The Accidental Project Manager

Friday - Saturday
9:00 am - 5:00 pm 

Technical and functional managers of today are being pressured to take on the challenges of Project Management. This program is designed to give you an accelerated understanding of the practice. The program will help you navigate and survive the transition from technical and/or functional manager to a project manager.

This 4-day workshop has identified the minimum requirements that are necessary to use The Project Management Institute (PMI)^® Project Management Body of Knowledge (PMBOK)^® Guide as a simple tool for project managers.

This Project Management Workshop may be the best-designed, most easily understood project management workshop on the market today. Project managers will welcome this fresh translation of jargon into ordinary English.

PROFESSIONAL DEVELOPMENT UNITS
As a Project Management Professional (PMP)^®, PMI^® requires you to attend sixty (60) hours of professional development activities within three (3) years.

By attending the Accidental Project Manager, you get to learn from the experts, exchange ideas with fellow classmates, and earn 26 PDUs.

As a Registered Education Provider (REP), the Ateneo Center for Continuing Education (CCE) can award professional development units (PDUs) to Project Management Professionals (PMP)^®. PMI, PMBOK, PMP, and the Registered Education Provider logo are registered marks of the Project Management Institute, Inc.

After the course, you will:

    1.    Learn the basics of Project Management Framework;
    2.    Learn how to use techniques and tools for the Project
           Management discipline; and
    3.    Learn how to develop SOW, WBS, and  Close-outs/
           Audits.

Individuals who need to strengthen their project management skills, new project managers, project team members, project sponsors, project proponents, new product development, project managers who need refresher course on project management knowledge, processes, competencies and tools.

I.    Introduction to the Project Management

II.    Project Selection Techniques
            A.    Break-Even Point
            B.    Return on Investment (ROI)

III.  Concept Phase
    Interpreting the project requirements from:
            A.    Statement of Work (SOW)
            B.    Specifications
            C.    Contractual Documents
            D.    Developing a high level
                   Work Breakdown Structure (WBS)
            E.    Identifying project team skill requirements
            F.    Providing input to the Project Charter

IV.  Development Phase
            A.    Develop project budget, schedule, and resource
                  estimates from WBS
            B.    WBS Construction
                        i.      Rough order-of-magnitude (ROM)
                        ii.     Top-down (analogous)
                        iii.    Bottom-up (engineering or business)
            C.    Develop a precedence table from the WBS
            D.    Develop a network using the Precedence
                   Diagramming Method (PDM)
                        i.      Project Duration Analysis
                        ii.     Critical Path
                        iii.    Float in each task
            E.    Develop Schedule using a Gantt chart

V.  Implementation Phase
            A.    Develop a change management process
            B.    Monitoring against the Project Baseline
            C.    PM Reporting

VI.  Close-Out Phase
            A.    Describe the project termination or close-out phase
            B.    Determine and describe the project team's
                   activities in completing the project requirements
            C.    Describe the audit activities required to complete a
                   project
            D.    Describe and use a project close-out checklist

is a consultant for the Talent War Room of the Leadership and Talent Management of Globe Telecom, Inc. She reinforces leadership bench strength by ensuring a healthy pipeline of successors for critical leadership positions.

is a Project Manager in the Project Management Office of AXA Philippines. Aside from executing projects, she educates and inculcates the Project Management Discipline to assigned project managers and support teams. She performs coaching, guidance, and mentoring to
project managers.

is the Project Manager for Capability Maturity Model Integration of Pointwest Technologies Corporation. He ensures that all control processes are defined and communicated and that all activities are executed.

is the President of BNProjekTechnik Ciorporation, a company engaged in consulting and construction management of engineering projects, such as :resort and hotel developments, industrial complexes, mid to high rise mix-use buildings, and call centers fit-out works.

"The course was actually what I have been looking for; something to give structure to the way I manage projects assigned to me. With the basic skills and tools I have attained from this course, I could now manage my projects more effectively & efficiently. Now I am also looking into systematizing/standardizing our process of handling projects across all functions in our company."

- Josie May L. de Castro Quality System Officer, Coca-Cola Bottlers Phils. Inc.

"This training helps me understand not just how to be an effective project manager but also how I can help and assist my company into maturing, as a matrix organization."

- Catherine Landiato IT Senior Project Supervisor, eTelecare Global Solutions

"The course exceeded my expectations in standardizing the project management body of knowledge which I was accustomed to."

- Jay Bernardo IT Specialist, Management Systems International

"The course gave me a general overview of project management and how I should go about my projects at work. The facilitator and participants shared lots of insights valuable to accidental project managers."

- Chino Rodriguez IT Officer, Ateneo