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Project Management Tools and Techniques

Project Management Tools and Techniques

Short Course Description:

The course “Project Management Tools and Techniques”, introduces the participants to the “Art of Project Management”. It provides the participants with the necessary vocabulary, definitions, and terms and terminology. The course guides the participants through a project in 10 easy-to-implement steps combining theory and practical applications. After completing the course, the participants will be able to apply their freshly obtained knowledge in their day-to-day jobs.

Project Management has become a need for any company to survive in these fast-changing times. Successful projects drive companies and determine their success over other companies.

This course follows PMI standards and terminology. It is a practical application of how the project should be run to be successful. Training has been defined as a major contributor to project success of projects. This training will provide you all you have to do in a logical and step-by-step approach.

The Project Management Tools and Techniques course starts with evaluating where projects come from and how projects are selected. This is followed by definitions of important terminology every project manager should know about and after the introduction of the project management process and life cycle, the projects is divided in 10 logical steps that will help you to make your projects a success.

Projects and the Project Management environment change constantly. Project Managers have to adjust to these changes constantly. Since the industry went "lean", the lean revolution also influenced projects and project management. Lean principles have changed the way projects are done today. Project Management was typically done in a deterministic way, using waterfall, and that lead to problems in many projects. A deterministic approach is NOT flexible and changes are discouraged, complex and even avoided even when they would be necessary. The deterministic approach has lead to project disasters in a specific type of project. In an adaptive approach, lean approach, projects are managed differently, there is more freedom to manage changes.

In Project Management Tools and Techniques, both waterfall, agile and kanban are discussed and compared. You will understand how to apply these principles in your projects to increase success. The tools and techniques presented in the course can be used in waterfall and agile environments.

After completing the course, you will have reviewed more than 80% of the tools and techniques that are described in the PMBOK, sixth edition. Taking this course will prepare you for your future certification exams and of course for you new job as Project Manager. The practical and logic approach of this course will give a head start over your colleagues and competitors for promotions and jobs.

The course Project Management Tools and Techniques is based on PMI terminology and follows the PMBOK, sixth edition. You can use the certificate of the course to claim the training hours for your certification application or for claiming PDUs when you are PMI certified. The course contains about 14.5 hours of video materials, additional tests after each section and a final test at the end of the course, in total 7 hours of time for tests. During the course, you will have the opportunity to complete practical exercises that will give you even more practical training time.

Those of you who want to claim the training time or PDUs for certification at the PMI can claim the total course time of 21.5 hours. In case you are audited, you can contact us to give you the certification to prove your participation in this course.

When you claim PDUs or use the course to specify your formal training you can use the following information to complete the application related to the talent triangle:

Provider: De Ceuster Academy @ APraCom, s.r.o.

Technical: 13
Strategic & Business: 3.5
Leadership: 5

Content

  • Introducing Project Management Definitions, Terms, and Terminologies
  • The Project Management Process and Life Cycle
  • Define the project
  • Generate Tasks
  • Determine Resources, Roles, and Responsibilities and develop estimates
  • Define Task Interdependencies and Analyse Critical Path
  • Develop Schedule
  • Perform Resource Loading and Leveling
  • Generate Project Budget
  • Uncertainty and Risks in Projects
  • Develop a Risk Management Plan
  • Project Execution, Follow-up and Reporting
  • Project Close-Out Phase and lessons learned
  • Case studies/Exercises
  • Intermediate and Final Tests
  • Certificate of Successful Completion

Learning Outcomes
At the end of the course, the participants will be able to:

  • Define and describe what a project is and what the major steps are to define, plan, execute, monitor & control and close out a project
  • Paraphrase the main terminology related to projects according to the PMBOK® Guide, Sixth Edition, 2017
  • List the main steps in the project life cycle: define, plan, execute, monitor and control, and closeout
  • Decompose a project and create a Work Breakdown Structure (WBS) and identify tasks to complete
  • Create a project schedule using the Precedence Diagramming Method, calculate and interpret the critical path
  • Allocate resources to Activities and calculate the duration and cost of individual tasks
  • Calculate the time-phased and cumulative budget and S-curve
  • Determine the critical path position of the project
  • Identify, Qualify and Quantify Project Risks
  • Create a risk management plan
  • List the advantages and disadvantages of projects
  • Apply the tools and techniques on an in-class project and projects in their company
$ 409.99
409.99 USD $ 409.99
$ 7,999.00
Responsible Luc De Ceuster
Last Update 06/05/2026
Completion Time 2 hours 21 minutes
Members 2
  • Section 1 - Course Introduction (empty)
    4Lessons · 15 min
  • Section 2 - Introduction to Project Management. Terminology and Definitions (empty)
    17Lessons · 1 hr 11 min
    • 2.1 Introduction to Section 2
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    • 2.2 Learning Outcomes of Section 2
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    • 2.3 Example of Projects
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    • 2.4 Defining a Project
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    • 2.5 Projects, Processes, and Programs
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    • 2.6 Managing Projects
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    • 2.7 Functions of the Project Manager
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    • 2.8 The Project Management Process
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    • 2.9 Project Management Definition
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    • 2.10 Skillset of the Project Manager
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    • 2.11 Benefits of Project Management
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    • 2.12 The Scope Triangle
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    • 2.13 Creep, Gold Plating, and the Pain Curve
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    • 2.14 Organizational Structures
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    • 2.15 Power of the Project Manager
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    • 2.16 Review of Section 2
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    • Quiz Section 2
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  • Section 3 - Project Management Process and Life Cycle (empty)
    11Lessons ·
    • 3.1 Introduction to Section 3
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    • 3.2 Learning Outcomes of Section 3
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    • 3.3 Where do Projects come From
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    • 3.4 Evaluation of Different Solutions, Project Selection
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    • 3.5 The Project Management Process
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    • 3.6 Progressive Elaboration and the Rolling Wave Approach
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    • 3.7 Application of Lean Principles in Project Management
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    • 3.8 Other Project Environments
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    • 3.9 The Project in 10 Steps
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    • 3.10 The Project Management Knowledge Areas
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    • 3.11 Review Section 3
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  • Section 4 - Project Definition and Initiation (empty)
    13Lessons ·
    • 4.1 Introduction to Section 4
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    • 4.2 Learning Outcomes Section 4
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    • 4.3 Identification and Influence of Stakeholders
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    • 4.4 Parameters for Project Identification
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    • 4.5 Using Words in the Charter
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    • 4.6 Defining Project Success
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    • 4.7 The Project Definition Process
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    • 4.8 Project Definition Process - Step 1
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    • 4.9 The Project Definition Process - Step 2
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    • 4.10 Content of the Charter
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    • 4.11 Content of the De Ceuster Academy Charter
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    • 4.12 The Toyota Case and the Development of the Lexus
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    • 4.13 Review of Section 4
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  • Section 5 - Requirements and Scope (empty)
    11Lessons ·
    • 5.1 Content of Section 5
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    • 5.2 Learning Outcomes of Section 5
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    • 5.3 Requirements
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    • 5.4 The Project Scope
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    • 5.5 Decomposition of a Project
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    • 5.6 Building the Work Breakdown Structure
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    • 5.7 Completing the WBS and WBS Dictionary
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    • 5.8 Examples of Work Breakdown Structures
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    • 5.9 Decomposing Work Packages into Activities
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    • 5.10 Uses of the Work Breakdown Structure
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    • 5.11 Review of Section 5
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  • Section 6 - Roles, Responsibilities, and Estimates (empty)
    9Lessons ·
    • 6.1 Content of Section 6
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    • 6.2 Learning Outcomes of Section 6
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    • 6.3 Identifying Resources toComplet the Activities
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    • 6.4 Assigning Resources to Activities
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    • 6.5 Estimating Duration of Activities
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    • 6.6 Types of Activities
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    • 6.7 Calculating Activity Duration using Three Point and PERT Estimates
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    • 6.8 Effect of Stakeholders on Activity Duration
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    • 6.9 Review Section 6
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  • Section 7 - Define Dependencies and Critical Path (empty)
    15Lessons ·
    • 7.1 Content of Section 7
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    • 7.2 Learning Outcomes of Section 7
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    • 7.3 Chronological Order of Activities
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    • 7.4 Diagramming Methods
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    • 7.5 Precedences, Leads, and Lags
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    • 7.6 Developing the Precedence Diagram using PDM
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    • 7.7 Precedence Diagraming Example
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    • 7.8 Identifying Different Paths Through the Network
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    • 7.9 The Critical Path Method - Precedence Diagram
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    • 7.10 The Critical Path Method - Forward Pass
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    • 7.11 Critical Path Method - Backward Pass
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    • 7.12 Calculate Slack or Float. Identify Critical Path
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    • 7.13 Define the Critical Path, Alternative Calculation
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    • 7.14 Project Duration Reduction
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    • 7.15 Overview of Section 7
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  • Section 8 - Develop the Project Schedule (empty)
    10Lessons ·
    • 8.1 Content of Section 8
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    • 8.2 Learning Outcomes of Section 8
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    • 8.3 How to make a Gantt or Harmonogram
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    • 8.4 Exercise Gantt with the Activities in ES Position
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    • 8.5 Exercise Gantt with the Activities in LS Position
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    • 8.6 Introducing ProjectLibre
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    • 8.7 Making a Gantt with ProjectLibre
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    • 8.8 ProjectLibre - Live Demo
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    • 8.9 Different Uses of Gantt
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    • 8.10 Review of Section 8
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  • Section 9 - Resource Loading, Smoothing and Levelling (empty)
    9Lessons ·
    • 9.1 Content of Section 9
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    • 9.2. Learning Outcomes of Section 8
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    • 9.3 Adding Resources to the Project
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    • 9.4 Principles of Resources Loading and Verification Process
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    • 9.5 Three Step Evaluation of Resource Activity - Exercise
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    • 9.6 Finding a Solution for Resource Problems
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    • 9.7 Adding Resources to ProjectLibre
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    • 9.8 ProjecLibre - Live Demo
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    • 9.9 Recapitulation of Section 9
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  • Section 10 - Generate the Project Budget (empty)
    14Lessons ·
    • 10.1 Content of Section 10
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    • 10.2 Learning Outcomes of Section 10
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    • 10.3 Importance of Cost Management and Budgeting
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    • 10.4 Defining the Different Costs
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    • 10.5 Estimating Costs
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    • 10.6 Tangible and Intangible Costs
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    • 10.7 Different Types of Budget Loading
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    • 10.8 Time Phased Budget
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    • 10.9 Cumulative Budget
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    • 10.10 Budget ES, LS, PS, and Critical Path Position
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    • 10.11 Earned Value Parameters
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    • 10.13 Exercise - Critical Path Position
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    • 10.14 Review of Section 10
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    • 10.12 Project and Company Budget
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  • Section 11 - Uncertainty in Projects and Risk Management (empty)
    12Lessons · 45 min
    • 11.1 Content of Section 11
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    • 11.2 Learning Outcomes Section 11
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    • 11.3 Defining Risk in a Project Environment
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    • 11.4 The Risk Management Process
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    • 11.5 Risks and the Project
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    • 11.6 Risks Identification
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    • 11.7 Risk Identification Tools
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    • 11.8 Qualitative Risk Evaluation
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    • 11.9 Quantitative Risk Evaluation
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    • 11.10 PERT and Monte Carlo Evaluation
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    • 11.11 Risk Responses
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    • 11.12 Review of Section 11
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  • Section 12 - Project Execution (empty)
    11Lessons · 10 min
    • 12.1 Content of Section 12
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    • 12.2 Learning Outcomes of Section 12
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    • 12.3 The Project plan is completed. What now?
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    • 12.4 Project Kick-Off Meeting
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    • 12.5 Data to use for Project Execution
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    • 12.6 Status overview related to Schedule
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    • 12.7 Status overview related to Cost
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    • 12.8 The Earned Value Approach
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    • 12.9 Change Management during Execution
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    • 12.10 How to react to Variances?
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    • 12.11 Review of Section 12
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  • Section 13 - Project Close Out (empty)
    9Lessons ·
    • 13.1 Content of Section 13
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    • 13.2 Learning Outcomes Section 13
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    • 13.3 Importance of Close-Out
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    • 13.4 Transferring the Project to Life Cycle Management
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    • 13.5 Closing Outstanding Contracts and Invoices
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    • 13.6 As-Built Plans
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    • 13.7 Closing Review
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    • 13.8 Closing and Knowledge Management
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    • 13.9 Review Section 13
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  • Section 14 - Course Review (empty)
    13Lessons ·
    • 14.1 Content of Section 14
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    • 14.3 Quick Review Section 3 - Project Management Process & Life Cycle
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    • 14.4 Quick Review Section 4 - Project Definition and Initiation.
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    • 14.5 Quick Review Section 5 - Define Requirements, Scope, and WBS.
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    • 14.6 Quick Review Section 6 - Roles and Responsibilities. Estimates
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    • 14.7 Quick Review Section 7 - Define Dependencies and Critical Path
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    • 14.8 Quick Review Section 8 - Develop Project Schedule
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    • 14.9 Quick Review Section 9 - Resources Loading, Smoothing and Leveling
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    • 14.10 Quick Review Section 10 - Generate Project Budget
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    • 14.11 Quick Review Section 11 - Uncertainty in Projects. Risk Management.
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    • 14.12 Quick Review Section 12 - Project Execution, Monitor and Control
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    • 14.13 Quick Review Section 13 - Project Close-Out
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    • 14.2 Quick Review Section 2 - Introduction to Project Management.
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