suppliers, decision-makers).
Consolidate management information and build impactful dashboards.

Training program

Build and organize an industrial project

• Build the task organization chart for the industrial project.
• Plan the project.
• Identify the risks.
• Identify the roles and missions of the key players in the project.

Prepare and defend an investment case

• Identify the structure of an investment file.
• Structure the project budget by work packages.
• Calculate the project's return on investment (NPV , PAYBACK, SORT).

Involve suppliers in the industrial project

• Master the key clauses of an engineering contract.
• Implement monitoring of supplier services.

Manage the progress of the industrial project

• Measure the progress of your project using the physical progress method or by the remainder to be done.
• Build the indicators and dashboard for your project industrial.

Manage the installation, testing and closing phase of the industrial project

• Conduct industrial commissioning and performance tests.
• Manage the transfer of the installation to production.
• Close the project: acceptance and guarantee .
• Project review and archiving.

Description

Business managers or project managers are often confused by legal issues and the associated legal risks. However, the majority of problems encountered on a project or a business find their cause in the drafting of the contract. Most of these difficulties could be avoided thanks to appropriate contractual wording. The objective of this project legal training is to enable project managers to anticipate the legal risks that may arise from the start of a case and to communicate effectively with their legal department.

Who is this training for ?

Training objectives

Master the principles and applicable texts.
Avoid the legal pitfalls of contracts.
Work effectively with your legal advisor.
Participate in the drafting of a contract.

Training program

Integrate the contract into the project or business cycle

• The deal cycle.
• Situate the contract management activities in the deal or project cycle.

Preparing contracts

• Pre-contracts: letter of intent, M.
• O.
• U.
• Value of contractual exchanges (email, fax , simple letter...).
• Distinction between private contracts and public contracts.
• Scenario Exercise: comparison of CGV/CGA.

The key elements of constructing a contract The object. The obligation of means/the obligation of result.

• The price and its revision methods.
• Transfer of ownership/risks.
• Confidentiality/force majeure.
• The applicable law and the competent court.
• Scenario Exercises: obligation of means and obligation of result.
• - Identify the clauses with legal risks.

Control the risks linked to contract stakeholders

• The case of subcontracting (Project owner/subcontractor).
• The case of co-contracting (joint GME, joint GME).

Legal points to watch out for in the contract

• Intellectual property.
• Deposits, financial guarantees, penalties.
• Choose the incoterms.
• Scenario Exercise: identify the clauses at legal risk.

Litigation

• How to avoid them? the transaction.
• Incur the civil liability of the co-contractor.
• Identify the criminal risk: offense of bargaining; concealed work.

Description

Agility has today become a benchmark approach in project management. This approach, initially developed in IT projects, tends to spread to other areas: innovation, development of products and services... The traditional mode also called waterfall remains the reference in complex projects in which planning and a long-term vision are necessary as well as centralized management embodied by the project manager. Hybridization consists of using a dual waterfall and agile approach in the same project. Hybridization allows you to take advantage of both approaches. This training allows you to discover agile methods, the comparative strengths and weaknesses of each approach and to make the choices of organization and methods most appropriate to the specificities of your projects, whatever their nature.

Who is this training for ?

Training objectives

Understand the principles of agility in projects.
Be able to implement the organization and key tools of an agile approach.
Be able to define the areas of projects in waterfall mode conducive to the introduction of agility.
Implement an organization and a hybridization approach (cascade mode / agile mode) in its projects.

Training program

Before the face-to-face

• A video 'Plan your project with agility' and a self-diagnosis.

The principles of agility

• Understand Agile values ​​and principles.
• Impacts of agility on project organization.

Overview of key agility methods and tools

• Understand the iterative and incremental approach in Sprints.
• The product backlog, the load estimate, the burndown chart.
• Agile project meetings: sprint planning, daily scrum, sprint review, retrospective.
• Agile models (SCRUM, SAFE, Agile PM,...).

Comparative analysis of waterfall and agile approaches Define the key criteria for comparing methods: company culture, team experience, nature of projects.

• Comparative strengths and weaknesses of waterfall and agile approaches.

Principles of hybridization

• The different types of hybridization: at the level of projects, phases, batches,...
• The principles of hybridization: typical organizations and principles of operational implementation .

Define and implement a hybrid approach in your project Carry out a diagnosis of your project to identify areas of your project favorable to agility. Build a hybrid approach for your project. After the face-to-face, implementation

• Advice every week for weeks to implement your action plan.
• To find out more about remote activities A video 'Plan your project with agility'.

Description

This training, aimed at business managers and business engineers, aims to develop commercial, behavioral and technical skills. Mastery of these 3 dimensions is essential for the success of business managers who sell on quotation. But, ultimately, what is a deal? It is an operation which consists of studying, selling and producing for a client a specific product or service, which did not exist until now in this form, or in this context. This definition contains the seeds of all the skills that a business engineer will have to mobilize to achieve his goals: working for a client, and in contact with a client, within the framework of a sales contract; the creation of a product or service which did not yet exist, and for which an internal project organization will undoubtedly be necessary; the ability to anticipate how the deal will unfold and identify potential risks to avoid unpleasant surprises, for the client and for the profitability of the deal. Business managers are on the front line, from taking into account the signed contract to receiving a successful deal for the customer, a guarantee of loyalty. PMI, PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Identify all the components of a business to achieve both customer and company satisfaction.
Apply the methods and tools of preparation, conduct and management in order to permanently control the progress and good final execution of the business .
Manage customer relations in business in order to guarantee customer satisfaction while preserving your own interests.

Training program

Take charge of the matter

• Analyze the contract and measure the risks.
• Formalize the scope resulting from the negotiation of the deal.
• Scenario Case study: analysis of 'contract.

Organize and prepare the progress of the case Break down the case using the task organization chart.

• Plan the deal: PERT and GANTT.
• Develop the reference budget for the deal.
• Launch the deal.
• Scenario Case study: organization of the case.

Lead, control and manage the business

• Measure the progress of the deal, its cost to completion, its margin and its cash flow.
• Control the scope of the deal, its developments.
• Follow the start-up, reception and lifting of reserves.
• Scenario Case study: management of the case.

Manage customer relations within the framework of the contract Building relationships based on trust. Propose amendments that provide value for the customer. Manage disagreements with the client. Establish a complaints file.

• Scenario Case study: modification of the contract.

Close the case

• Complete the deal well.
• Write the end of deal report.
• Capitalize on know-how.
• Implementation situation Case study: case closed.

Remote activity

• To benefit from the contributions of an expert on a theoretical or practical point: a
• expert 'The fundamental tools of project management'.

Description

Why a 'Project manager efficiency kit' training? Some simple and short projects require simple fundamental tools to be well framed, organized and managed. This training therefore offers a very operational kit intended for people assigned to these projects, and who wish to adopt the right reflexes from the start.

Who is this training for ?

Training objectives

Formalize the client's request.
Distribute tasks between team members to achieve the expected results.
Plan the project as simply as possible.
Produce regular progress updates.

Training program

Clarify the request and the objectives of the project

• Question the client to understand their needs Action: Role play: conduct an interview with the project sponsor, and practice active listening.

Identify the tasks to be carried out, involving potential collaborators

• Action: Lead a project team meeting to list and distribute the tasks to be carried out.

Build a simple project schedule

• Action: Divide the project into phases and milestones to properly pace its progress.

Description

Some project managers are faced with managing multiple tasks, managing a project that occupies them full time, or a set of small projects. Added to this is the management of operational activities outside the project. They then ask themselves the following questions: How to fit all these projects into the week? How to manage the multitude of requests and the splitting of activities? How to maintain your sense of personal effectiveness (and get out of the situation where 'not moving forward is tired')? This multi-project management training combines the best of project management and provides the tools to organize yourself on a daily basis and gain personal efficiency. PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Allocate your time effectively between projects and current activity.
Prioritize projects.
Plan the production of deliverables.
Focus on substantive tasks.
Maintain your energy capital in multi-projects.

Training program

Allocate your time efficiently between projects

• Identify the time available to work on projects.
• Prioritize projects with the urgency/importance matrix.
• Scenario Exercise: prioritize my projects.

Manage any request for contribution to a new project

• Negotiate scope, means or deadlines with the sponsor/manager.
• Know how to say 'no' with diplomacy.
• Clear the list of things to do before 'integrate a new project.
• Scenario Exercise: role play with sponsor

Plan the management of your multi-project activity

• Divide projects and distribute deliverables over time.
• Take the time to coordinate upstream to save time downstream.
• Scenario Exercise of transposition: division into deliverables + coordination

Manage your weekly agenda in multi-projects

• Focus on substantive tasks.
• Reconcile daily activities and project management activities.
• Tips for managing emails and the unexpected.
• Conduct effective project meetings.
• Scenario Transposition exercise: my multi-project agenda for next week

Maintain your energy capital in multi-projects

• Activate the 4 keys to a sense of personal effectiveness.
• Conclude projects well to reduce subsequent demands.
• Scenario Transposition exercise: working on my feeling of personal effectiveness.
• To learn more about remote activities A video 'The watch and the compass'
• An e-learning module 'Time management: knowledge. say no to unwelcome requests' .
• An expert 'Boost your personal productivity' .
• Evaluation of the transfer of acquired knowledge to validate implementation in a work situation

Description

Through knowledge of the project environment and the practice of management tools, the project management assistant produces the summary information necessary to anticipate important decisions: the assistant thus becomes the 'automatic pilot' of the project manager , at the crossroads of coordination and communication within the team. PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Understand the needs of the project manager and the project team
Master project structuring and management tools
Adopt appropriate behaviors in project mode

Training program

Before the face-to-face

• A self-diagnosis.
• First project management tools.

Master the fundamental aspects of a project

• Acquire the key vocabulary of the project: objectives, phases and associated tools.
• The assistant and the different actors of the project.
• Work effectively with the manager project.

Prepare the project

• The project specifications.
• Master the key tools: the project task organization chart; the forecast budget; the schedule with the task initiation diagram ches (PERT) and the GANTT.
• Prepare the kick-off meeting.
• Contribute to discussions in the project.

Help manage the project

• Monitor physical progress.
• Meet deadlines.
• Manage resources.
• Control costs.

Communicate and control project information The organization, animation, summary of progress meetings and project reviews.

• Document management and the filing plan.
• Change control.
• The dashboard: key elements.
• Adopt assertive behavior: know how to say 'no' when necessary.

Close the project and facilitate capitalization

• Host a project closing meeting.
• Share the experience.
• The overall archiving of the project.

After face-to-face, implementation in a work situation

• Advice and tips every week for weeks.
• To find out more about remote activities To benefit from the contributions of an expert on a theoretical or practical point: a
• expert 'The fundamental tools of project management' .

Description

Leadership training for project managers aims to strengthen the performance of the project manager and their project team. The performance of a project manager is today assessed in his ability to get things done. And this, despite the pressure which continues to grow, on the project, in the company and in its environment. How to do this when all the tools and techniques are already professionally implemented? The key to success lies in fine-tuning the attitudes and behaviors of each contributor, and first and foremost in fine-tuning one's own behaviors as project managers. PMI, PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Develop your vision as a leader and share it.
Build a high-performance project team.
Practice influence management.
Act and take advantage of tense situations.
Give feedback and reframe a contributor.

Training program

Identify the functions and qualities of the leader in a project

• What project team members expect from a leader.
• Identify the 4 functions of the leader.
• Develop our representations of leadership.

Building a high-performance project team

• Locate the five stages that will punctuate the rise of the project team.
• Choose the appropriate leadership style at each stage.
• Adopt the right ones reflexes when building the team, to build trust from the start.

Assert yourself in your relationships with others within the project team

• Dare to ask in all situations. Give and solicit feedback.
• Give constructive criticism to a project actor.
• Scenario Role play: state in a request to a project team member.

Assume leadership in tense situations

• Identify the different defensive behaviors present in the team.
• Identify your own defense mechanisms. Defuse tense situations.
• Resolve conflicts sustainably: process and attitude.

Practice influence management to defend the interests of the project

• Define your influence strategy based on the attitude/influence matrix.
• Use the 10 possible levers of influence depending on the context.
• Scenario Work based on real situations of the participants.

Description

This training in project risk management meets the growing expectations of project managers and company management. Indeed, increasingly strong constraints on project costs and deadlines force project managers to take risks from the start. These project risks are not only technical risks, but also administrative, economic and human risks. They can be internal risks as well as external risks. It is important to manage them like any other project parameter in order to limit their impact as much as possible. This training allows, in two days, to master the stages and tools of risk management in projects. PMI, PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Identify, evaluate, treat and control risks
Integrate project risk management into management
Establish a project risk management culture

Training program

Take ownership of the risk management process

• Risks and hazards, unforeseen events and uncertainties.
• Threats and opportunities.
• The typology of risks.
• The particularity of project risks by in relation to the company's other risks.
• The stages of the overall risk management process
• The project risk management plan

Identify all project risks

• Analysis methods by phase, functionality, cause, origin.
• Risk checklists by project type.
• Risk organization chart to organize and prioritize risks

Conduct qualitative risk analysis

• Assessing probability and severity.
• Measuring criticality.
• Risk matrices.

Conduct quantitative risk analysis

• Methods from experts.
• Monte Carlo simulation: principle and application cases with Excel macros.

Develop the action plan to address the risks

• The different methods of dealing with threats and opportunities: reduction/improvement, transfer/sharing, elimination/exploitation, acceptance.
• Budgetary provisions to cover costs.
• Planning provisions to cover deadlines.

Using creativity to turn risks into opportunities

• The principles of creativity.
• Practice 2 creative tools to transform risks into opportunities: brainstorming; lateral thinking.
• Sort and select actions.

Monitor risks

• Detection of the appearance of risks.
• Implementation of palliative plans and emergency plans.
• Review of project risks and opportunities.
• Risks and opportunities: key dashboard indicators.
• To find out more about remote activities A 'Managing risks' video.
• Two e-learning modules: 'Anticipate the risks of a project. Part. A'; 'Anticipate the risks of a project'. implemented in a work situation

Description

The training we offer will allow you to perfect your project management approach based on concrete cases. You will learn to make decisions proactively and pragmatically, which will help you ensure the success of your projects.

Who is this training for ?

Training objectives

• Foster decision-making in the project
  
• Stimulate the motivation of the project team and each member of the team
  
• Monitor the progress of the project to ensure that it is progressing in accordance with objectives
  
• Guide the change induced by the project
  
• Effectively solve any type of problem using a constructive and creative approach, such as the CPS (Creative Problem Solving) method
  

Training program

Facilitate decision-making within the project.

• Establish a phasing plan adapted to the project by dividing it into different stages and milestones.
• Ensure the success of the milestones by presenting your proposals to the steering committee, by effectively communicating bad news , by negotiating deadlines and using appropriate wording

Motivate each project team member to obtain maximum commitment

• Succeed in the team's first steps and maintain long-term motivation.
• Target the motivation levers according to each team member.
• Set the right level of objective to guarantee motivation.

Manage progress to avoid deviations

• Obtain reliable information on progress: define the right pace of progress reporting; avoid the pitfalls of the optimist or the pessimist.
• Measure the project's deviations with the acquired value. Re-estimate the budget at the end of the project.

Manage change effectively to minimize resistance.

• Identify the three key stages of transformation.
• Implement the four levers of change management.
• Identify the stakeholders involved in support of change and mobilize networks of influence.
• Manage resistance to change effectively.

Find solutions collaboratively as a team.

• Direct the team towards finding a solution.
• Use the Creative Problem Solving method to find creative solutions.
• Make each team member responsible for the plan 'shares.

Description

Mobilizing, coordinating and getting people from different departments, units, professions, sites and countries to work together without having formal hierarchical authority: this is the challenge faced by a project manager. For this new type of leader, success requires effective cross-functional management of the team of stakeholders who bring their skills and contributions to the project. This project team management training is a success accelerator to lead the team towards success, on time and in compliance with expected objectives.

Who is this training for ?

Training objectives

Identify the roles and responsibilities of the effective project team manager.
Motivate employees throughout the course of the project.
Implement appropriate project meetings.
Use relevant management techniques to mobilize your project team.
Anticipate and handle delicate situations in the team.

Training program

Identify the 5 stages of building your project team

• Identify your strengths as a project manager to move from one stage to another.
• Adapt your management style to each stage.
• Scenario Project simulation: team building

Build the project team

• Define common operating rules.
• Conduct interviews with team members to engage them.
• Scenario Role play: mobilization interview of a teammate.

Lead project team meetings

• Put in place tools and rituals to gain collective efficiency.
• Discover all the meetings specific to project management.
• Prepare and lead the kick-off meeting.
• Best practices for progress meetings.
• Give motivating feedback to team members.
• Scenario Scenario: simulation of project kick-off meeting

Maintain team dynamics throughout the project

• The different forms of project teams.
• How to go from a collection of individuals to a successful project team.
• Give encouraging signs of recognition.
• Motivate project team members.
• Scenario Scenario: building a successful project team

Consolidate your legitimacy as a project manager

• The legitimacy factors of a project manager.
• Project manager: expert or manager?
• Managing experts in the project team.
• Scenario Scenario: conduct an interview with a business expert.

Anticipate and manage disagreements and conflict situations

• Identify conflicts: typology and intensity.
• Deal with disagreements in projects.
• Find creative solutions to break impasses.
• Scenario Role play: resolve a disagreement in the team.

Certification

• Assessment of skills to be certified via an online questionnaire integrating scenarios (40 minutes).
• To find out more about remote activities A video 'Too much or not enough' .
• An e-learning module 'Project management: mobilizing stakeholders' .
• A training module 'Giving positive and constructive feedback'.

Description

Why this training in international project management? Globalization is the major trend of this century. Projects are becoming more and more international. The most common starting point is to have a multicultural team work in a few nearby countries. The search for economic optimization and proximity to emerging markets is gradually changing the situation. The complexity of projects is growing and companies are extending their projects across several continents. The project manager of an international project then becomes the conductor of multi-site and multicultural contributors. PMI, PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Build an international team.
Integrate the points of view of different stakeholders.
Take advantage of cultural differences within the project team.
Manage a project team remotely.

Training program

Intercultural project management

• Interculturality: definition, problems and challenges.
• Intercultural management: different worldviews to coordinate.
• The key success factors for managing an international project team and intercultural.

Building a team in an international project

• Build the ideal 'cast' of the team.
• Create buy-in and commitment.
• Host a kick-off meeting.

Organize an international project Develop a global and common vision of intercultural issues through the use of adapted tools and methods. Working with remote teams Discovering the keys to trust and commitment

• Communicate effectively with remote team members.
• Understand the methodological, managerial and behavioral dimensions of managing the international project team.
• Communicate and crop if necessary.

Succeed in your remote project meetings Being able to maintain momentum, animate and strengthen the team and individuals. Prepare and lead remote meetings. Remote activities

• To practice on subjects covered in training: an e-learning module 'Communicating effectively with a remote team'.
• To illustrate the contribution of knowledge: a 'Solutions' video to manage a project remotely.

Description

Who is this training for ?

Training objectives

Training program

AGILE PM (Agile Project Management) fundamentals

• Panorama of the AGILE PM method.
• Preparing an AGILE PM project.
• The principles of AGILE PM: focusing on business needs; delivering on time; collaborate; never compromise quality; build progressively; develop iteratively; exercise control.

8The project life cycle using the AGILE PM method

• Pre-Project / Feasibility / Foundations / Exploration / Engineering / Deployment / Post-project.

Identify the documents proposed to maintain control of an AGILE PM project Understand the techniques used in AGILE PM

• Facilitated workshops to encourage collaboration in teams and promote integration.
• The MoSCoW prioritization technique, fundamental for meeting deadlines and budget.
• Iterative development to converge towards a precise solution.
• Models, prototypes and mock-ups to make the solution visible.
• Timeboxing to force the delivery of the 'must have' '.

Understand the roles and responsibilities within a project

• Roles in the steering team
• Roles of the development team

Passing the AgilePM® Foundation exam

• Multiple choice test
• 60 questions per test
• Minimum score: 30 (50%)
• Book closed
• Duration: 60 minutes

Description

The Agile Project Management (AgilePM ® ) qualification aims to meet the needs of people who work in a project environment and who wish to demonstrate agility. This training is preparation for “Practitioner” level certification. It is the continuation of the “Foundation” level which is also a prerequisite. This second level of certification aims to validate the competence of a project manager in the implementation of AgilePM ® in an agile managed project. Remote preparatory work based on the AgilePM ® manual received in “Foundation” level training prepares candidates to practice during training on a case study similar to that which will be the subject of certification. The practitioner exam was taken in the afternoon of the second day.

Who is this training for ?

Training objectives

Practice the life cycle, roles and responsibilities, products and techniques of an Agile project
Take the AgilePM® Practitioner exam

Training program

Putting the agile principles of the framework into practice

• AgilePM ® on an example of a project Practical application of the principles of DSDM.
• Roles and responsibilities - The point of view of the Agile Project Manager.
• Management throughout the life cycle.
• Effective use of DSDM products ('Deliverables') to maintain control of the project.
• Meeting deadlines - Combined techniques of MoSCow and Timeboxing.
• Project team actors and interactions.
• Requirements capture and management / User stories.
• Estimates and project planning throughout of the project life cycle.
• Quality and risk management.
• Personalization of the DSDM approach according to the project and its environment.

Preparing for and taking the exam

• AgilePM ® - Agile Project Management Practitioner Passing the exam in English in the classroom at the end of the training.
• Multiple choice test.
• Different question formats.

2h30. Number of questions: 4 questions of 20 points each totaling 80 points. Minimum score: 40 points or more (50%). Manual

• Test duration: AgilePM ® 'annotated' allowed during exam.

Description

Multi-project management training aims to develop the skills of project managers already trained in project management and faced with managing several projects in parallel. Several areas need to be developed: project governance, to define the modalities for project management by decision-makers; strategic alignment of projects, to constantly check that the projects we are working on are still at the heart of the company's challenges; operational management of projects, which takes on particular complexity in multi-projects: control of the workload, control of the availability of actors, and monitoring of the state of health of the projects; creating a team spirit and maintaining momentum, even during periods of pressure on a particular project, or when closing one of the projects; the feedback of information to decision-makers, through dashboards making it possible to visualize the overall state of the project portfolio. This training will also allow department heads to better arbitrate between urgent projects and strategic projects, in order to best allocate their resources. PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Organize your multi-project management system
Prioritize projects
Manage shared resources and anticipate unavailability
Ensure multi-project management
Maintain team member commitment and arbitrate between projects

Training program

Before the face-to-face

• A self-diagnosis.

Define your multi-project management system Identify the differences between projects - program - portfolio.

• Identify the entry and exit criteria in the portfolio.
• Define the role and responsibility of the project manager, the steering committee, the sponsor.
• Organize the conduct of multi-project reviews.

Prioritize portfolio projects Take ownership of the company's strategy.

• Identify and map the company's projects.
• Measure the strategic alignment of projects.
• Build the prioritized project portfolio.

Maintain team member engagement in multi-projects

• Clarify contributions in project teams.
• Promote the commitment of team members contributing to several project teams.
• Respond to requests for arbitration between projects.

Smooth the load and anticipate resource unavailability

• Have an overview of the load of resources assigned to projects.
• Identify critical resources and arbitrate in the event of a lack of resources.

Monitor the health of projects and ensure multi-project management

• Calculate key project health indicators.
• Develop an impactful multi-project dashboard.

After face-to-face, implementation in a work situation

• One challenge per week for weeks.

Description

Project planning training is not just about learning how to use planning software. It is about acquiring a profession made of technical skills, strategic and tactical vision and communication skills. The planner needs to master planning methods, to understand all their subtleties, to use planning as a tool for communication, coordination, decision support and anticipation in projects. Planning training thus allows you to gain relevance in your forecasting and project management activities. PMI, PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Own the method and acquire planning reflexes in projects
Reduce delays and optimize the use of resources
Analyze situations to understand planning risks, control them and anticipate them

Training program

Before the face-to-face

• A self-diagnosis, a video 'Plan your project with agility'.

The different levels of project planning

• General/detailed planning.
• Gantt chart or structuring in sprints (agile methods).

Identification of tasks and resources Task organization chart. The resource organization chart. The task sheet. Construction of the schedule

• The logic network (PERT network).
• Techniques for estimating durations and loads.
• The GANTT chart and visualization of the critical path.
• Optimization of resources through free and total margins.
• Poker planning (agile methods).

Reducing delays and taking risks into account

• Reducing delays by duration and/or constraints, by resources or by anticipation.
• Risk management by taking into account delay provisions.

Optimizing the use of resources Choose resources based on issues and difficulties. Planning management

• Measure the physical progress and the remainder to be done.
• Calculate the earned value of the project (BCTE).
• Re-estimate the end date of the project and implement an action plan.
• Measure performance indices: cost gap and time gap.

After face-to-face, implementation in a work situation

• A reinforcement program for weeks to build and manage your project schedule.
• To find out more about remote activities A video 'Plan your project with agility'.

Description

The PMP ® certification must be passed with the PMI (Project Management Institute).

Why PMP ® certification preparation training? Project management plays a major role in business management practices. Despite the apparent ease of the theory, practicing project managers realize the difficulty of the art. A project manager only achieves effectiveness in all circumstances after a few years of experience.

To validate the relevance of the experience acquired, project management associations have defined people certification systems. These devices are only accessible to professionals who can demonstrate a minimum duration of experience.

The PMI ® (Project Management Institute) has defined a certification called PMP ® (Project Management Professional) which has achieved real success. More than 523,000 professionals (May 2013) hold PMP ® certification worldwide.

We remind candidates who subsequently wish to register for the exam that they must meet the qualification and experience requirements defined by the PMI ® . These requirements can be consulted online on the: PMI ® website. PMI, PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

• Prepare intensively for the PMP® certification exam (version 7)
  
• Discover all the knowledge areas of project management
  
• Implement project management techniques across all PMI knowledge areas
  
• Master the concepts and methodologies of the PMI reference work “PMBOK”
  
• Become familiar with PMI® terminology
  

Training program

Day 1: Introduction

• Introduction to project management
• Contextualization of the project in its environment
• Types of structures and their impact on projects
• The governance systems in projects

Day 2: Project management process according to the 6th edition

• The processes of start-up, planning, execution, monitoring and control, and closing

Day 3: Major changes from 6th to 7th edition

• Value creation in project management
• Detailed presentation of the 12 project management principles
• Quizzes to reinforce acquired knowledge

Day 4: Details of the 8 project performance areas

• Project planning
• Development approach and project life cycle
• Project work
• Project delivery

Day 5: Details of the 8 project performance areas (continued)

• Models, techniques and artifacts in projects (continued)
• PMP® Certification Mock Exam (version 7)

Description

Why specifically PMO training? To clarify the meaning of PMO: Project Management Office, or Project Management Officer? To help companies that have embarked on the process of creating a Project Department. To see more clearly in the landscape of PMOs in companies. To implement high value-added activities for the company and projects. PMI, PMBOK, PMP, PgMP, PMI-SP, PMI-RMP and the PMI Registered Education Provider logo are registered trademarks of the Project Management Institute, Inc.

Who is this training for ?

Training objectives

Establish a PMO adapted to the needs of the company.
Disseminate practices and reference models within the company.
Control the completion of projects.

Training program

Set up a PMO in 7 steps

• Choose the type of PMO.
• Establish the list of services provided on a two-year plan.
• Define the composition of the PMO: roles, responsibilities and skills .
• Establish key PMO processes: project prioritization; project launch; project portfolio release; edge of the PMO: define the control objectives; identify the relevant indicators with regard to these objectives; structure the dashboard.
• Create the first tools to implement to quickly obtain visible productivity gains.
• Scenario Case study: setting up a PMO.
• Develop the ToC for the PMO implementation project.

Put the execution of projects under control

• Collect and aggregate progress data.
• Supply the summary dashboards.
• Case study scenario: project control.
• Define and distribute the models to be used in all projects.

Supporting the transformation induced by the PMO

• Evaluate the impact of changes.
• Target your action strategy with the attitude/influence matrix.
• Use levers to remove resistance.
• Scenario Case study: build a change support plan.

Description

Managing your activity has become a major challenge for any manager. Succeeding in the missions entrusted to it according to the objectives set requires measuring the evolution of results and implementing appropriate corrective measures. This ability to anticipate, analyze and react with relevance requires mastering the company's information and decision-making process. This professional management training aims to provide each participant with a methodology and an understanding of the management tools essential for managing performance levers: budget and operational indicators.

Who is this training for ?

Training objectives

Link management to the financial performance of the company
Develop and defend your budget
Carry out budget monitoring
Identify the performance and management indicators for your activity
Make the right management decisions
Learn about investment profitability calculations

Training program

Financial logic and management

• Selling to win involves investing and financing.
• Locating your levers of action for financial performance.

Develop and negotiate your budget Steps in the budget process. Approach '

• Top down' or 'bottom up'.
• Management objectives: framework letter.
• Analysis of past performance.
• SAR model (Outputs, activities, resources) to negotiate your budget.
• Prioritize missions and activities.
• Cost action plans.
• Propose progress plans.
• Present different scenarios.
• Construct a synthetic and convincing budgetary file.

Follow your budget to act

• Interpret variances: quantity, price, cost.
• Define corrective actions.
• Reforecast at the end of the year.

Develop your dashboard Specify your missions.

• Performance indicators: missions.
• Management indicators: key activities and resources.
• Communicate and manage with the dashboard.

Learn about the profitability of investments Interpret the indicators: net present value, internal rate of return, payback period. Remote activities

• To illustrate a contribution of knowledge: a video 'The dashboard: management and steering tool'.
• To appropriate the contributions of an expert on a theoretical point or practical: two
• expert 'Manage performance: approach and tools' and 'Get started with profitability and cash flow analysis'.

Description

The mission of the innovation project manager is to transform the strategic challenges of his company or organization into original ideas then into concrete concepts, to demonstrate their feasibility, and to define the means necessary for their development. Whatever the field of innovation (new products, new services, new organization, new marketing method, etc.) the innovation project manager must implement a structured approach while allowing creativity to flourish. The innovation project manager must also convince decision-makers of the merits of the proposed innovation and overcome the apprehensions inherent to this type of project. As a true conductor of innovation within his organization, he must convince and bring together the key skills of innovation in a transversal mode of operation.

Who is this training for ?

Training objectives

Lead an innovation project, from intention to implementation.
Surround yourself with a tailor-made team.
Convince stakeholders and overcome reluctance.
Create a climate favorable to innovation.

Training program

Identify your fields of innovation and prepare your roadmap

• Analyze your environment through active monitoring.
• Transform intentions into concrete innovation objectives.
• Define and mark out your innovation journey.

Bring together a cross-functional team around the innovation project Build a tailor-made project team.

• Identify the profiles of innovators in your team.
• Adopt behaviors favorable to innovation.
• Use levers to remove resistance.

4Lead a creativity session Discover 3 key principles of creativity. Warm up. To ask the problem.

• Practice idea generation tools.
• Sort and select ideas.

3Translating ideas into innovative solutions

• Transform ideas into winning concepts.
• Make your concepts a reality.
• Analyze the desirability and feasibility of the concepts.
• Prepare the development of the concept.

Convince the project stakeholders

• Identify stakeholder issues.
• Communicate about your project.
• Encourage the decision to launch development.

Remote activity

• To practice on topics covered in training: an e-learning module 'Leading a brainstorming'.

Description

This business management training will allow you to acquire all these skills and thus guarantee the success of the business and its profitability.

Who is this training for ?

Training objectives

Contribute to the emergence of projects and transform them into consultations.
Negotiate business profitably.
Master the legal aspects inherent to the business sold.
Manage a project team on a daily basis.
Manage the progress and success of the deal .

Training program

Take charge and organize the business

• Identify the general principles of a business, identify the risks.
• Break down and plan the business: the organization chart of the tasks.
• Develop the budget for manage costs and profitability

Lead and control the case until its closure

• Measure the progress of the business and evaluate deadlines on a daily basis.
• Set up the appropriate dashboards.
• Continuously evaluate costs and cash flow and margin.
• Close the case effectively

Identify the essential clauses of the commercial contract

• Understand the structure of the commercial contract.
• Identify the essential clauses.
• Analyze a contract: risk areas and solutions.

Integrate the specificities linked to subcontracting

• Know how to distinguish subcontracting and co-contracting.
• Anticipate the associated contractual risks.

Anticipate the consequences of non-performance

• Evaluate the consequences of non-performance of the contract.
• Precautions at start-up and recourse during the contract.

Specific cases

• Master the essential concepts of competition law.
• International law: spotting the differences versus French law.

Adapt your communication to your different interlocutors

• Know your communication style.
• Identify the style of your interlocutor.
• Adapt to each person for greater efficiency.

Act on the decision-making group

• Identify all the actors to be known.
• Establish the map of the Real Group of Influence and Decision-making.
• Act appropriately on each one.

Question your customer

• Identify the essential areas of questioning to adapt your offer.
• Use questions wisely.
• Use active listening in your interviews.

Convince your customer of the benefits of the offer

• Rely on purchasing motivations.
• Build a structured argument.
• Handle customer objections flexibly.

Consolidate the relationship with your client over the long term

• Stay within the customer's landscape.
• Conduct a review likely to build loyalty.

Negotiate profitable deals

• Take into account the balance of power.
• Prepare your negotiation: points to negotiate, room for maneuver, exchange currencies.
• Conduct the negotiation until his conclusion.

Become familiar with the financial logic of the company

• Distinguish between income statement and balance sheet.
• Understand the link between them.

Evaluate financial balances

• What cash flow and working capital are.
• Identify how everyone within the company can impact these indicators.
• Understand the rules and mechanisms linked to 'depreciation and provisions'}.

Measuring profitability Sales

• Management Intermediaries.
• Analyze the income statement with the expenses by nature and identify the causes.
• The Self-Financing Capacity.

Use the right ratios

• Useful ratios for financial analysis.
• Use a structured approach to carry out a financial analysis of the company.

Position your role as

• Manager Understand your added managerial value.
• The manager: leader of people, team leader, performance driver.

Adapt your management style to the employee and the situation

• My spontaneous management style.
• Develop your flexibility.

Motivate daily

• Understand what motivates you at work.
• Act to stimulate everyone's motivation.
• Encourage without overdoing it.

Conduct engaging individual interviews

• Prepare for individual interviews.
• Know how to congratulate an employee.
• Know how to re-motivate a demotivated employee.
• Delegate a mission.

Find your way around the rules applicable to labor law

• How labor law works.
• Where to find useful information.

Secure the use of fixed-term contracts, temporary work, subcontracting

• The specificities of fixed-term contracts and temporary work.
• Cases of using subcontracting.

Remote activity

• A training module: 'Give positive and constructive feedback'.

Manage employee activity by integrating labor law

• Rights and duties linked to different causes of absence: illness, maternity, accident, incapacity.
• Respect the rules relating to paid leave.
• The regulations of working time.
• Take into account the specificities linked to staff representative bodies

Develop your managerial communication

• Understand the basics of communication.
• Develop your flexibility to communicate better with everyone.
• Recognize your behavior under stress.
• Develop his capacity for assertiveness

Conduct mobilizing meetings

• Prepare your meeting and involve it from the start.
• Involve and engage the team.
• Manage difficult behavior.
• Conclude the meeting and incite action

Prevent and manage difficult situations

• Know how to quickly reframe in the event of a discrepancy.
• React in the event of a conflict.

Remote activities

• Two training modules 'Develop your assertiveness - Level 1' and 'Develop your assertiveness - Level 2'.
• An e-learning module 'Leading productive meetings'.
• Learning assessment

Description

'Business' is not a product like any other. A unique and complex combination of products, technologies, services or tailor-made services, the matter is detected very early on with the client, at the idea then project stage, to transform into a consultation, more or less formalized by a specification according to the sectors of activity. A global solution will then be developed in response to the needs expressed, then negotiated before being produced and implemented over time. The stakes are high, the case cycle is often long. Many players, from the client as well as from the supplier or even other partners, will have intervened during the life of the business and will have been the contact of the business engineer. All these specificities make the profession of business engineer a commercial profession like no other. This training reserved for business engineers provides mastery of 4 major dimensions of the position: Prospecting, Studying, Negotiating business and Managing relationships with various stakeholders.

Who is this training for ?

Training objectives

Contribute to the emergence of projects and transform them into consultation.
Build a strong relational network internally and externally.
Build and develop your business on a daily basis.
Design relevant and attractive tailor-made solutions.
Negotiate a profitable global solution .

Training program

Position yourself upstream of projects

• Engage in the commercial approach as early as possible in the client project: bring new ideas to life, anticipate specifications.
• Optimize your time by focusing on promising projects and potential: qualify the projects ('Bid/No Bid', 'Go/No Go'); know the decision criteria and the competitors; choose your positioning: differentiate yourself and present an original, non-comparable solution

Make yourself essential: build a network of relationships within the client organization

• Establish effective and relevant customer contact: choose the means (telephone, meeting); prepare your questions; bring added value to each customer contact.
• Take advantage of each customer contact to diagnose the project's challenges and build the most impactful offer.
• Identify the client's decision-making circuit: qualify the actors; exploit their privileged contacts

Mobilize your internal team around customer issues and the offer to be developed

• Position yourself as a conductor.
• Communicate to: explain, involve, organize; inform continuously.

Remote activities

• A training module
• Obtaining the support of your interlocutors.

Adopt an effective commercial organization

• Understand your relationship with time: assessment and analysis of the time spent on different missions.
• Build your personal organization: prioritize your priorities; react to unforeseen events and emergencies without getting trapped.

Setting a course: determining a business strategy and action priorities

• Adopt business marketing.
• Analyze your customer portfolio, your positioning with the customer.
• Choose and prioritize your targets.
• Segment the market: the diversification matrix.
• Introduce business reviews to better develop your customer portfolio.
• Build customer loyalty, prepare for next business, obtain recommendations.

Design tailor-made, value-added solutions

• Involve the client's project stakeholders in the construction of the solution.
• Structuring your technical and commercial offer: the content of an offer.
• The best tips for writing an interactive offer and standing out from your competitors.
• Highlight your solution through the form of presentation materials
• Highlight your tailor-made solution in one page: the executive. summary.
• Write a powerful cover letter

Sell ​​the value of the offer to a customer group

• Involve the client in the preparation of the sales meeting.
• Make an impression from the first seconds.
• Highlight your approach.
• Establish dialogue, respond to objections, engage your interlocutors

Negotiate on an equal footing with the client

• The 3 areas of negotiation: technical, commercial, financial.
• Identify the issues of negotiation and assess the balance of power.
• Adapt to the forces present: the resource matrix

Prepare your commercial negotiation

• Anticipate possible attacks on the budgetary, technical and legal aspects of the offer.
• Define your objectives and your room for maneuver: the negotiation strategy.

Conduct face-to-face negotiation

• Remain in control of the progress of the negotiation.
• Face the client's demands and attacks.
• Obtain compensation for any concession.
• Avoid cascading concessions.
• Assert yourself in difficult situations: DESC.

Remote activities

• Two training modules: Managing objections - Level 1'; Managing objections “Level 2'.
• Evaluation of acquired knowledge

Description

Project management is a key skill for training engineering. It requires both mastery of educational design and adequate positioning as a project manager. This internship will provide you with lasting tools to build and deploy the systems your organization needs.

Who is this training for ?

Training objectives

Master the tools and apply project management techniques to build training actions.
Design and implement motivating and effective training systems.
Integrate multimodality into training systems.

Training program

Before the face-to-face

• A self-diagnosis.

Analyze demand and identify the contribution of training to company projects

• Conduct interviews with sponsors.
• Analyze the issues, risks, conditions for success.
• Analyze and plan the treatment of constraints specific to the project training.

Develop the project specifications Determine the different levels of objectives and indicators for measuring results. Write the various sections of the specifications. Validate the specifications. Propose a training system

• Choose and articulate the appropriate training methods.
• Integrate the evaluation into the design of the system.
• Establish the provisional budget.

Use an external service provider

• Launch the call for tenders and select a service provider.
• Contractualize the relationship.
• Create the conditions of the partnership.

Organize and manage the project

• Constitute and define the roles of the different authorities.
• Establish the operating and communication rules.
• Control the parameters of deadlines, costs, quality.
• React with agility to the unexpected.
• Define your indicators and build the dashboard.

After the face-to-face

7Certification Assessment of skills to be certified via an online questionnaire incorporating role-playing scenarios (40 minutes).

• A weekly challenge for weeks To find out more about remote activities To benefit from the contributions of an expert on a theoretical or practical point: a
• expert 'The KING of 'a training'.
• To share feedback at the end of your training: a virtual class.

Description

The number and diversity of IT projects require them to be evaluated precisely and prioritized, or even rethought. It is first a matter of minimizing risks and maximizing the use of resources according to the viability of a particular project and the business and technological strategy of the company.

Who is this training for ?

Training objectives

Control project management
Establish governance for change management
Know project development tools
Acquire the skills of project managers
Establish budgets and margin management
Monitor projects in terms of performance

Training program

Management of IT projects in the company

• The current tools of IT departments to control projects: PMOs (Project Management Office).
• Project management control, proactive information.
• L 'audit, a diagnostic and understanding tool.
• Project culture today: control of change, necessary transversality, collaborative work...
• Multi-project management , the rules: allocation of resources, priorities and common processes.
• Market tools, their contributions and their limits.
• The notion of program.
• The specifics, the relationships between program managers and project managers.

IT project investment department

• Valuation measures: ROI, TCO, Value Management.
• An approach by project nature.
• The "Project Portfolio Management" process, current rules and practices.
• Management tools.
• Project investment management.
• The distribution of costs over the life cycle of information systems.
• Taking into account the company's technological choices.
• Valuation of urbanization voices.
• Project governance (COBIT and ISO 20000), objective and performance indicators.

Project skills management

• Skills of project managers: technical, project management, leadership, communication, profession.
• Certifications (PMP®, Prince2®...).
• The contribution of the CMMI vision to project management.
• IS management reports, stakeholders and projects.
• Maturity levels.
• The direction of project managers: management support, from motivation to coaching.
• Monitoring individual performances, definable objectives and key measurement indicators.

Operational supervision of projects

• Business Cases, mission order, validation of the project plan, launch review, DSI management, GO/NOGO points.
• Steering committees.
• Project estimates, budgeting and margin management.
• Project monitoring: performance, control, Earned Value Management.
• Monitoring dashboards multi-projects.

Description

Successfully deploying a strategic project relies on a solid methodology. You will see how to translate strategic objectives into a mobilizing action plan that will give meaning to collective and individual activity.

Who is this training for ?

Training objectives

Define the components of a structural project Master the key stages of project formalization Successfully frame, launch and manage the project Supporting change for teams

Training program

Principles and definitions of a structural project

• When to launch a strategic project (company or entity)? The three phases in the life of any structure.
• The structure, the entity in its environment.
• The common base or reference framework.
• The conditions for the success of a structural project.
• Strategic approach and attitude: know-how and postures of the strategic manager.
• Carry out a strategic diagnosis: method and tools.
• Carry out a "SWOT".
• Exercise Carry out your SWOT.

Launch and manage a structural project

• Succeed in the framing of the project (who/what/how/when).
• The launch, a key moment in project management.
• Succeed in the management, progress, evaluation: conditions, methods and tools.
• Define and implement reporting, its modalities, validation circuits, chain of responsibilities.
• Successfully conclude the project: the final highlight.
• Reports.
• Feedback.
• Capitalization.
• Exercise: Individual application work.
• Scenario of running a launch or progress meeting, debriefing.

Managing change effectively

• Participative management: 4 styles and 5 axes.
• The conditions for high-performance, united, serene teams.
• Know-how and behaviors that facilitate long-term membership and mobilization.
• Strengthen your leadership and personal and relational effectiveness.
• Know how to sell the project internally and externally.
• Persuade, negotiate, support towards results and the achievement of objectives.
• Remove fears and resistance.
• Adapt and adapt management to individuals and situations.
• Better manage your time and stress as well as that of your teams during times of change.
• Scenario Role plays and scenarios around supporting changes.

Description

The challenge of reviews is to ensure that deadlines will be met and results achieved. It is therefore a question of validating the stages, examining the risks and deciding on possible reorientations. This course offers you a set of techniques and “templates” that will help you carry out this type of activity.

Who is this training for ?

Training objectives

Training program

Reminder of basic concepts and presentation of the case study

• Definition of a project.
• Essential roles of a project manager.
• Project life cycle, project typologies.
• Knowledge areas of project management according to PMBOK®.
• Practical work.
• Presentation of the case study.
• Evaluate the quality of the system planned by the project manager in terms of project review.

Definitions, objectives and actors of the project review

• What is a project review: definition according to standards and good practices (ISO, PMBOK®, CMMI ...).
• The objectives of a project review.
• The actors in the project review and their roles.
• Practical work.
• Analysis of the progress of a project review points; positive and negative.
• Organize a project review.

Conclusion

• The project review and the accumulation of knowledge (knowledge management).
• Synthesis of the main success factors of a project review: MCQ.

Description

Learning to persuade your interlocutor in presentation or face-to-face situations is a complex exercise. This internship will allow you to develop a listening relationship, manage obstructions and objections, provide leadership around motivation and objectives by adapting speeches to situations.

Who is this training for ?

Training objectives

Persuade your interlocutor in presentation situations or face to face
Enrich your argument and Identify your style of influence
Develop your listening skills
Use objections to convince further
Constructively deal with difficult situations

Training program

Argument, convince, persuade

• The vectors of persuasion in a presentation or face-to-face interview situation.
• What persuades or dissuades.
• The different registers of argumentation and the critical path of persuasion.
• Know and identify the motivation levers/blockers of my interlocutors.

Develop your strength of persuasion in front of a group

• Work on "presence", gestures and voice.
• Enrich your argument (examples, narrations, metaphors, quotes).
• Identify your style of influence.
• Value to involve.

Develop your ability to build rapport face to face

• Be clear about your objective and the game of influence.
• The right questions to ask yourself.
• Facilitating conditions for a constructive exchange.
• Adapt your argument to your interlocutor.
• Two influence strategies: contagion or conversion.

Remove the obstacles and establish the foundations of a relationship of trust

• Know how to listen to other people's arguments and understand hidden messages.
• Avoid over-reactivity.
• Use objections to convince more.
• Develop your creativity to get out of impasses.
• Know how to use allies.

Deal constructively with difficult situations

• Know how to maintain your ascendancy in difficult situations.
• Circumvent obstruction tactics: controversy, manipulation, aggression.
• Remain authentic, have integrity and display your values.
• Flexible support towards a change of attitude.
• Answering embarrassing questions.

Description

This course will introduce you to all the features of Microsoft Project 2013. Using a real case, it will show you how to implement them. At the end of the internship, you will have acquired mastery of MS-Project 2013 and will be able to use it to manage and optimize your projects.

Who is this training for ?

Training objectives

Organize the work environment with MS-Project
Capture and define the dependency links between the tasks of a project
Identify the critical path of the schedule and improve it
Declare the progress of the project and construct the indicators project progress
Define and monitor project financial data

Training program

Multi-project work

• Integrate a sub-project.
• Consolidate several projects.
• Establish links between projects.
• Resource sharing.
• Resource pool.
• Practical work Working in multi-projects.

Project management

• Use the report center.
• Design progress dashboards.
• Export data to Excel, Access and Visio.
• Followed by costs and deadlines.
• Followed by what remains to be done and what is consumed.
• Reschedule work not done.
• Practical work Declare progress.
• Monitoring by workloads and deadlines.
• Replanning activities.

Baseline planning

• Establish a cost/deadline reference (performance).
• Integrate subcontractor schedules.
• Add task after planning.
• Practical work Establish and update a reference plan.

Budgeting

• Incorporate forecasted expenses into the budget.
• Manage the cost of resources.
• Multiple-cost resources.
• Manage the 'evolution of the cost of a resource.
• Practical work Entering expenses.
• Viewing the cost of resources.

Resource allocation

• Understanding the Work/Duration/Capacity relationship.
• Types of resources, allocation methods.
• Estimation of durations.
• Calculation of the critical path.
• Practical work Entry and allocation of resources.
• Manage the schedule and capacity of a resource.

Optimisation du planning

• Pause an activity.
• Disable a task.
• Optimization method.
• Splitting tasks.
• Practical work Optimize deadlines and relationships between tasks.
• Splitting.

Project planning and structuring

• Manual and automatic planning modes.
• Identification of activities.
• Project structuring.
• Critical path analysis and margins.
• Arrangement of constraints in the planning.
• Practical work Understand the sequence logic.
• The different tables.
• Constraints.

Preparing the work environment

• The Ribbon.
• Current views.
• Set up the project schedule.
• Make the link with the WBS.
• Practical work Navigating in MS-Project.
• Configure your environment.
• Initialize the project.

Resource allocation

• rnResource typologies.
• Resource allocation methods.
• Understanding the Work/Duration/Capacity relationship.
• Manual smoothing of resources.
• Practical work rnEntry and allocation of resources.
• Resource availability/task duration link.
• Resource calendar.

Description

Project Server 2013 provides a repository of information to standardize project management across the enterprise and centralize resources. This training will show you how to create and manage projects, plan and manage resources, analyze information, all in collaborative mode.

Who is this training for ?

Training objectives

Define the reference information on a project (calendar, etc.)
Create the project tasks and define their dependency links
Define and optimize the task-resource association and calculate the workload plan
Choose the method planning (manual/automatic) and publish the reference schedule
Monitor the progress in charge and financial on the project in Project Professional
Use the status reports to communicate on the project

Training program

Analyze the information

• Project analysis, identification of the critical path.
• Build a report or project dashboard.
• Use PWA reports.
• Use Excel Services.
• Exercise: Creating a custom report.

Follow the project

• rnEnter progress in Project Professional 2013.
• The timesheet and its validation process.
• Enter progress and activities outside project.
• How to simulate and arbitrate.
• Use status reports.
• Financial monitoring.
• Exercise: r nTimesheet entry.

Share project information

• Set the baseline for project tracking.
• Discover Project Web Application (PWA).
• Publish your project.
• The project center.
• The resource center.
• Analyze a workload plan.
• Manage deliverables.
• The project site, for document management, project risks, actions.

Cost management

• Enter budgets.
• Enter costs linked to tasks or service providers.
• Obtain a cost summary.

Manage project resources

• The different types of possible resources.
• Corporate resources or local resources? Assign resources to tasks, understand the Duration/Work/Capacity relationship .
• Create your team.
• Use the team planner.
• Detect overloads in a multi-project context.
• Use the 'leveling tool and make replacements manually.
• Exercise: Instruct the project team, assign resources and manage overuse.

Description of the process

• Planning method: manual/automatic? Create an effective project structure.
• Create relationships between tasks.
• Indicate the time constraints linked to tasks.
• The benefit of inactive tasks.
• New displays in Project Professional 2013.
• Exercise: Entering information from basis, creation of a schedule with its relationships and constraints.

Introduction and settings

• Project Server 2013 overview.
• How to use Project.
• Setting basic options.
• Entering project information (calendar.
• ).

Description

This training will provide you with the skills necessary for functional administration on Project Server 2013 or Project Online 2013. You will learn how to organize the collection of project data, define and configure a business model for the management, monitoring and collaboration on projects.

Who is this training for ?

Training objectives

Define the working environment on projects with Project Professional and Project Web Access.
Create custom fields and templates for project managers to use
Organize corporate resources for projects
Define the input framework timesheets
Prepare reports for corporate communication on projects
Configure user rights and administer data on projects (backup, etc.)

Training program

Maintenance

• Archive corporate objects.
• Queue management.
• Delegation.
• The backups and restores.
• Deleting enterprise objects.
• Exercise: Plan an administrative backup.

Demand management

• Creation of project detail pages.
• Creation of a type of business project.
• Exercise: Creation of a personalized project sheet.

Communication tools

• Create and modify views.
• Report organization and the OLAP cube.
• Build a report with Excel Services.
• Setting up project workspaces.
• Managing project workspaces.
• Exercise: Create an OLAP report with Excel Services.

Managing timesheets and task tracking

• Fiscal periods and timesheets.
• Configuration of timesheets (classification, parameters, non-project activities.
• ).
• Setting up task tracking.
• Exercise: Setting up timesheets.

Corporate resources

• The different types of enterprise resources.
• Create enterprise resources.
• Synchronize resources with Active Directory.

Server settings

• Model organizational constraints.
• Create and manage custom fields.
• Create and manage corporate calendars.
• Adapt the Project Professional shared template.
• Manage other server settings.
• Exercise: Creating custom fields.

Security

• Overview.
• Choose between SharePoint and Project Server model.
• PWA permissions.
• Groups security.
• Security categories.
• Security models.
• Manage users.
• The SharePoint model.
• Active Directory synchronization.
• Exercise: Selection of the security model.
• Create an access restriction, a specific group.

Introduction - Presentation

• Functional scope and architecture of the solution.
• The entities of the database and their roles.
• The configuration of the workstation.
• Administrative interfaces.
• Caches.
• Exercise: Configure the connection to the server in Project Professional and Project Web Access.

Description

Project Online is a collaborative project portfolio management solution that allows projects to be managed from web or mobile interfaces. At the end of this internship, you will master the use of Project Online client functionalities to effectively manage the execution of your projects.

Who is this training for ?

Training objectives

Training program

Information analysis

• Analyze the resource load plan, detect overloads and underutilizations.
• Analyze the project portfolio, note possible deviations and their impact on other projects .
• Reports in PWA.
• Understand their structure and the extent of the information available.
• Create a personalized report with Excel Services using the OData protocol.
• Example Analysis of a load plan, creation of a personalized report.

Manage projects

• Understand the project management process.
• Enter progress through timesheets or tasks.
• Enter progress manually in MS Project Professional or in PWA.
• Validating timesheets, updating projects.
• Project progress reports in MS Project Professional.
• Exercise: Entering a timesheet, validating and updating the project.

Create a project with MS Project Professional

• Basic settings of MS Project Professional, options, metadata and start of the project.
• Create a structured schedule with its constraints and dependencies.
• Create the project team, assign resources and manage work overload.
• Define the baseline schedule, publish and collaborate using the project site.
• Create reports to communicate about the project.
• Exercise: Starting from a structure, create a project, allocate resources.

Create a project in Project Web Application

• rnInitialize the project, complete the project sheet, create the project team, the project workload plan.
• Create the schedule, indicate its dependencies.
• Define schedule, save and publish.
• Share information in project site, manage project permissions.
• Exercise: rnCreate a project with Project Web App, publish it.

Overview of Project Online 2013

• Overview, licensing consideration, item overview.
• Usage Methodology.
• Load MS Project Professional.

Description

The Project Server 2013 suite allows you to carry out a complete management cycle: project request, project selection, project closure. This internship will allow you to implement the essential features of Project Server 2013 to improve the governance and control of your projects.

Who is this training for ?

Training objectives

Training program

Define strategic axes for prioritization

• Create the library of strategic axes.
• Define the priority of the strategic axes.
• Facilitation of sessions for defining strategic axes and their priority.
• Exercise: Create the strategic axes in the tool and prioritize them.

Conclusion

• Reflection on the necessary project organization.
• Planning the different stages of the implementation of the portfolio in Project Server.
• The Project Server rights of managers of project portfolio.
• Exchanges Implementing project portfolio management with Project Server in your organization.

Other phases of the project life cycle

• The phases of project planning.
• Implementation: reminder of the necessary steps.
• Closing projects and capitalizing on experience.
• Demonstration Performing a complete cycle in a project portfolio.

Project selection

• Selecting projects in Project Server.
• Create an analysis based on strategic axes.
• Create an analysis based on other prioritization criteria .
• Perform simulations and run an analysis.
• Use and create reports.
• Exercise: Create, run and validate a portfolio analysis .

Project demand management

• Organization of demand management in Project Server.
• Define the necessary information.
• Create the input forms.
• Organize the input forms.
• The possibilities of Project Server in terms of Workflow.
• Exercise: Create a "project sheet" form adapted to the project portfolio management.

Methodology

• Define the project life cycle with its stages and transitions.
• Define the prioritization criteria.
• Define the selection criteria.
• Define the organization of project selection.
• » Define the strategic axes for prioritization Create the library of strategic axes.
• Define the priority of the strategic axes.
• Leading sessions to define the strategic axes and their priority.
• Exercise: Create the strategic axes in the tool and prioritize them .

Introduction

• Introduction to project portfolio management.
• The challenges of project portfolio management.
• The role of project portfolio manager .
• Presentation of Project Server.
• Exchanges Exchanges around the problems of each participant.

Description

Agile methods are based on iterative and adaptive development cycles. During this internship, you will learn to understand the main principles of these methods and the associated approach. You will also see the actions to be taken to properly support the resulting cultural change.

Who is this training for ?

Training objectives

Understand the iterative principles of agile methods
Define and prioritize a use scenario in agile mode
Implement project planning based on agile principles
Reproduce yourself with visual management and progress tools in an agile context
Identify your place and role within an Agile project

Training program

Introduction

• The cultural break from traditional project management methods.
• The Agile alliance, the Agile manifesto.
• The principles.
• Panorama of the main Agile methods: Scrum, XP (eXtreme Programming).
• .
• The "Agile Kanban", or the complementary contribution of these practices lean in agile software development.
• Agile PM, the agile framework of the DSDM Consortium.
• Eligibility criteria.
• Agile methods in figures.
• Exchanges Sharing of experience.
• Collective reflection on the framework for using agile methods.

Formalizing requirements in agile

• Techniques for describing functional needs and quality requirements Features, user stories, use cases.
• Agile modeling.
• Identification of quality requirements.
• The concept of "Product backlog".
• How to build the initial backlog, how to update it.
• Updating stories: feedback from the iterative process, product grooming.
• The value of a story, Business Value.
• Acceptance tests: help in expressing needs, an approach to validate requirements.
• Build test stories.
• Practical work Initialize a project by identifying the main stories.
• Summary description of the stories.

Prioritization of “User stories”

• Value-based planning.
• Use of the Kano model.
• Calculate added values ​​- the customer value for each story to be planned in the release.
• Prioritization of stories based on risk and customer value.
• Practical work Prioritization of stories based on value and risk.
• Kano method workshop.

Release planning

• Breaking the project into releases.
• Build the roadmap Define the sprints or iterations of the project Evaluate workloads, evaluate the size of the stories : Planning Poker.
• Definition of the team's velocity.
• Practical work Implementation of planning poker to estimate the size of stories, development of a release planning.

Planning and organizing iterations

• Build the Sprint Backlog, identify tasks, plan.
• Implementation of continuous improvement: leading reviews and end-of-iteration retrospectives .
• Daily planning: daily scrum or standing meeting: the objective, the organization.
• The organization of development.
• The WIP; XP development iterations.
• Engineering principles: Simple design, code improvement through rewriting, continuous integration.
• Practical work Cutting stories into tasks.
• Develop a Sprint Backlog.
• Planning a Sprint.

Project monitoring and closure

• Specify the definition of the finished (done) of a release, a sprint, a task.
• Progress indicators: the release and the sprint Burndown Chart, Kanban's Work In Progress.
• Other useful indicators.
• Practical work Taking into account monitoring elements, updating project burndowns.

The keys to managing an Agile team

• The roles in agile: The Product Owner, the Scrum Master, the development team, the tester, the tracker, the coach.
• Communication adapted to agile management.
• Leadership, emotional intelligence for team management.
• How to evaluate the team in agile? Distribution of the traditional responsibilities of the project manager.
• Practical work Exchange on the different roles involved in Agile projects.

Implementation of agile methods

• Agile tools.
• Spreadsheets, specialized tools.
• Presentation of the main functionalities offered.
• Specialization.
• How to move from the generic framework of the agile offer to an approach adapted to the company and the project.
• The stages of the transition from a classic approach to an agile approach.
• Supporting change.
• The context, defining the objectives of the change.
• The role of the coach.
• Collective reflection Case study of implementing an agile approach.

Description

This course offers you total immersion in the approach to Agile methods through games. You will learn to concretely integrate good practices for managing Agile projects. By being an actor, you will experience the communication, expression of need and decision-making aspects associated with these practices.

Who is this training for ?

Training objectives

Become aware of the two key principles of agility which are simplicity and face-to-face conversation
Appropriate the agile principle of continuous improvement: regularly adjust your behavior, your processes
Trust the team in its capacity to self-organize
Understand the principle of permanent cooperation between Client and Project Team and overcoming silos
Assimilate the agile principle of building projects around motivated individuals (the Scrum Master, a facilitator, etc.)Discover the practices and agile visual management tools: Product Backlog, Scrum Board, Kanban board

Training program

Introduction

• Discovery of the group.
• Presentation of the edutainment approach.
• Discovery of the program: interest and objectives of the games and workshops.
• Role play Workshop/game: constellation (discovery of the group).

Agile culture approach

• rnThrough a fun journey (maps, stages, tests, treasures), discovery of a modern culture.
• How to communicate within teams?r nHow to build a project or a product?rnWhat types of trust are necessary for the successful completion of a project?rnWhy break down silos in business? Why avoid too much multitasking?

Game workshops, scenarios

• Workshop/game: oral or written expression.
• Which one to use, in what context, why? Workshop/game: emergent design.
• What is designing in an emergent way, what is it for? Workshop/game: modern team life.
• Continuous improvement, self-organization.
• Workshop/game: confidence.
• Which confidence should we prioritize and why? Workshop/game: the pitfalls of multitasking.
• How and why multitasking is harmful? Workshop/game: should we break down silos in business? Why?

Proposal of Agile tools

• Presentation of the workshops and games of the second phase, allowing the implementation of tools.
• How can the tools implemented in this phase be reused in companies? Know what communication to adopt and what decision to make, depending on the context.
• Good practices for estimating and planning as best as possible.
• The notion of retrospective: how to constantly question yourself to improve? The notion of responsibility in Agile projects.

Game workshops, scenarios

• rnWorkshop/game: help and guide to decision-making depending on the context.
• Workshop/game: estimate of costs and precise planning.
• Why choose it?rnWorkshop/game: retrospective, discover how to question yourself repeatedly in order to improve.
• Workshop/game: what type of leadership should be promoted, why make teams responsible?

Description

The purpose of this seminar is to introduce you to the approach, principles and concepts that define the agile Scrum method. It allows the different actors to identify their role in a Scrum project, and is aimed at anyone involved in such a project.

Who is this training for ?

Training objectives

Identify the specificities of agile approaches in relation to V-shaped project cycles Associate each role of the Scrum team with its missions and skills Understand the principle of user stories, the content of a backlog and the measurement of the associated load Monitor progress information communicated throughout the project animated with Scrum Understand the impact of implementing a Scrum method within projects

Training program

Agile methods and the Scrum method

• Origin of agility.
• The concepts and principles highlighted.
• Panorama of the offer.
• The place of agile in the complete life cycle of a project.
• The values ​​of Scrum.
• The iterative approach: definition of the approach and the benefits sought.

Roles and skills of actors

• The ProductOwner, the customer's representation.
• The ScrumMaster, project facilitator.
• The development team analyzes the need, designs and implements solutions.
• Role of other actors: users, regulatory, quality manager.

Project management with Scrum

• The iterative approach.
• Implement constant feedback.
• Search for continuous improvement: retrospectives.
• Planning techniques.
• Releases, sprints.
• Sprint reviews.
• Estimate loads, define priorities and plan the tasks to be carried out.
• Project monitoring.
• Agile indicators.
• "Work In Progress".
• Project management .
• Distribution of traditional project management activities between Scrum actors.
• How are the functions of traditional project managers carried out?

Requirements management with Scrum

• The Backlog (or production backlog), set of expected features and other requirements.
• The role of the ProductOwner in Backlog management.
• Create the initial backlog and develop it.
• User stories.
• A concept for describing, planning and monitoring the achievement of requirements.

Implement an agile Scrum approach

• Implement agility on your projects, carry out a pilot project.
• Subcontract and maintain the agile approach.
• Define a relationship adapted to the agile context between the customer and the supplier.
• The problem of the contract.
• Professional associations, certifications.

Managing a Scrum team

• The important role of the team.
• How to form it, how to build it.
• Management styles, conflict management.
• Communication in a Scrum team.

With

• Customer value and risk management.
• The conditions of eligibility of a project for the Scrum method.

Description

This internship will allow you to experience a Scrum project, playing the role of a member of the development team. Thanks to the implementation of successive sprint simulations, with their challenges and deadlines, you will experiment with agile techniques and be ready to integrate a SCRUM project.

Who is this training for ?

Training objectives

Master agile developer techniques Lead sprint planning, daily scrum, demo and retrospective meetings Carry out load estimates as a team Establish a task board and generate the sprint burndown chart

Training program

Launch of the workshop

• Presentation of the objective: experience the phases of a Scrum project over one day, in the role of a developer.
• Detail of the content of the days, development of 'an agenda and distribution of roles.
• Presentation of the context of the project and the common thread application.
• Exchanges Discovery of the approach.

Kata: automated tests

• Description of the test driven development (TDD) approach and its benefits.
• 3A approach: Actor, Action, Assertion.
• Presentation of the different testing strategies.
• Boundary condition tests.
• Tests on error cases and exceptions.
• Performance tests.
• Stress tests.
• Load tests.
• Scenario Dojo writing tests before the code: unit tests of the requirements of the common thread application.

Kata: principles of Object Oriented design

• rnSRP: single responsibility principle.
• OCP: opening/closing principle.
• LSP: Liskov substitution principle.
• Expert principle.
• DRY principle: Don't Repeat Yourself.
• KISS principle: Keep It Simple Stupid.
• Scenario rnDojo: object-oriented design principles.
• Design and development of the functionalities of the common thread application taking into account object design principles.

Kata: principle of independence

• Reminder of the interest of polymorphism.
• DIP: principle of dependency inversion.
• ISP: reduction of apparent complexity by separation of interfaces.
• Operating principle of doubles.
• Interest of decoupled tests.
• Impact on crossed tests.
• Put in situation Dojo: decoupled tests.
• Creation of Mocks and implementation of decoupled tests in the common thread application.

Kata : refactorisation des packages

• Introduction to package quality guidance.
• Coding GRIn.
• DIP, CCP, CRP rules and common function.
• Package metrics.
• Measurement tools.
• Principle of refactoring.
• Consequence of technical debt and risk of code "breakage" .
• Scenario Dojo: use of the measurement tool and refactoring of the red thread application code

Description

This training will prepare you for your future role as Scrum Master. You will learn how to initiate, plan and lead a Scrum project, by involving and getting the different project stakeholders to collaborate. You will take the Professional Scrum Master (PSM) certification exam.

Who is this training for ?

Training objectives

• Differentiate between classic approach and agile approach
  
• Understand the Scrum method
  
• Know the specific role of the Scrum Master
  
• Prepare for the PSM I certification exam

Training program

Agility Overview

• Why agile? Limits of traditional methods.
• Agile principles.
• The benefits.
• Leveraging ideas received.
• Comparison with traditional methods.
• The origins and the manifesto.
• Presentation of Scrum and other agile methods.
• Exchanges Analysis and sharing of experiences.

The Scrum organization, the roles

• Scrum Master, Product Owner, development team.
• Product Owner (PO): representative of customers and users.
• Maximize the value of the developed product.
• Scrum Master (SM): responsible for the method.
• Maximize the value produced by the team.
• Attributions and daily life of the Scrum Master .
• Cross responsibilities between Scrum Master and Product Owner.
• Scenario Analysis and reflection on roles.

Creating and managing a Product Backlog

• Estimation of Product Backlog items.
• User needs.
• User Stories.
• The Scrum Master by in relation to the Product Backlog.
• Collaboration between the Product Owner, the Scrum Master and the team around the Product Backlog.
• Evolution of the Product Backlog.
• Work practices Establishing a Product Backlog.
• Working on User Stories.

Project organization

• Visual management tools (product backlog, scrum board, kanban board).
• Rhythm of work.
• Communicate, coach, motivate and increase team performance.
• Managing remote teams.
• Scenario Improving team performance

Plan the project

• Sprint.
• Increments and deliverables.
• Daily Scrum.
• Update on tasks and difficulties.
• Planning meeting.
• Estimate the what and how for the next Sprint.
• Sprint review.
• Validate what was produced .
• Sprint Retrospective.
• Points for improvement.
• Sprint Backlog.
• Management of capital gains.
• Practical work Setting up Sprints.
• Role games around meetings.

Preparing for certification

• Advice for the exam.
• Mock exam with commented correction.
• Mock test under exam conditions.

Description

In an Agile approach, the Product Manager (or Product Owner) is a key player in the success of the project. Alternating theory and exercises, this course will provide you with all the knowledge necessary to apply Scrum in order to maximize the value brought to a product and pass the certification exam.

Who is this training for ?

Training objectives

Explain the role of the Product Owner (PO)
Understand the stages of a PO's activity: from the product vision to daily work with the development team
Plan your action in an agile project as a Product Owner
Take the PSPO I certification exam (from scrum.org)

Training program

Introduction to SCRUM

• Reminders about the Agile approach.
• Context and origins.
• The Agile Manifesto.
• Principles of SCRUM.
• The different roles (Scrum Master, Development Team, Product Owner).
• The ceremonies (Sprint Review, Sprint Retrospective, Daily Scrum).

The activities of the Product Owner

• Know how to develop and share the product vision.
• Communicate the usefulness and progress of the product.
• Collect user feedback.
• Participate in meetings with the development team and the Scrumaster.
• Organize user testing of the release.
• Evaluate previous versions.
• Think about future versions.
• Manage the Product Backlog.

Value-Driven Development

• Increase product value (optimize ROI).
• Value generators.
• Strategies for measuring value.
• Management of progress in relation to the objective (Burndowns and Burnups).

Product management

• Exploring the differences between agile product management and traditional approaches.

Delivery plan

• Objective of a delivery.
• Requirements and prioritization.
• Estimation.
• Basic adjustment and planning.

Requirements management

• Techniques for taking into account different user profiles (personas, etc.).
• User scenarios (Features, User stories, etc.).
• Acceptance Tests .
• Creation and maintenance of the Product Backlog.
• Different proposals for visual representation of the Product Backlog.
• Prioritization and organization strategies (definition of rules, strategy definition).

Release planning

• Release strategies.
• Optimize the delivery of value.
• What a sprint is.
• Its integration in a release.
• What does a good release look like?

Examen Professional Scrum Product Owner (PSPO I)

• Advice for the exam.
• Mock exam with commented correction.
• Mock test under exam conditions.
• Passing the Professional Scrum Product Owner (PSPO I) exam from scrum.org.

Description

Every project is undertaken with the aim of satisfying a need. The role of project management is to guarantee compliance with this need while respecting the constraints of time, resources and cost. This internship will allow you to understand the essential elements to frame and monitor the project, with a view to fully assuming this role.

Who is this training for ?

Training objectives

Understand the fundamentals of the project and the role of the MOA
Lead each stage of the project
Prepare communication and change management
Use productivity tools for the MOA

Training program

Fundamentals about the project

• Definition of the management of an information system development project.
• Division into stages, standard project, maintenance project.
• Variants in project management: agile methods, Merise.
• The steps carried out and validated by the project management and the deliverables produced.
• Relations with the project management.
• The service contract.
• Project management method, technique and tools.

Study of Opportunity

• Define the results objectives.
• Identify the issues and constraints of the project.
• Evaluate how the project fits into the IS strategic plan.
• Scope and limits of the project (budgetary, deadline.
• ).
• Expected deliverables: framework note, project sheet, macro-planning and budget.
• Practical work Identify the issues and objectives of a project.

Feasibility study

• Carry out the study of the existing situation, maintenance techniques, synthesis work.
• Propose and evaluate scenarios.
• List the main functions expected.
• Become familiar with the first elements of technical architecture.
• Define the means (human, financial, deadlines).
• Define the profitability thresholds of scenarios (ROI technique).
• Practical work Identify the key success factors of a project and the ROI of a scenario.

Launch and organization of communication.

• Launch communication.
• Organization of steering committees and project committees: objectives, role, participants, agenda.
• Project team meetings.
• The different communication channels, internal and external.
• The communication plan throughout the project life cycle

Functional specifications

• Modeling business processes, support processes, management processes.
• Risk analysis.
• Risk reduction measures, development plan .
• The specifications and its main clauses.
• The chapters of the functional specifications.
• Case of subcontracting of activities.
• Define and prioritize the major functions of the system (functional scope).
• Practical work Propose a data model.
• Establish the risk matrix a project.

Validation

• Validation and decision of the various bodies (steering committee, user group).
• Validation and decision cycle.
• Quality validation.
• Functional validation.
• Techniques facilitating validations.
• Practical work Validation of a class model and model.

Functional recipe

• Role of project management in defining software quality.
• Quality benchmarks.
• Reception methodology.
• Division into batches.
• Receipt of delivery.
• Provisional, final recipe.
• Plans, test sets and test bases.
• Techniques for carrying out test games.
• Formalization and evaluation of results, arbitration.
• Presentation of standard recipe documents.
• Contractual documents (case of subcontracting).
• Practical work Establish acceptance cases and associated data.

Change management and implementation

• Position the different actors of change in the project.
• Study of the different causes of resistance to change.
• Preparation of user documents, user guide, manual reference.
• Organization and logistics: insertion of the new system into the organization.
• Training, preparation of plans and production of supports.
• Adapt actions according to the types of resistance.

Project planning and monitoring

• Load estimation, methods: Delphi, functional points, proportional distribution.
• Task planning: the PERT network, the Gantt chart.
• Assignment of tasks resources: leveling, smoothing.
• Division into monitoring elements, monitoring meetings, techniques.
• Individual monitoring and project monitoring.
• Organize and bring together a project team.
• Practical work Carry out an estimate using the function point method.
• Establish a project plan.

Tools for project management

• Modeling and documentation tools (Rose, AMC.
• ).
• Modeling tools (Visio, Word.
• ) .
• Management tools (MS Project.
• ).
• Test and acceptance tools (HQ Quality center, Test Link, Salomé.
• ).
• Tools for carrying out training (Authorware, Toolbook.
• ).
• Document management tools (Novaxel.
• ).
• Workgroups.

Description

This course presents the approach to implement to achieve a relevant and understandable expression of needs when creating or integrating an IT solution.

Who is this training for ?

Training objectives

Understand the needs expression phase in a classic and agile project Describe a business process and business data Describe the functional architecture of the system to be implemented Estimate development costs Use UML for the expression of needs< /p>

Training program

Expressing needs in a project

• Opportunity, feasibility, specifications.
• Validation of needs/specifications.
• Definition of the different components of the information system.
• Experiment and pilot site.
• Stakeholders: MOA/MOE, users, decision-makers, experts, lawyers.

Diagnosis of the existing one

• The origin of the need, how to move from an idea of ​​development to a project? Definition of the scope, exchanges, actors.
• Description of processes and activities .
• Use cases.
• Flow, scenarios.
• Data, entities, associations.
• Diagram of UML class.
• Diagnostic.
• Analysis of processes and the associated organization, study of data.
• Practical work Represent the scope of a project.
• Describe a process.
• Identify its information blocks.

Reconfiguring a system

• Axises of process and data reconfiguration.
• The "diabolical quadrilateral".
• Description of scenarios for a file of choice.
• Selection criteria: ROI, VMA.
• Non-economic selection criteria.
• Practical work Calculation of a VMA for two proposed scenarios.

Formalization of the need - Application development

• Description of the functional architecture of the future application.
• Definition of product quality requirements.
• Typical plan of development specifications.
• Practical work Describe functionalities based on a business process.
• Search for metrics for quality.

Estimation of development costs

• Delphi method.
• Function point method for estimating the development of system components.
• Proportional distribution.
• Exercise: rnImplementation of function points.

Expression of need in the case of software integration

• Definition of software selection criteria.
• Description of software configuration choices.
• Software package integration specifications.

The “Agile” organization of the expression of needs

• Expression of needs in Agile methods.
• JRP: a participatory approach in session.
• eXtreme Programing: the client on site.

Description

Requirements engineering is fundamental in projects. It makes it possible to clarify and validate needs and to specify the appropriate software system. This internship provides all the knowledge related to the IREB standard, presents you with good practices and prepares you for IREB Foundation certification

Who is this training for ?

Training objectives

Training program

Introduction and fundamentals

• Requirements engineering: definition, symptoms, benefits.
• Requirements engineering activities.
• Requirements classification.

Define the scope and context of the system

• Define the context of the system and its limits.
• Define the perimeter of the system and its limits.

Elucidate requirements

• The sources of requirements.
• The categorization of requirements according to the Kano model.
• The elucidation techniques.

Document requirements

• The different documentary forms.
• The different types of documents.
• The structure of documents.
• The use of documents requirements.
• The quality criteria of the requirements document.
• The quality criteria of the requirements.
• The notion of a glossary.

Document requirements in natural language, using models

• The effect of natural language.
• Writing requirements using a template.
• Models in general, goal models , use case models.
• The three perspectives on requirements.
• Requirements modeling in the structural perspective.
• Requirements modeling from the functional perspective.
• Requirements modeling from the behavioral perspective.

Validate and negotiate requirements

• The fundamentals of requirements validation.
• The fundamentals of requirements negotiation.
• The facets of requirements quality.
• The principles of requirements validation.
• Requirements validation techniques.
• How to negotiate requirements?.

Manage and equip requirements

• The characterization of requirements with attributes.
• The different views on requirements.
• The prioritization of requirements.
• The traceability of requirements.
• Requirements versioning and requirements change management.
• Measuring requirements engineering activity: indicators.
• The different types of tools.
• The implementation and evaluation of a tool.

CPRE Fundamental Exam

• Tips for the exam.
• Mock exam with commented correction.
• Mock test scenario.
• Passage of the exam.

Description

The objective of this course is to give project managers, project managers or project owners the keys to structuring their thinking and action with a view to ensuring better quality of their IT projects.

Who is this training for ?

Training objectives

Understand the different fields of action on which quality management relates
Develop a quality management system
Discover the roles of the different stakeholders in the implementation of a quality approach
Implement metrics project quality
Write a quality plan and have it validated
Continuously improve the project quality plan

Training program

Quality for an IT project

• Customer requirements, definition of quality control and quality assurance.
• Total Quality.
• Who are the project manager's clients and what are their expectations? The consequences of "non-quality".
• Quality metrics.
• Evaluation of software quality.
• Case study A failed project: what went wrong.

Quality Assurance: Best Practices

• Redefinition of the notion of project.
• Organizing a project: Best Practices.
• Process mapping.
• Engineering and support processes.
• Study of the different classes of processes.

Facing major non-quality risks

• Location of Quality risks in the organization and in the project processes.
• Murphy's laws.
• Determination of potential risks.
• The main risks.
• Case study Implement Best Practices.

Improve the quality of taking into account customer requirements

• Better understand the project's objectives.
• Calibrate the client's requirements.
• Improve user representations and relationships, MOA, MOE: the contributions of UML .
• Life cycle realism.

Define a quality management system for IT projects

• Definition.
• The various components.
• Organize and develop your system.
• Rely on standards and benchmarks.
• Case study Writing a Quality Assurance Plan.

Continuous quality improvement

• The moth syndrome.
• The IDEAL cycle or the Deming loop.
• Conduct an end-of-project review: determine ACP and enrich its system.
• The different maturity models: their principles, interests and limits.
• The certification of processes and people.
• Advantages and disadvantages.
• Practical work Self-evaluate.
• Draw the broad outlines of your quality improvement plan.

Description

Elasticsearch is a search and data indexing engine with innovative search and analysis capabilities. This internship will teach you the key principles of data search and the possibilities offered by Elasticsearch, install, configure and administer Elasticsearch.

Who is this training for ?

Training objectives

Understand how Elasticsearch
Evaluate the possibilities offered by Elasticsearch
Install and configure Elasticsearch
Administer and monitor an Elasticsearch cluster

Training program

Installation et d'utilisation d'Elasticsearch

• Development of applications using Elasticsearch.
• Impact on the design of existing applications.
• Prerequisites and installation types.
• Configuration and implementation.
• Practical work Typical installation using an Elasticsearch server for data indexing.

How Elasticsearch works

• Presentation of Apache Lucene.
• Architecture as a Cloud and key concepts (cluster, node, etc.
• ).
• The JSON format.
• The REST API.
• Scoring and relevance of queries.
• Simple searches.
• Data storage.
• Practical work Data storage in Elasticsearch.
• Data import.
• Administration and first simple search queries.

Possibilities offered by Elasticsearch

• Processing large volumes of queries and indexing.
• Indexing and searching documents and data.
• Analyzing documents and data.
• Calculation of response lists.
• Filtering and sorting of results.
• Suggestion of queries.
• Practical work Manipulation of the 'indexing.
• Implementation of queries, filtering and sorting of results.
• Configuration for processing large volumes.

Setting up search and indexing

• High volumes of queries and indexing.
• Data indexing.
• Search queries.
• Advanced searches .
• Percolation.
• Practical work Configuration of data extraction from unstructured files and advanced data search.

Cluster configuration and administration

• Configuring the Elasticsearch cluster.
• Preparing the Elasticsearch cluster for high volume processing.
• Configuring the nodes.
• Managing the templates .
• Administration of the Elasticsearch cluster.
• Practical work Detailed review of the elasticsearch file.
• yml.
• Implementation of an Elasticsearch cluster on an AWS Cloud.

Administration you cluster

• Cluster monitoring.
• Load balancing.
• Node allocation.
• Pre-heating requests.
• Index aliases.
• Elasticsearch plugins.
• "Transient" and "Persistent" properties.
• Example Using Elasticsearch Plug-ins and Scripts.

Description

This training will allow you to measure the impact of new technologies on object/UML project management. You will implement an organization and a project management methodology within the framework of an incremental cycle and describe the activities, the organization of the teams and the associated deliverables.

Who is this training for ?

Training objectives

Be able to lead an Object/UML project and its progress within the framework of an incremental cycle
Evaluate the loads through the analysis of use cases.
Define and monitor the increments.
Manage the risks and define prototypes to risks.

Training program

Projects and object life cycles

• Reminders about JEE or .
• NET.
• Business component, reuse and urbanization of the information system.
• From the project cycle in cascade to the incremental approach.
• Existing models: Y cycle, W cycle, RUP, Agile methods (XP, Scrum).

Role developments

• The different actors in an Object project.
• Application and technical architects.
• Contractualization of MOA/MOE relationships.

Use cases, load estimation

• Strategic alignment of a project.
• Study of business processes.
• Specification of system use cases.
• Use Case vs User Story.

Component approach and layered architecture

• Determination of business areas.
• Design of the technical architecture.
• Construction of the application.
• Unit tests.
• Introduction to Agile practices.

Definition of risky prototypes

• Risk analysis.
• Definition of risky prototypes.

Definition of risky prototypes

• Risk analysis.
• Definition of risky prototypes.

Estimating the charges in question

• The different methods.
• The influencing factors correcting the raw estimate.

Project phases and deliverables

• Macroplanning: establishing the project plan.
• Detailed planning of an increment.
• Parallelization and overlapping of increments.
• Introduction to the procedures Agile.
• The RUP.
• Adaptations to the French context.

Tracking increments and developments

• Technical and application architecture committees.
• Reuse management and urbanization of IS.
• Dashboards.
• The project manager's reporting.
• Evaluation/validation of an increment.
• Updating risks, updating the project plan.
• Study of case A concrete case of a management system, actually deployed and functional.

Description

Mobility is becoming essential in the strategy of companies' information systems. More than a means of communication, it becomes a media integrated into company processes. This seminar will shed light on its issues and technologies with a view to developing a strategy in this area.

Who is this training for ?

Training objectives

Understand the challenges of mobility and their impacts on the company
Identify technologies and applications linked to mobility
Implement remote connections and security solutions
Define mobility opportunities for the company

Training program

Nomadism, the challenges for the company

• Why do technologies and the market encourage us to develop mobile offers? Market players.
• The advantages of the Internet and mobile Intranet.
• How to integrate nomads into the IS.
• ROI and TCO.
• The profiles concerned in the company.
• Productivity support for certain professions.

What technologies for mobility?

• PAN networks and their proximity protocols.
• Private, public, industrial environments, what WIFI standard? Wimax.
• Impact on local communities.
• Mobile networks GPRS, EDGE, UMTS, HSPDA, 4G.
• Application models.
• Thin/heavy client.
• Portability.
• XHTML applications, applications on smartphones, tablets, Flash Lite applications, Java applications.
• Decisive role of XML in mobile architecture.
• Choice architecture around application servers.
• Embedded databases.
• Solutions.

Terminals

• What type of terminal to choose? Impact on the development of the application and its components.
• Smartphones, tablet PCs, industrial terminals, wearable computers, Google Android, iPhone.
• Game consoles.
• Offers operating systems (Chrome, Android, Windows Mobile 7, MacOSX.
• ).
• The impacts on ergonomics and HMI interaction.

Applications for business

• Functional opportunity panel.
• Horizontal applications (Groupware, Intranet access.
• ).
• Vertical applications (sales force, telemetry.
• ).
• Geolocation.
• Collaborative applications.
• Marketing promotion of the nomadic application.
• New relationships with customers and employees.
• Couponing, e-ticketing, Email, SMS, MMS, Push to talk, Video, P2P.
• Content management.
• Mobile publication: software.
• Opening of the Intranet portal to mobile terminals.
• Encoding.
• Impact on data management.

Remote connection and security

• Secure and integrate nomadic access with information system applications.
• Security solutions at the remote terminal level (biometrics, authentication, VPN, WTLS, HTTPS.
• ).
• PKI in a mobile environment.

Description

This internship will teach you to design business workflows associated with SharePoint 2013 sites and lists. You will design solutions to integrate external data from databases and web services. You will design everything without programming with SharePoint Designer 2013.

Who is this training for ?

Training objectives

Use workflows built into SharePoint 2013 Design list workflows and site workflows in SharePoint Designer 2013 Associate forms and variables with SharePoint 2013 workflows Create a catalog of external connections and integrate them into SharePoint 2013 lists Use them specifics of connections to REST services

Training program

Introduction aux workflows

• New workflow architecture.
• Workflow management and administration.
• Tools available for workflow design.

Workflows built into SharePoint 2013 site templates by default

• Tri-state workflows.
• Approval workflows.
• Practical work Using the approval workflow associated with a list of a site 'team.

Conception de workflows via SharePoint Designer 2013

• Workflow type available in SharePoint Designer.
• Conditions and actions available.
• New features compared to previous versions.
• Publishing modes workflows.
• Contributions of Visual Studio 2013 for the creation of SharePoint workflows.
• Practical work Design of a publication workflow with document transfer.

Design of workflows integrating specific functionalities

• Using loops.
• Connections to REST services.
• Processing XML and JSON workflows.
• Association of variables and forms.
• Practical work Design of workflows implementing tasks, forms and HTTP actions.

Introduction to the External Connection service

• Service architecture of the Business Connectivity Service.
• Designing a catalog using SharePoint Designer.
• Types of operations.
• SharePoint elements consumers of the BCS service.

Application connected to a SQL Server database

• Connection to a SQL Server database and authentication modes.
• Generation of operations on a table.
• Filters on operations.
• Generation of operations on several tables.
• Association between several tables.
• Publication and use of the BCS catalog in SharePoint sites.
• Practical work r nCreating external lists and designing web part pages using business data web parts.

Application connected to a WCF/REST service

• Structure of a WCF/REST service.
• Connection to the WCF/REST service and authentication modes.
• Generation of operations.
• Publication and use of the BCS catalog in SharePoint sites.
• Practical work Association of business type metadata to a list.

Description

During these two days, you will learn how to highlight your content in SharePoint 2010 thanks to its advanced Web Parts and the Office suite. You will also see how to set up dashboards, workflows, web forms and exploit your organization's information sources

Who is this training for ?

Training objectives

Training program

Decision-making and dashboards

• Create and manage KPIs.
• Excel Services and Web Parts.
• Presentation of PerformancePoint Services.
• Practical work r nManipulate KPIs, extract data.
• Create a report.

SharePoint Server 2010 Licence Entreprise

• SharePoint Server 2010 Enterprise License Features.
• Document Lifecycle.
• Business Intelligence with SharePoint Server 2010.
• Business Processes with SharePoint Server 2010.
• Practical work Handling advanced site models.
• Creating portals.

Advanced Web Parts

• Reminders about Web Parts.
• Connecting Web Parts.
• Advanced Web Parts.
• Content queries, filters, table of edge, Excel Web Access, RSS feed, summary aggregation.
• Commercial Web Parts.
• Free Web Parts.
• Practical work Use of the Web Part Content Query.
• Using Filter Web Part.
• Connecting Web Parts.

Office et SharePoint

• Publish with Word.
• Interactions with Outlook Web Access, with Outlook and with Excel.
• Links with Lync.
• Roles and uses of SharePoint WorkSpace.
• Practical work Publishing a page from Word.
• Integrating a PowerPoint presentation into a portal.

Workflow

• Workflow overview.
• What to look for in workflows.
• What's new in SharePoint 2010 workflows.
• Design and reuse workflow with SharePoint Designer.
• Designing a site workflow.
• Hands-on Creating a workflow with SharePoint Designer.

Decision-making and external data

• Excel Services Architecture.
• Publishing with Excel.
• Connecting to a data source, to SQL Server.
• PerformancePoint Service .
• Dashboard.
• Decomposition tree.
• Creation and publication of forms.
• The Crossbrowser option.
• Cross-platform.
• Business Connectivity Services (BCS).
• External Content Types (ECT).
• ECT vs Standard Lists.
• Practical work Creation and use of an InfoPath form template.
• Publishing an Excel workbook.
• Creating a connection to a database external SQL Server data.

Description

This internship will allow you to create and seize professional opportunities. Thanks to a guided approach, you will identify your resources and learn how to implement them to evolve. You will work to improve your professional image and establish an action plan for your development.

Who is this training for ?

Training objectives

Identify and exploit your potential
Communicate a positive image and assert yourself in the company
Develop and maintain your internal and external network
Set a development action plan

Training program

Position yourself well professionally

• Identify the different areas of progression.
• Understand what a professional opportunity is.
• Understand the concept of emotional health at work.
• See all change as a factor of progress.

Know how to identify and use your resources

• Know your points of support and use them as internal resources.
• Rely on your "transversal skills".
• Transform your weak points into lever for progress.
• Track and combat effectively "the intimate enemy".
• Identify and use resources external to the individual.
• Work practices Self-diagnosis: identify your points of support.
• Use reframing.

Knowing how to prepare for your future in order to be ready to seize opportunities

• Understand the need for a development plan.
• Reason in terms of "project".
• Identify and calibrate your action plan.
• Discover your own "ecology".
• Practical work Exercise: individual reflection: establish your professional development project and define your own ecology.

Know how to assert yourself in the company

• Avoid frustration by learning to say
• Know how to share your negative emotions.
• Be heard without aggression and with assertiveness.
• Position yourself in the perspective of your development plan.
• Create confidence.
• Practical work rnFilmed exercises and role-playing exercises to learn to assert oneself in the company.
• Collective debriefing on the behaviors implemented.

Know how to develop your internal and external network

• Be and remain credible in your current position in order to evolve.
• Create and develop a positive relationship.
• Build and effectively nourish your network.
• Understand and use the different interpersonal communication channels.
• Identify your own added value.
• Succeed by mobilizing your network.
• Practical work r nReflection on the use of its internal network to contribute to its development.

Take action to progress in the company

• Implement an action plan.
• Use a technique to plan your action.
• Set SMART objectives.
• Know what you can expect from professional coaching to succeed.
• Learn to limit the harmful effects of stress.
• Practical work Implementation of a training plan action intended to accelerate one's professional development.

Description

This training programme will help participants increase intercultural awareness, develop dynamic intercultural communication skills and cultural competence to enhance relationships and business operations.

Who is this training for ?

Training objectives

Training program

Intercultural Awareness

• Cross Cultural Communication background and relevance.
• The impact of cultural values on business practices and behaviour.
• Exercise Do's and Don'ts.
• Individual behavioural style assessment within cultural context.

Decoding Cultural Values and Attitudes

• Time, space, group dynamics, authority, tasks, relationships in Europe, Asia, Middle East, America.

Intercultural Awareness

• Cross Cultural Communication background and relevance.
• The impact of cultural values on business practices and behaviour.
• Exercise Do's and Don'ts.
• Individual behavioural style assessment within cultural context.
• » Decoding Cultural Values and Attitudes
• Time, space, group dynamics, authority, tasks, relationships in Europe, Asia, Middle East, America.
• ■ The four dimensions according to Geert Hofstede
• Power Distance, Individualism, Masculinity, Uncertainty Avoidance, Long-term Orientation.
• ■ Intercultural differences based on context, time and space
• Time perception.
• Low context and high context.
• Explicit and implicit communication.
• ■ Cultural taboos
• Time perception.
• Low context and high context.
• Explicit and implicit communication.
• Exercise Analysis of how cultural differences impact on operational effectiveness.
• Quizzes covering a vast range of countries.

Effective Cross-Cultural Communication

• Different communication styles.
• Avoiding misunderstandings and stereotyping.
• Verbal and non-verbal communication.
• Exercise Role-Play: building communication bridges.

Working Together across Cultures

• Analysing different definitions and interpretations of the organisation, the company and management.
• How teamwork is valued: in the USA, in Africa, in Latin America, in Asia.
• Cultural Sensitivity.
• Values and Beliefs systems.
• Exercise Role-play: working in multicultural teams.

Intercultural Management Skills

• Bridging barriers and building trust.
• The Multicultural Meeting.
• Constructive criticism.
• Appropriate policies, procedures and practices.
• Dealing with performance problems and awkward attitudes.
• Exercise Role-play: Managing intercultural Conflict.

Managing Individual Encounters

• Identifying different working styles and catering to different needs.
• Developing behavioural flexibility and fostering mutual understanding and respect.

Description

Contributing effectively to a project requires understanding the process and clearly identifying the role of each stakeholder. This training will help you position yourself within the project team and manage the delicate balance between daily activity and individual contribution to the project.

Who is this training for ?

Training objectives

Understand the project approach
Identify the role of the different project stakeholders
Define your own positioning in the project
Balancing contribution to the project and business activity
Know how to communicate with the project team stakeholders

Training program

What is a project ? The constraints of a project

• The objectives of project mode.
• What a project is not, the limits of project mode.
• The three constraints of a project, the diabolical triangle.
• Collective reflection Exchange of experiences and difficulties encountered.

The process of a project

• The phases, stages and deliverables of a project.
• From the expression of the need to the implementation of the solution, step sheets: framing of the project, definition of the need.
• The pitfalls to avoid at each stage.
• Case study Participate in an expression of needs.

The different contributors to a project, their roles

• The roles of the different actors at each stage of the project.
• The project manager: his activities and responsibilities.
• the "comitology" of a project.
• Matrix organization versus a hierarchical organization: what difficulties?

My position in the project

• Identify my position in the project team.
• Define my mission and calibrate my attitude in relation to the other members of the project.
• Understand my role with regard to -visit of the project manager: expertise, planning, budgeting, progress meetings.
• Manage the delicate dilemma, project contribution and business activities.
• Better organize my time to participate effectively to the project.
• Case study Plan your tasks in the project while organizing your daily life, communicate your progress to the project manager.

Living within a project team

• Life
• Mastering your relationships: collaboration, conflict avoidance, stress management.
• The benefits of a project experience, return on "personal investment".
• ScenariornControl your communication in order to 'avoid conflict.'}

The contributor's memo

• The 10 traps to avoid.
• The 10 favorable postures.
• Role play Construction of a building: this game carried out in teams allows you to everyone to simulate contributor roles in the project.
• Different situations will be drawn at random from a deck of cards.

Description

You are responsible for providing assistance to the project manager: planning, drafting reports of steering meetings, documentary classification of the project, etc. This training will allow you to understand the components and constraints of a project in order to assist with efficiency of your manager.

Who is this training for ?

Training objectives

Understand the project approach
Define your mission framework
Position yourself in the project
Follow the project

Training program

What is a project ?

• What a project is and is not, when to switch to project mode? The objectives and constraints of a project.
• Collective reflection Exchange of experiences and encountered difficulties.

Understanding the project approach

• The three complementary cycles of a project.
• The phasing of a project (stages, tasks and deliverables).
• The different levels of decision-making in a project: comitology.
• Collective reflection Different project life cycle strategies.

The missions of the project manager and his assistant

• The missions of the technical project manager and the project manager manager.
• The different forms of positioning of the assistant, their limits of intervention.
• Case study Delineate your role as assistant: mission letter.

Prepare the project management plan

• The framework note: objectives, issues, risks.
• The breakdown of work and the "product": WBS/PBS.
• The identification of project risks: action plans.
• Scheduling (PERT) and planning of tasks and resources (GANTT).
• The project budget (concept of Earned Value).
• Example of a project plan in MS Project.
• Examples of assistant interventions in the development of the project management plan (PMP).
• Case study Propose two planning and budget scenarios to the project manager.

Control the progress of a project

• Know the progress as well as the trends: the follow-up meeting.
• Integrate discrepancies, readjust the management plan (schedule, budget).
• Create the summary management dashboard: key indicators.
• The organization and running of management meetings: role of the assistant.
• Case study rnDevelop a progress report on a GANTT schedule then establish the dashboard for the steering committee.

Organize and control the documentary classification of the project

• The main deliverables, positioning in the RACI responsibilities matrix.
• Management of documentary changes and traceability.
• Example of classification methods.
• Project capitalization: the project report.
• Collective reflection Analysis of the main project documents.

Description

This training will provide you with all the essential tools to successfully manage your projects, ensuring that functional goals, timelines, budgets, and quality standards are met. The techniques covered will be applied through a practical case study, which will serve as a common thread throughout the exploration of the various project phases.

Who is this training for ?

Training objectives

• Identify the key components of a business project and the roles involved
  
• Estimate workloads and organize the project schedule
  
• Develop and monitor a project budget dashboard
  
• Anticipate, monitor, and control project risks
  
• Use the right indicators to decide on outsourcing
  
• Manage and communicate effectively throughout the project
  

Training program

Introduction to project management

• Define what a project is and what project management entails.
• Understand the challenges and key aspects of managing a project.
• Learn the fundamental concepts: project components, types, and key stakeholders.
• Distinguish between the project lifecycle and the product lifecycle.
• Identify major legal constraints and applicable standards.

Defining project content

• Prepare demand management: assess feasibility, define project boundaries, and write the project brief.
• Define the expected deliverables: final product, operational service, or transitional outputs.
• Determine the project scope.
• Organize the project using a hierarchical breakdown (WBS).
• Develop the project management plan.
• Evaluate possible alternatives and scenarios.
• Establish rules for managing project documentation.
• Practical exercise: Identify different types of projects.

Controlling Project Timelines, Costs, and Financial Performance

• Estimate durations and workloads to assess human resource requirements: analytical methods, expert judgment.
• Sequence activities using tools like the PERT network and Gantt chart: float, total slack, and critical path.
• Apply compression techniques for scheduling and resource leveling.
• Estimate project costs using various methods: analogous, parametric, bottom-up, three-point estimation, and reserve analysis.
• Develop the project budget: aggregate costs, consult expert opinions, and integrate historical data and financial constraints.
• Assess investment performance and control costs: break-even analysis, profitability threshold, and budget monitoring.
• Practical exercises: Create a project schedule, build the budget for the first project phase, and calculate ROI.

Risk Control and Management

• Risk Management Planning: FMEA Methodology.
• Identify risks using various techniques such as information gathering, checklist analysis, assumptions review, and SWOT analysis.
• Conduct qualitative analysis to describe, categorize, and assess the likelihood and impact of risks.
• Perform quantitative analysis using probability and impact matrices, risk criticality assessment, and risk modeling.
• Develop a risk response plan including strategies for negative risks, positive risks, and conditional responses.
• Investigate root causes of risks using tools like the Ishikawa diagram (5 Ms) and the “5 Whys” method.
• Monitor and control risks through risk audits, variance and trend analysis, and performance measurement.
• Practical exercises: Identify potential risks and develop appropriate response plans.

Contracting

• Plan contracts using a decision tree to choose between in-house production and outsourcing.
• Launch a call for tenders: define functional and non-functional specifications, requirements, and response framework.
• Select subcontractors based on evaluation criteria and scoring of proposals.
• Manage and close contracts: negotiate the statement of work and quotes, finalize contract validation.
• Oversee the integration of the service provider into the project management plan and ensure ongoing project monitoring.
• Practical exercise: Use a decision tree for the “make or buy” strategy.

Management and communication

• Plan human resources by analyzing environmental factors and organizational assets.
• Train, develop, and lead the project team: the 5 key stages of team building, recognition, and rewards.
• Monitor and evaluate team activities.
• Assess individual and overall performance.
• Conduct individual and project-wide follow-up: progress reports, dashboards, and review meetings.
• Plan communication by analyzing needs and selecting appropriate technologies, methods, and models.
• Disseminate information and report based on required frequency, available tools, and project duration.
• Manage, negotiate, and resolve conflicts: tensions, disagreements, blockages, and both overt and latent conflicts.
• Practical exercises: Create the project responsibility matrix.

Quality Management and Knowledge Retention

• Understand the definition of quality and relevant standards.
• Identify project acceptability criteria.
• Plan quality by analyzing cost-benefit ratios and applying specific quality management methods.
• Implement quality assurance and quality control: conduct audits and process analysis.
• Conduct project reviews: successes, failures, and knowledge retention within the company and project archives.
• Practical exercises: Identify quality metrics for the project.

Description

The specifications are the starting point for any project because they provide all stakeholders with a structured framework. This internship will allow you to better understand the challenges of functional analysis and will show you how to write and formalize specifications and control its life cycle.

Who is this training for ?

Training objectives

identify and work with your stakeholders
Frame the expression of needs
Analyze the functional and technical needs
Structure the different parts of the specifications

Training program

Setting the general framework

• Concepts and definitions.
• Case study presentation.

Identify the issues and stakeholders

• Understand the scope and the issues.
• Identify the stakeholders and the financial, organizational and technical components.
• Practical work Characterization of the stakeholders.

Implement an effective methodology

• Carry out a functional needs analysis (A.
• F.
• B).
• Use group facilitation methods functional expression of needs (E.
• F.
• B).
• Analyze the value (A.
• V).
• Proceed with the collection and management of requirements.
• Practical work Collection of needs and analysis of value.
• The participants clarify, analyze and reformalize expressed or implicit needs and identify formal requirements.

Establish the functional specifications (C.D.C.F.)

• Describe the content of the functional specifications.
• Take into account the normative requirements.
• Define the typology of needs and the specifications.
• Practical work In small groups, the participants write the functional specifications.

Build the technical specifications

• Characteristics.
• Constitution of work packages.
• Role distribution.
• Expected results and service levels.
• Security and confidentiality requirements.
• Economic bases.
• Reference specifications and requirements management (C.
• D.
• C.
• R.
• ).
• Practical work Group study of technical specifications.

Master the use of specifications

• Understand the relationship between the specifications and the project sponsor.
• Place the specifications at the heart of a call for tenders.
• The special case of calls for tenders for public contracts.
• The specifications and the purchase or implementation contract.
• The reference specifications and the management of requirements (C.
• D.
• C.
• R.
• ).
• Synthesis and evaluation of acquired.
• Practical work Management of requirements and specifications.
• Audit specifications.
• MCQ for consolidation of acquired knowledge.

Description

Monitoring the content of your project, making it visible to yourself and to stakeholders, requires a good understanding of planning methods and tools. This course will help you master these techniques, through case studies, illustrated and implemented with MS-Project 2010.

Who is this training for ?

Training objectives

Monitor the content of your project Communicate with stakeholders Apply project planning methods Use project planning tools

Training program

Introduction

• Definition of a project approach.
• Planning and monitoring in the project process.

Planning techniques

• Identify the tasks of a project.
• Build the PERT network, specifying the dependencies between the tasks.
• Identify the margins and the critical path of the project .
• Assign resources to tasks.
• Understand the work-unit-duration relationship.
• Optimize resources on the project.
• Save the initial planning.
• Practical work Establish a Pert network.
• Calculation of dates at the earliest, at the latest, margins, optimize the network.
• Planning on MS-Project.
• Optimize resource usage.
• Initial planning.

Project management

• Progress indicators, utilization coefficient, speed and performance, remaining charges.
• Economic indicators: CBTP, CBTE, CRTE.
• The various reports (activity, progress.
• ).
• Contingency management: steering committee, project triangle.
• Individual monitoring and project monitoring.
• Practical work Establish a dashboard from activity reports.
• Build dashboards with MS-Project.

The resources

• Definition of human and logistics resources.
• Task/resource association, reservation and allocation.
• Translation of resources into cost.
• Practical work Modify resource associations.
• Edit project costs.

Multi-project monitoring

• Presentation of standardized divisions: PBS, WBS, OBS.
• Inter-project planning constraints, shared resources.
• Practical work Decomposition of the project into sub-projects.

Case study with MS-Project

• Presentation of the case study.
• Views, filters and diagrams: personalize interfaces with MS-Project.
• Management by resources or by duration.
• Summary tasks.
• Auditing resources.
• Capturing resource activity.
• Understanding monitoring indicators.
• Project assessment.
• Practical work Entering an initial plan then modified.
• Entering progress standard and simplified.
• Management of contingencies during the month, recording of progress by messaging.
• Project report.

Description

This training will primarily teach you how to plan tasks, allocate resources, budget, and track activities using MS Project. Numerous hands-on exercises will help you gain practical and operational proficiency with the software.

Who is this training for ?

Training objectives

• Navigate the MS Project interface, create tasks, set durations, and establish logical sequencing
  
• Optimize the schedule using the critical path, float times, and efficient resource allocation
  
• Track project progress, analyze variances, and use reports to support effective project control
  

Training program

Introduction to Project Planning with MS Project

• Understanding the challenges of project scheduling.
• Identifying MS Project features and typical use cases.

Getting Started with MS Project

• Overview of the workspace: toolbars, views, tables, contextual help.
• Initial setup: time units, work units, calendar settings, project options.
• Hands-on practice: exploring the interface and starting a new project.

Building and Analyzing the Project Schedule in MS Project

• Creating, editing, deleting, and moving tasks.
• Drawing the PERT network.
• Understanding task constraints.
• Analyzing the schedule: float, critical path, and dependencies.
• Hands-on practice: linking tasks, entering durations, displaying float and critical path, adjusting timelines, and tracking changes.

Resource Management and Assignment in MS Project

• Creating project resources.
• Assigning resources to tasks.
• Overview of task types.
• Defining resource assignment profile.
• Hands-on practice: creating and assigning resources, checking and resolving overallocation.

Building the Project Budget in MS Project

• Define resource cost rates.
• Enter fixed costs on tasks or phases.
• Assess the total budget based on the project schedule.
• Hands-on practice: apply fixed task costs, set resource rates, display and review the project budget.

Project Tracking and Control in MS Project

• Use key indicators: baseline, actuals, remaining work, progress, estimate at completion.
• Set the project baseline.
• Update the project: enter actual progress, consumed effort, and remaining work.
• Hands-on practice: save the initial plan, set the status date, enable automatic tracking, analyze project performance and variances.

Using and Presenting the Project Schedule

• Customize the visual appearance of tasks and milestones.
• Add text or annotations to the schedule.
• Generate and present visual reports.
• Prepare the project schedule for meetings or presentations.
• Hands-on practice: describe a task or milestone, list tasks by resource, perform cost analysis.

Description

This course will introduce you to all the features of Microsoft Project 2013. Using a real case, it will show you how to implement them. At the end of the internship, you will have acquired mastery of MS-Project 2013 and will be able to use it to manage and optimize your projects.

Who is this training for ?

Training objectives

Training program

Preparing the work environment

• The RibbonCurrent views.
• Set up the project schedule.
• Make the link with the WBS.
• Practical work. * -Navigate in MS-Project.
• Configure your environment.
• Initialize the project.*

Project planning and structuring

• Manual and automatic planning modes.
• Activity identification.* -Project structuring.
• Critical path and margin analysis.
• Arrangement of constraints in the planning.
• Practical work.
• Understanding the sequence logic.
• The different tables.
• Constraints.

Optimisation du planning

• Pause an activity.
• Disable a task.
• Optimization method.
• Task splitting.
• Practical work.
• Optimize deadlines and relationships between tasks Splitting.

Resource allocation

• Understanding the Work/Duration/Capacity relationship.
• Types of resources, allocation methods.
• Estimation of durations.
• Calculation of the critical path.
• Practical work.
• Input and allocation of resources.
• Manage the schedule and capacity of a resource.* ot

Budgeting

• Incorporate forecasted expenses into the budget.
• Manage the cost of resources.
• Resources with multiple costs.
• Manage the evolution of cost of a resource.
• Practical work.
• Entering expenses.
• Viewing the cost of resources.

Baseline planning

• Establish a cost/deadline reference (performance).
• Integrate subcontractor schedules.
• Add task after planning.
• Practical work.
• Establish and update a reference plan.

Project management

• Use the report center.
• Design progress dashboards.
• Export data to Excel, Access and Visio.
• Followed by costs and deadlines.
• Followed by what remains to be done and what has been completed.
• Reschedule work not done.
• Practical work .
• Declare progress.
• Monitoring by charges and deadlines.
• Replan activities.*

Multi-project work

• Integrate a sub-project.
• Consolidate several projects.
• Establish links between projects.
• Resource sharing.
• Resource pool.
• Practical work.
• Working in multi-projects.*

Description

Being CAPM® certified means knowing and mastering the processes and terminology described in the PMI PMBOK® standard. This course will introduce you to each of the elements of project management as defined in this framework and will prepare you for the exam.

Who is this training for ?

Training objectives

Understand the knowledge areas of the PMBOK® framework
Carry out the planning and phasing of a project
Build and monitor key project progress indicators
Master communication with all stakeholders in a project
Understand the code of ethics and professional conduct within the meaning of the PMI
Prepare for a CAPM® mock exam and self-assess

Training program

Introduction to project management

• Basic concepts of project management.
• Stakeholders, organizational structures.
• Project management: the five process groups.
• Introduction to the ten areas of PMBOK®.
• Exchanges Advantages and disadvantages of different project organizational structures.
• Exchanges on project input documents.

Integration management

• Content and usefulness of the project charter.
• Structure of project plans.
• Management of changes.
• Practical work Development of a project charter.

Project content management

• Project breakdown structure.
• Verification and control of the content.
• Practical work Create the project breakdown structure (SDP) or Work Breakdown Structure (WBS).

Project content management

• Project breakdown structure.
• Verification and control of the content.
• Practical work Create the project breakdown structure (SDP) or Work Breakdown Structure (WBS).

Management of deadlines and costs

• Sequencing of activities.
• Estimate of resources.
• Determination of the budget and provisions.
• Cost control.
• Practical work Estimate using the PERT technique, identify the critical path.
• Acquired value, choice of the best project, deviations.

Quality and human resources management

• Plan, assurance and quality control.
• Team development, conflict management, RACI matrix.
• Practical work Assignment matrix resources.

Communications and risk management

• Plan communications management.
• Communication technologies and methods.
• Risk statements, risk responses.
• SWOT analysis.
• Provisions for contingencies and unforeseen events.
• Practical work Determine the number of communication channels for a project.
• Risk assessment.
• Calculation of the AMV (Expected Monetary Value).

Stakeholder management

• Identify stakeholders.
• Plan and manage stakeholders.
• Manage stakeholder engagement.
• Exchanges Questions.
• Reflection on case study.

Management of project supplies and conduct of CP

• Proceed with procurement.
• Control and close procurement.
• Code of ethics and professional conduct.
• Exam Simulation .
• Mock exam and debriefing.

Description

Based on the importance of team management in project management, this course analyzes the main difficulties that a project manager may face in his interactions with his work team, his hierarchy, his service providers and his clients. It allows you to understand the fundamental roles of the manager, the dynamics of a work team as well as the basic rules for communicating, delegating, empowering, motivating and supporting a team.

Who is this training for ?

Training objectives

Based on the importance of team management in project management, this training analyzes the main difficulties that a project manager may face in his interactions with his work team, his hierarchy, his service providers and his clients.
Il allows you to understand the fundamental roles of the manager, the dynamics of a work team as well as the basic rules for communicating, delegating, empowering, motivating and supporting a team.

Training program

Identify your role and responsibilities as a manager

• Define the characteristics of a project team.
• Understand the dynamics of a project team.
• Know its role, mission, powers and its responsibility.
• Reconcile respect for partners and production requirements.
• Practical work Exchange of experiences.

Position yourself as a manager

• Establish authority in an immediately operational partnership.
• Avoid excesses: autocratism, permissiveness.
• Manage the hierarchical relationship and the contractual relationship.
• Be the interface between the different actors.
• Practical work Self-positioning on your management style.

Act in project mode

• Prioritize words-action, avoid words-sermons, jargon.
• Analyze, evaluate, decide.
• Know how to say no.
• Know how to say yes.
• Negotiate, argue, convince.
• Give directives, deal with objections.
• Transmit up-and-down information, cross-functional.
• Coordinate, focus on the task.
• Deal with unforeseen situations.
• Identify, correct, do not repeat errors.
• Manage the stress of your team.
• Practical work Give an overview of your role, your mission, your powers, your responsibilities.

Master productive communication

• Be aware of the framework of your communication, set realistic and measurable objectives.
• Act your presence through posture, gaze, gestures.
• Listening actively: reformulate, question, collect feedback.
• Establish and maintain positive relationships with your colleague or the hierarchy.
• Structure your thinking, synchronize yourself, make yourself understood.
• Gather, enrich information, avoid the pitfalls of interpretations and value judgments.
• Provide specific and adapted information.
• Control the progress of the process of communication.
• Deal with rumor, withholding information.
• Conclude, synthesize, consider the future.
• Practical work Exercises on active listening.
• Scenario and debriefing focused on communication aspects.

Knowing how to take responsibility and delegate

• Define with each employee their mission and their role in the team.
• Know and evaluate your employees: determine their degree of autonomy.
• Draw up a
• Distinguish between delegating and executing.
• Give power while maintaining responsibility.
• Manage, integrate difficult employees : the unmotivated, the aggressive, the wild leader, the anxious, the talkative.
• Practical work rnMap the skills of your team members to determine each person's missions.

Lead your project team and build belonging

• Define objectives for the team that are motivating factors.
• Unify dispersed teams.
• Foster productive confrontation, neutralize destructive conflict.
• Avoid blockages, respond to objections and use them positively.
• Anticipate and resolve destabilizing factors.
• Know how to bounce back.
• Mobilize the team.
• Resituate the mission of the team and its role in the company.
• Present a team project.
• Present the role of each member of the team.
• Integrate new employees, manage turnover.
• Practical work Scenarios: present a project during a meeting team, Conduct a delegation interview, resolve a conflict within the team.

Motivate the members of your project team

• Identify and implement the motivation factors of people at work.
• Discover your own motivation factors and those of others.
• Differentiate and treat demotivation and lack of motivation.
• Know how to give signs of recognition: know how to criticize and congratulate.
• Share your vision and values.
• Give the means and meaning at work.
• Maintain team cohesion and involvement.
• Practical work Identify the causes of motivation and demotivation.
• Reflection on new behaviors that generate cohesion and motivation.

Control the project

• Forecast and plan actions.
• Manage time: differentiate between urgent and important.
• Value and frame taking initiative.
• Announce control points.
• Evaluate risk-taking, recognize the right to make mistakes.
• Mobilize to ensure corrective actions.
• Practical work Time management and priorities.
• Determine indicators to develop your dashboard.