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What's Included
Deeply Practical Project Management (Earn 16 PDUs)
$199 Value
Certified Lean Six Sigma White Belt
$199 Value
Certified Lean Six Sigma Green Belt
$199 Value
Time Management & Productivity for Effective Time Management
$199 Value
Agile Prep Course
$199 Value
Project Management Training
$199 Value
Process Mapping Masterclass: A Practical Guide for Beginners
$199 Value
Value Stream Mapping Masterclass: Become a VSM Specialist
$199 Value
Project Management in One Hour
$199 Value
Certified Lean Six Sigma Black Belt
$199 Value
Product Details
Access
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Content
8.0 hours
Lessons
209
Deeply Practical Project Management (Earn 16 PDUs)
Learn How to Implement PMI Project Management Best Practices & Earn 16 PDUs
By William Stewart | in Online Courses
This 8-hour course provides a deeply practical description of how to use the tried and true Project Management Institute (PMI) best practices to manage your projects through every stage of a project management lifecycle. First, it provides an overview of key project management concepts. Then, the project management processes are mapped across a timeline, and you explore the specific actions you need to take and the documentation you need to prepare at each step. The course is end-to-end, comprehensive, divided into more than 200 videos, and easy to understand.
4.5/5 average rating:
★ ★ ★ ★
★
- Access 209 lectures & 8 hours of content 24/7
- Efficiently plan your project & know the scope, schedule, budget, and risks before you start
- Get stakeholder buy-in & senior management support at the beginning of your project, and maintain it throughout
- Understand the use of software tools to support the processes
- Understand the role & key skills of a project manager
William Stewart PhD, PMP
William Stewart is a Project Management Institute (PMI) certified Project Management Professional (PMP), with more than 25 years of experience using the PMI processes to manage projects from $250K to $55M. He has delivered more than 200 onsite PM courses to more than 2,000 people. He has worked for large corporations, government, academia, and founded a software startup. He has in-depth experience with project management, risk management, systems integration, and software engineering.
4.5/5 Instructor Rating:
★ ★ ★ ★
★
William Stewart is a Project Management Institute (PMI) certified Project Management Professional (PMP), with more than 25 years of experience using the PMI processes to manage projects from $250K to $55M. He has delivered more than 200 onsite PM courses to more than 2,000 people. He has worked for large corporations, government, academia, and founded a software startup. He has in-depth experience with project management, risk management, systems integration, and software engineering.
Important Details
- Length of time users can access this course: lifetime
- Access options: desktop & mobile
- Redemption deadline: redeem your code within 30 days of purchase
- Experience level required: all levels
- Have questions on how digital purchases work? Learn more here
Requirements
- Any device with basic specifications
Course Outline
Your First Program
Downloads and Reporting PDU's
- Downloads
- Reporting PDU's To The PMI
Overview: Contents
- Overview: Contents Of Overview Chapter - 1:28
Overview: The PMI Framework
- Overview: The Project Management Institute - 1:56
- Overview: Project Definition - 1:25
- Overview: Program Definition - 2:32
- Overview: The Five PM Stages - 4:57
- Overview: The PM Knowledge Areas - 0:47
- Overview: Project Players - 2:29
- Overview: Exercise: Baseline Your Project Players - 0:46
Overview: Techniques & Tools
- Overview: Two Basic Project Management Techniques - 3:01
- Overview: Project Management Software Tools - 2:56
Overview: Strategic Plan
- Overview: The Link To The Strategic Plan - 2:10
- Overview: Exercise: Link To Your Strategic Plan - 0:49
Overview: The Triple Constraint
- Overview: The Triple Constraint - 5:53
Overview: Keys To Success
- Overview: Exercise: Project Success & Failure - 0:23
- Overview: The Standish Group Chaos Report - 2:19
- Overview: The Top 3 Drivers Of Project Success - 6:47
Overview: The Project Manager
- Overview: The Role Of The Project Manager - 2:41
- Overview: Project Manager Requirements - 3:02
- Overview: Communications Essentials - 6:12
- Overview: Team Formation - 2:12
- Overview: Team Foundations - 6:56
- Overview: Team Dynamics - 7:37
- Overview: Negotiation Essentials - 4:37
- Overview: Leadership Essentials - 2:56
- Overview: Exercise: Your Project Manager Development - 0:36
Overview: Chapter Summary
- Overview: Summary Checklist - 6:15
Initiation: Contents
- Overview: Summary Checklist - 1:49
Initiation: Introduction
- Initiation: The Purpose Of Initiation - 2:54
- Initiation: The Project Manager Role - 1:40
Initiation: The Sponsor & Customer
- Initiation: The Sponsor & Customer - 1:56
Initiation: Stakeholders
- Initiation: The Project Stakeholders - 2:20
- Initiation: Stakeholder Analysis - 1:23
- Initiation: Exercise: Baseline Your Stakeholders - 0:54
Initiation: The First Level Scope
- Initiation: The Project Objective - 3:54
- Initiation: Objective Process - 2:44
- Initiation: Assumptions & Constraints - 2:02
- Initiation: The Conceptual Solution - 0:59
- Initiation: Exercise: Baseline Your Initiation Scope - 0:51
Initiation: The Business Case
- Initiation: The Business Case - 3:12
- Initiation: The Benefit Cost Ratio (BCR) - 3:48
- Initiation: Examples – Business Case BCR & ROI - 6:13
- Initiation: Exercise: Baseline Your Business Case - 0:41
Initiation: The Project Manager & Mandate
- Initiation: The Project Manager & Mandate - 1:42
Initiation: The Project Charter
- Initiation: The Project Charter - 2:55
- Initiation: Exercise: Baseline Your Project Charter - 0:49
Initiation: Chapter Summary
- Initiation: Summary Checklist - 1:56
Planning: Contents
- Planning: Contents Of Planning Chapter - 3:01
Planning: Introduction
- Planning: The Purpose Of Planning - 1:56
- Planning: One Page Planning Flowchart - 5:02
- Planning: The Core Project Team (CPT) - 1:25
- Planning: Exercise: Gather Your Core Project Team - 0:47
Planning: Requirements
- Planning: From Objective To Requirements - 2:47
- Planning: Requirements – A Long-Time Challenge - 0:59
- Planning: Example – Health System - 0:34
- Planning: Importance Of Requirements - 1:59
- Planning: Gathering Requirements - 2:14
- Planning: Requirements Attributes - 3:06
- Planning: Requirements Key Points - 2:54
- Planning: Requirements Document & Approval - 2:00
- Planning: Example – Buying Chairs - 1:32
- Planning: Exercise: Baseline Your Project Requirements - 1:13
Planning: Solution
- Planning: The Solution Definition - 2:00
- Planning: Exercise: Baseline Your Project Solution Definition - 0:45
Planning: Deliverables
- Planning: The Work Breakdown Structure (WBS) - 2:14
- Planning: Examples – Aircraft, Shed, Supper, Standards, Process - 5:19
- Planning: WBS Process - 2:15
- Planning: WBS Key Points - 2:21
- Planning: WBS Methods - 4:55
- Planning: When To Break Down Deliverables Further - 6:29
- Planning: Relationship Of WBS & Requirements - 1:08
- Planning: The WBS Dictionary - 1:14
- Planning: Deliverables → Work Packages → Activities - 1:46
- Planning: WBS Drawing Tools - 0:28
- Planning: Why Not Use The Gantt Tool For The WBS?
- Planning: Exercise: Baseline Your WBS - 1:22
Planning: Logic
- Planning: The Precedence Diagram - 1:35
- Planning: Kinds Of Links, And Leads And Lags - 3:04
- Planning: Examples – Generic, Shed, Supper, Standards, Process - 5:41
- Planning: Precedence Diagram Process - 3:31
- Planning: Precedence Diagram Patterns - 1:36
- Planning: Precedence Diagram Drawing Tools - 0:41
- Planning: Exercise: Baseline Your Precedence Diagram - 1:31
- Planning: Why Not Use The Gantt Tool For The Precedence Diagram?
Planning: Estimating
- Planning: Exercise: The Power Of Estimation - 0:58
- Planning: Estimating Methods - 3:08
- Planning: The Statistical Power Of Multiple Estimates - 2:41
- Planning: Activity Breakdown - 5:39
- Planning: Factoring For Productivity & Availability - 2:29
- Planning: An Estimating Spreadsheet - 1:04
- Planning: PERT & Straight 3-Point Techniques - 5:48
- Planning: The Delphi Technique - 3:22
- Planning: Handling Estimating Error - 2:16
- Planning: Exercise: Estimate Your Project - 0:48
Planning: Schedule
- Planning: The Gantt Chart - 2:45
- Planning: Example – Gantt Chart - 2:05
- Planning: The Critical Path - 1:51
- Planning: Critical Path Process - 3:04
- Planning: Example – Critical Path Process - 1:11
- Planning: Example – Forward Pass - 4:17
- Planning: Example – Backward Pass - 2:58
- Planning: Example – Critical Path With Float - 3:26
- Planning: Exercise: Baselining Your Schedule - 1:04
- Planning: The Schedule Milestones - 1:55
- Planning: Exercise: Setting Your Milestones - 0:58
Planning: Resources
- Planning: Resource Leveling - 3:00
- Planning: Resource Planning - 1:44
- Planning: Exercise: Baseline Your Resource Plan - 1:06
Planning: Cost
- Planning: Estimating Cost - 2:01
- Planning: Cost Breakdown - 0:49
- Planning: Cost Accounts - 1:39
- Planning: The Project Cost Baseline - 0:53
- Planning: Exercise: Baseline Your Project Cost - 0:45
Planning: Procurement
- Planning: Deciding To "Build Or Buy" - 3:15
- Planning: Procurement Documents - 1:57
- Planning: Contract Types - 2:54
- Planning: Selecting The Winner - 2:25
- Planning: Exercise: Baseline Your Procurement Planning - 0:34
Planning: Risk
- Planning: Risk Management - 4:10
- Planning: Risk Planning - 2:19
- Planning: Risk Identification - 2:01
- Planning: Standard Risk Statement Form - 2:49
- Planning: Risk Qualification - 2:02
- Planning: Risk Quantification - 2:21
- Planning: Response Planning - 1:45
- Planning: Other Risk Elements - 1:37
- Planning: The Risk Register - 3:30
- Planning: Critical Chain Management - 2:55
- Planning: Risk Buffer Allocation - 1:24
- Planning: The Risk Reserve & Management Reserve - 1:44
- Planning: Opportunity Risks - 1:43
- Planning: Opportunity Planning - 1:59
- Planning: Exercise: Baseline Your Risk Budget - 1:10
Planning: Communications
- Planning: Communications Planning - 1:51
- Planning: Exercise: Baseline Your Communications Plan - 0:37
Planning: The Project Plan
- Planning: The Project Management Plan - 5:22
- Planning: Final Project Plan Review - 2:19
- Planning: Exercise: Baseline Your Project Plan - 0:45
Planning: Chapter Summary
- Planning: Summary Checklist - 10:27
Execution: Contents
- Execution: Contents Of Execution Chapter - 1:03
Execution: Introduction
- Execution: The Purpose Of Execution - 1:53
Execution: The Project Team
- Execution: Building The Project Team - 3:22
- Execution: Project Team Key Points - 3:45
- Execution: Functional Organizations - 0:40
- Execution: Projectized Organizations - 0:31
- Execution: Matrix Organizations - 1:17
- Execution: Management Of Matrix Organizations - 1:38
- Execution: Matrix Personnel Allocation - 2:20
- Execution: Delegation - 2:59
- Execution: Team Motivation - 2:29
- Execution: Managing People Conflict - 6:12
- Execution: Exercise: Gather The Project Team - 1:15
Execution: Communications
- Execution: Communication Modes - 2:15
Execution: First Steps
- Execution: Kickoff Meetings - 3:01
- Execution: Project Requirements Review (PRR) - 2:16
- Execution: Exercise: Take Project First Steps - 0:44
Execution: Design & Build
- Execution: Design Before Build - 2:10
- Execution: Exercise: Design & Build Your Project - 0:51
Execution: Problem Identification
- Execution: Finding Root Causes - 1:37
Execution: Chapter Summary
- Execution: Summary Checklist - 4:27
Monitoring & Control: Contents
- Monitoring & Control: Contents Of Monitoring & Control Chapter - 1:24
Monitoring & Control: Introduction
- Monitoring & Control: The Purpose Of Monitoring And Control - 2:21
- Monitoring & Control: Managing Expectations - 2:12
Monitoring & Control: The Weekly Heartbeat
- Monitoring-Weekly Heartbeat-0 - 3:14
- Monitoring & Control: Exercise: Organize Your Weekly Meeting - 0:46
Monitoring & Control: Managing Scope
- Monitoring & Control: Managing Scope Change - 2:18
- Monitoring & Control: Change Impact Analysis - 1:48
- Monitoring & Control: Change Approval - 8:23
- Monitoring & Control: Exercise: Organize Your Project Change Control - 1:13
Monitoring & Control: Managing Time
- Monitoring & Control: Schedule Statusing - 2:59
- Monitoring & Control: Managing Schedule - 2:35
- Monitoring & Control: Schedule Crashing & Fast-Tracking - 6:24
Monitoring & Control: Managing Cost
- Monitoring & Control: Cost Statusing - 1:09
- Monitoring & Control: Managing Cost - 2:39
Monitoring & Control: Managing Risk
- Monitoring & Control: Managing Risk - 8:22
Monitoring & Control: Earned Value Management (EVM)
- Monitoring & Control: EVM Overview - 2:37
- Monitoring & Control: EVM Metrics - 2:58
- Monitoring & Control: EVM Cost Projections - 2:22
- Monitoring & Control: EVM Schedule Projections - 2:26
- Monitoring & Control: EVM Meaning - 1:45
- Monitoring & Control: Example – EVM - 3:27
Monitoring & Control: Managing Quality
- Monitoring & Control: Quality, Deming, And Fit For Purpose - 5:24
- Monitoring & Control: Peer Reviews - 3:03
- Monitoring & Control: User Reviews - 2:37
- Monitoring & Control: User Review Management Tool - 4:59
Monitoring & Control: Problem Resolution
- Monitoring & Control: Solution Options - 2:44
- Monitoring & Control: Persuasion Techniques - 2:26
Monitoring & Control: The Monthly Heartbeat
- Monitoring & Control: Monthly Statusing - 3:02
- Monitoring & Control: One Page Monthly Report - 1:41
- Monitoring & Control: The Monthly Review - 3:27
- Monitoring & Control: Exercise: Organize Your Monthly Review - 1:16
Monitoring & Control: Chapter Summary
- Monitoring & Control: Summary Checklist - 5:46
Closing: Contents
- Closing: Contents Of Closing Chapter - 0:59
Closing: Introduction
- Closing: The Purpose Of Closing - 1:47
Closing: Procurement
- Closing: Contract Closure - 1:56
Closing: Acceptance
- Closing: Change Management - 2:25
- Closing: Scope Verification - 1:34
- Closing: Scenario Based Scope Verification - 1:40
- Closing: Practical Delivery Criteria - 1:55
- Closing: Transition To Operations - 1:01
- Closing: Exercise: Close Your Project Scope - 1:09
Closing: Lessons Learned
- Closing: The Lessons Learned Process - 2:21
Closing: Team Closure
- Closing: People Transition - 1:58
- Closing: The Project Celebration - 1:34
- Closing: Exercise: Manage Team Closure - 0:48
Closing: The Final Report
- Closing: The Project Final Report - 1:57
- Closing: Exercise: Finalize Your Final Report - 0:47
Closing: Chapter Summary
- Closing: Summary Checklist - 4:12
Access
Lifetime
Content
2.0 hours
Lessons
23
Certified Lean Six Sigma White Belt
Understand DMAIC, the Essence of the Six Sigma Project Structure
By Six Sigma Academy Amsterdam | in Online Courses
This course teaches you the very foundations of Lean Six Sigma. Certified Six Sigma White Belts are supposed to understand the Six Sigma project structure's essence, which is the DMAIC structure. They should get a helicopter view of that project structure. They are not expected to master the Lean Six Sigma tools. This course will introduce you to that Six Sigma DMAIC structure by showing you an actual Lean Six Sigma project. It follows the Dutch higher education BKO and BKE guidelines and is taught by accredited Master Six Sigma Black Belts who work in the business field and teach at Dutch and UK universities.
- Access 23 lectures & 2 hours of content 24/7
- Become a certified Six Sigma White Belt with BKO accredited certification
- Experience a real Six Sigma project from A to Z
- Get a helicopter view of DMAIC structure of Six Sigma
- Learn the difference between Kaizen & Six Sigma
- Be able to join conversation with Six Sigma professionals
Six Sigma Academy Amsterdam
BKO-accredited university lecturers following ASQ guidelines
Six Sigma Academy Amsterdam started when a number of university lecturers from the Netherlands decided to make expensive Lean Six Sigma education more affordable, practical, time-efficient, and entertaining. All course developers and lecturers involved are Six Sigma Master Black Belts and as such able to train students and future instructors. All the Lean Six Sigma programs offered are accredited based on the Dutch BKO standards and the student experience shows that the degrees are globally accepted and respected.
BKO-accredited university lecturers following ASQ guidelines
4.6/5 Instructor Rating:
★ ★ ★ ★
★
Six Sigma Academy Amsterdam started when a number of university lecturers from the Netherlands decided to make expensive Lean Six Sigma education more affordable, practical, time-efficient, and entertaining. All course developers and lecturers involved are Six Sigma Master Black Belts and as such able to train students and future instructors. All the Lean Six Sigma programs offered are accredited based on the Dutch BKO standards and the student experience shows that the degrees are globally accepted and respected.
Important Details
- Length of time users can access this course: lifetime
- Access options: desktop & mobile
- Redemption deadline: redeem your code within 30 days of purchase
- Experience level required: all levels
- Have questions on how digital purchases work? Learn more here
Requirements
- Any device with basic specifications
Course Outline
- Introduction to Six Sigma
- What is six sigma? - 10:21
- Structure of course - 5:20
- Bonus content: 7 Tools of Quality
- Procedure certification
- A tour through a real Six Sigma project
- Introduction to real six sigma case
- Define phase intro - 7:45
- Define phase I - 8:11
- Define phase II - 6:26
- Define phase III - 9:46
- Intro measure phase - 10:44
- Measure phase - 6:46
- Analyze Phase - 11:29
- Improve phase part 1 - 14:01
- Improve phase part 2 - 9:57
- Control Phase - 7:23
- Bonus section: The 7 Tools of Quality
- 7 Tools of Quality
- Intro 7 Tools of Quality - 3:13
- 7 Tools of Quality Part 1 - 7:14
- 7 Tools of Quality Part 2 - 6:52
- 7 Tools of Quality Part 3 - 11:26
- Pareto Chart with MS Excel - 5:42
- Histogram with Excel - 4:25
- Exercise 7 Tools of Quality
Access
Lifetime
Content
5.0 hours
Lessons
50
Certified Lean Six Sigma Green Belt
Streamline Your Projects & Solve Your Problems More Effectively and Efficiently
By Six Sigma Academy Amsterdam | in Online Courses
Lean Six Sigma is a decades-old proven methodology that slashes costs and boosts profit. Companies like Boeing, Amazon, Atos, Maersk shipping, Ford Motor Company, and hospitals, IT companies, and fast food giants require Lean Six Sigma certification as a condition for applying for high-level jobs. You will build your knowledge from the Lean Six Sigma White Belt course and become a certified (Dutch BKO/BKE accredited) Lean Six Sigma Green Belt.
4.5/5 average rating:
★ ★ ★ ★
★
- Access 50 lectures & 5 hours of content 24/7
- Understand the critical path method
- Translate Voice of Customer (VoC) to Critical to Quality (CTQ) factors
- Learn about single OLS regression, correlation analysis, geometric mean, & standard deviation
- Dive into the 6 sigma DMAIC overview
Six Sigma Academy Amsterdam
BKO-accredited university lecturers following ASQ guidelines
Six Sigma Academy Amsterdam started when a number of university lecturers from the Netherlands decided to make expensive Lean Six Sigma education more affordable, practical, time-efficient, and entertaining. All course developers and lecturers involved are Six Sigma Master Black Belts and as such able to train students and future instructors. All the Lean Six Sigma programs offered are accredited based on the Dutch BKO standards and the student experience shows that the degrees are globally accepted and respected.
BKO-accredited university lecturers following ASQ guidelines
4.6/5 Instructor Rating:
★ ★ ★ ★
★
Six Sigma Academy Amsterdam started when a number of university lecturers from the Netherlands decided to make expensive Lean Six Sigma education more affordable, practical, time-efficient, and entertaining. All course developers and lecturers involved are Six Sigma Master Black Belts and as such able to train students and future instructors. All the Lean Six Sigma programs offered are accredited based on the Dutch BKO standards and the student experience shows that the degrees are globally accepted and respected.
Important Details
- Length of time users can access this course: lifetime
- Access options: desktop & mobile
- Redemption deadline: redeem your code within 30 days of purchase
- Experience level required: all levels
- Have questions on how digital purchases work? Learn more here
Requirements
- Any device with basic specifications
Course Outline
- Introduction to Lean Six Sigma
- So what is Six Sigma? - 5:05
- DMAIC, the backbone of Six Sigma - 5:52
- Microsoft Excel vs Minitab - 3:40
- Procedure certification
- Define phase
- Define phase intro - 2:10
- Critical path method part 1 - 3:48
- Critical path method part 2 - 9:46
- Critical path method part 3 - 8:50
- EXERCISE: Critical path method - 1:03
- VoC and CTQ - 3:36
- EXERCISE: VoC and CTQ - 4:21
- Problem definition - 8:52
- Measure phase
- Measure phase intro - 4:45
- QFD intro
- Quality Function Deployment (QFD) - 15:44
- Measurement scales - 10:57
- EXERCISE: Measurement scales - 0:43
- Central tendency - 12:13
- Geometric mean with Excel - 7:46
- EXERCISE: (Geometric) mean with Excel - 2:31
- Normal distribution - 8:00
- Standard Deviation Part 1 - 14:46
- Standard Deviation Part 2 - 12:04
- Standard Deviation with Excel - 6:15
- EXERCISE: Standard deviation - 1:47
- EXERCISE: Standard deviation with Excel - 1:33
- DPMO and sigma score part 1 - 5:27
- DPMO and sigma score part 2 - 3:20
- DPMO and sigma score part 3 - 3:17
- Sampling - 11:20
- MSA - 11:08
- Analyze phase
- Analyze phase intro - 2:05
- Correlation - 12:55
- Correlation with Excel Part 1 - 6:06
- Correlation with Excel Part 2 - 6:27
- EXERCISE: Correlation with Excel - 1:19
- Single OLS regression - 17:55
- Single OLS regression with Excel - 6:39
- EXERCISE: Single OLS regression with Excel - 1:15
- Non-linear regression - 15:35
- Improve phase
- Intro Improve phase
- DOE part 1 - 13:14
- DOE part 2 - 8:40
- Intro takt time, cycle time and bottlenecks - 3:27
- Takt time - 3:16
- Cycle time and bottlenecks - 6:12
- Bottleneck solution - 4:10
- Control phase
- Control phase intro - 12:06
- Control charts 1 - 11:06
- Control charts 2 - 16:40
Access
Lifetime
Content
1.0 hours
Lessons
38
Time Management & Productivity for Effective Time Management
Get More Done in Less Time with the Perfect Mindset, Principles, & Practices Used by Experts
By Paul Ashun | in Online Courses
Time management is all about the way you plan your day, organize your focus, and decide which activities to place your attention on. Though it seems almost silly to learn about time management instead of using your time to work, you will discover that it pays off. Time management is all about the way you plan your day, organize your focus, and decide which activities to place your attention on. Though it seems almost silly to learn about time management instead of using your time to work, you will discover that it pays off.
4.3/5 average rating:
★ ★ ★ ★
★
- Access 38 lectures & 1 hour of content 24/7
- Explode your productivity & get more done in one day than others do in a week
- Use simple techniques to do twice the work for half the effort
- Learn what most successful people do so you can outperform your competition
- Become an excellent time manager & gain an awesome reputation professionally
- Get rid of distractions so you can focus on your top priorities
- Organize your projects for maximum productivity & flawless time management
Paul Ashun | CSM, Author-Scrum Productivity Books, CEO Pashun Consulting
Paul Ashun is the CEO/Managing Director and Chief Consultant at Pashun Consulting Ltd, author of Scrum Mega Pack, and a certified Scrum Master and coach with experience in international blue-chip companies dating back to 1999. That experience includes leading projects for the BBC, General Electric, Oracle, BSkyB, HiT Entertainment, and Razorfish. These roles have all involved leadership on a wealth of mobile, Internet TV, and web software projects.
4.4/5 Instructor Rating:
★ ★ ★ ★
★
Paul Ashun is the CEO/Managing Director and Chief Consultant at Pashun Consulting Ltd, author of Scrum Mega Pack, and a certified Scrum Master and coach with experience in international blue-chip companies dating back to 1999. That experience includes leading projects for the BBC, General Electric, Oracle, BSkyB, HiT Entertainment, and Razorfish. These roles have all involved leadership on a wealth of mobile, Internet TV, and web software projects.
Important Details
- Length of time users can access this course: lifetime
- Access options: desktop & mobile
- Redemption deadline: redeem your code within 30 days of purchase
- Experience level required: all levels
- Have questions on how digital purchases work? Learn more here
Requirements
- Any device with basic specifications
Course Outline
- Introduction
- Introducing Time Management and Productivity - 0:42
- What is Time Management - 1:13
- Introducing Time Management and Productivity
- Benefits to Learning About Time Management - 1:53
- Neglecting to Effectively Manage Your Time Will Lead To - 1:59
- Key Points to Keep in Mind - 0:54
- Time Management is About Having a Balanced Life - 0:59
- How Good Are You at Managing Your Time - 0:32
- Examples of Activities at Work That Are Normally Unproductive - 1:39
- Tips For Explosive Productivity and Time Management
- Achieving Balance in Life and Work - 0:57
- Is Productivity or Procrastination Something You Are Born With - 1:03
- The Best Information Out There - 0:37
- How to Utilize Paper to get Tasks Done - 2:04
- How to Organize Interruptions into Groups - 1:50
- How to Take that First Tiny Step - 1:53
- How to be Selective about your Energy - 1:31
- How to Tackle Tasks For Best Effect - 2:10
- What You Should Do First - 2:00
- How to Organize your E-mail Habits - 1:53
- What You Should Do before you Go to Sleep - 2:07
- The Key For Starting The Day - 1:36
- Which Task you Must Do, First - 2:17
- What The Pros Say To Themselves for Better Time Management - 2:11
- Why You Must Do What you Fear - 1:56
- How to Act like your Most Ideal Self - 2:12
- How to Use Visualization Techniques to Improve Time Management - 2:09
- How to Develop a One-Track Mind - 2:22
- How to Get Rid of Distractions - 2:13
- How to Take Advantage of Rituals - 1:52
- How to Stick to Meeting Time Limits - 1:03
- How to Use Technology to Improve Time Management Skills - 1:28
- How to Learn from Highly Productive People - 2:19
- Conclusion - 0:35
- EXTRA: Agile Methods For Productivity
- How to use Agile for Productivity and Time Management - 1:26
- How to use Scrum for Productivity and Time Management - 6:23
- How to use Kanban for Productivity and Time Management - 5:45
- Tools Part 1: How to use Jira for Productivity and Time Management - 7:23
- Tools Part 2: How to use Jira for Productivity and Time Management - 21:20
- BONUS Materials
- BONUS LECTURE
Access
Lifetime
Content
10.0 hours
Lessons
326
Agile Prep Course
Become an Expert on the Finest Management Methodology with Agile Projects, Fundamentals & Tools
By Integrity Training | in Online Courses
Pass the world's fastest-growing Agile certification in the first attempt with this advanced 10-hour course. It covers the entire recommended content for the PMI Agile Certified Practitioner (PMI-ACP) certification, including the Agile professional skillset, fundamentals, framework, and management methodologies. This course is equally helpful for candidates looking to gain initial familiarity with Agile practices as well as experienced professionals already using Agile approaches and want to stay relevant in the competitive and professional world.
4.0/5 average rating:
★ ★ ★ ★
★
- Access 326 lectures & 10 hours of content 24/7
- Get a standard breakdown of the exam
- Practice on 3 levels of exam questions
- Gain effective tools & techniques for the exam
- Learn Agile principles, stakeholder engagement, team performance, planning & more
- Earn 21 PDUs by the end of the course
Integrity Training, Certification Trainers for Over 20 Years
Integrity Training provides the corporate, government, and education sectors with proven on-demand training for employees. With 20 years in the business, over 600 online training courses, and over 1.2 million students taking the courses, Integrity Training is a name you can trust in workforce training.
4.2/5 Instructor Rating:
★ ★ ★ ★
★
Integrity Training provides the corporate, government, and education sectors with proven on-demand training for employees. With 20 years in the business, over 600 online training courses, and over 1.2 million students taking the courses, Integrity Training is a name you can trust in workforce training.
Important Details
- Length of time users can access this course: lifetime
- Access options: desktop & mobile
- Redemption deadline: redeem your code within 30 days of purchase
- Experience level required: all levels
- Have questions on how digital purchases work? Learn more here
Requirements
- Any device with basic specifications
Course Outline
- Course Introduction
- Welcome to the Course! - 0:09
- Introduction - 6:22
- Instructor Introduction - 1:04
- Chapter 01 - The Process
- The Process - 0:11
- Application Process - 9:19
- ACP Qualifications - 1:49
- Scheduling Your Exam - 3:06
- Rescheduling/Cancelling - 1:37
- Fees - 1:27
- Chapter 01 Quiz
- Chapter 02 - The Exam
- The Exam - 0:04
- Exam Results - 0:57
- The ACP Exam - 4:57
- Exam Breakdown - 0:42
- Tools and Techniques 50% of Exam Part1 - 2:18
- Tools and Techniques 50% of Exam Part2 - 1:11
- Knowledge & Skills 50% of Exam - 0:39
- Level 1 (33% of Total Examination Questions) - 1:45
- Level 2 (12% of Total Examination Questions) - 1:28
- Level 3 (5% of Total Examination Questions) - 1:33
- Key Readings - 2:20
- Domain Breakdown - 1:12
- Chapter 02 Quiz
- Chapter 03 - Agile Principles & Mindset Part 1
- Agile Principles & Mindset - 0:30
- Domain Tasks - 6:05
- PMBOK Guide vs. Agile - 4:41
- Project Life Cycle - 2:59
- Two Types of Agile - 2:51
- The Four Types of Life Cycles Part1 - 4:17
- The Four Types of Life Cycles Part2 - 4:17
- The Big 3 Life Cycles - 2:12
- The Four Types of Life Cycles Continuum - 2:48
- Strategies to Implement Agile - 1:13
- Agile in Context - 2:10
- Agile Methodologies - 1:01
- Agile is Iterative & Incremental - 1:37
- Iterative & Incremental Approaches - 1:45
- The Effects of WIP & “Best Resourcing” - 5:22
- The History of Agile - 4:25
- The Beginning of Agile - 1:08
- Agile Development Values… - 4:13
- The 12 Principles of Agile Software - 8:46
- The Heartbeat of Agility - 2:10
- Must, Wants & Needs - 2:04
- Scrum Basics Part1 - 4:18
- Scrum Basics Part2 - 5:47
- Foundation - 1:24
- The Scrum Roles - 7:53
- Team Members - 2:11
- A Product / Project Vision - 3:25
- Product Backlog Part1 - 1:15
- Product Backlog Part2 - 3:02
- Product Backlog Part3 - 1:25
- Scrum - 10:07
- The Daily Sprint Schedule - 2:11
- Sprint Planning Meeting - 1:37
- The Daily Scrum - 5:02
- Iteration-Based vs Flow-Based Agile - 2:08
- Sprint Review - 1:38
- Sprint Retrospective - 1:46
- The Basic Team Board or Scrum Board - 3:31
- Adding Kanban to Scrum - 1:55
- Scrum: Iteration 0 - 1:39
- Extreme Programming - 0:56
- Basics Part1 - 0:21
- Basics Part2 - 1:38
- Core Values - 1:48
- Principles & Practices - 1:04
- Core Practices - Fine Scale Feedback - 1:07
- Fine Scale Feedback - Release Planning - 1:11
- Fine Scale Feedback - Iteration Planning - 1:27
- Test Driven Development - 2:33
- XP Core Practices - Continuous Process - 2:09
- Core Practices - Shared Understanding - 2:38
- Core Practices - Programmer Welfare - 0:58
- The Extreme Programming Workflow - 1:46
- The Basic Steps Part1 - 0:50
- The Basic Steps Part2 - 0:22
- XP vs. Scrum - 3:00
- Feature-Driven Development (FDD) Part1 - 1:03
- Feature-Driven Development (FDD) Part2 - 0:18
- 1. Develop Overall Model - 1:21
- 2. Build Feature List - 0:57
- 3. Plan by Feature & 4. Design by Feature - 1:05
- 5. Build by Feature - 0:37
- Feature-Driven Development (FDD) Terms - 2:05
- Scrum vs. FDD - 1:05
- Chapter 03A Quiz
- Chapter 03 - Agile Principles & Mindset Part 2
- Dynamic Systems Development (DSDM) - 1:47
- Dynamic Systems Development Method - 0:33
- Prerequisites for Using DSDM - 2:20
- DSDM - Atern Philosophy - 1:27
- The Atern Team Model - 0:56
- DSDM Eight Principles - 0:29
- 1. Focus on the Business Need - 1:01
- 2. Deliver on Time - 0:51
- 3. Collaborate - 1:29
- 4. Never Compromise Quality - 1:29
- 5. Build Incrementally from Firm Foundations - 1:24
- 6. Develop Iteratively - 1:44
- 7. Communicate Continuously & Clearly - 1:40
- 8. Demonstrate Control - 1:48
- Crystal Overview - 0:38
- Cockburn Differentiated Between… - 0:28
- Crystal Methods Focus on… - 0:29
- Crystal - 0:54
- Common Crystal 7 Properties - 1:44
- Frequent Delivery - 0:51
- Reflective Improvement - 0:58
- Close or Osmotic Communication - 0:48
- Personal Safety & Focus - 1:07
- Easy Access to Expert Users - 0:30
- Automated Tests, Configuration Management Frequent Integration - 0:27
- Lean Software Development (LSD) - 7:10
- Key Tools & Concepts - 1:13
- Seven Wastes (TIMWOOD) - 2:21
- Kanban Part1 - 2:13
- Kanban Part2 - 1:59
- Kanban Part3 - 1:06
- Kanban Part4 - 0:32
- Task/Kanban Board - 2:14
- Five Core Principles of Kanban - 0:56
- Scrum vs. Kanban - 2:21
- Test Your Assumption - 4:03
- Scaling Agile - 2:26
- SAFe 3.0 - 0:34
- SAFe Core Values - 1:33
- Level I - Portfolio - 0:45
- Level II - Program - 3:19
- Level III - Team - 1:16
- What is Nexus? - 1:24
- Nexus Consists of…Part1 - 0:48
- Nexus Consists of…Part2 - 0:22
- Nexus Process Flow Part1 - 1:24
- Nexus Process Flow Part2 - 1:06
- Nexus Process Flow Part3 - 0:58
- Each Retrospective Should… - 2:17
- Refinement Meetings - 0:59
- LeSS - 0:41
- LeSS / Scrum Commonalities - 1:51
- LeSS / Scrum Differences Part1 - 2:06
- LeSS / Scrum Differences Part2 - 2:20
- Disciplined Agile Development Part1 - 1:05
- Disciplined Agile Development Part2 - 0:37
- The Backlog Part1 - 1:34
- The Backlog Part2 - 0:43
- Lifecycle Versions - 0:57
- Roles - 1:15
- DAD vs. Scrum - 0:57
- Disciplined Agile Development - 0:37
- PMOs Part1 - 2:03
- PMOs Part2 - 0:45
- Differentiation vs. Integration - 1:28
- Organizational Structure Part1 - 1:03
- Organizational Structure Part2 - 2:40
- Chapter 03B Quiz
- Chapter 04 - Value-Driven Delivery
- Value-Driven Delivery - 0:13
- Domain Tasks - 2:39
- Value-Driven Delivery (cont.) - 2:52
- Value-Driven Delivery (cont.) - 3:13
- Assessing Value Part1 - 9:16
- Assessing Value Part2 - 2:09
- Assessing Value Part3 - 0:38
- Planning Value - 0:31
- Value Stream Mapping Part1 - 1:44
- Value Stream Mapping Part2 - 3:24
- Value Stream Mapping Part3 - 1:19
- Poppendieck's 7 Lean Wastes Manufacturing to Software - 3:32
- Prioritization - 2:25
- Prioritization (cont.) - 2:19
- Kano Analysis Part1 - 1:52
- Kano Analysis Part2 - 2:55
- Prioritization (cont.) - 1:44
- A Sample Story Map - 2:13
- Risk - 2:21
- Major Risk Classes - 4:14
- Agile Helps Mitigate Risks Part1 - 3:51
- Agile Helps Mitigate Risks Part2 - 3:22
- Agile Helps Mitigate Risks Part3 - 0:40
- Plan, Do, Check, Act - 0:56
- Expected Monetary Value (EMV) - 6:33
- Decision Tree Analysis Part1 - 3:22
- Decision Tree Analysis Part2 - 5:15
- EMV - 1:30
- Agile Contracting Part1 - 2:25
- Agile Contracting Part2 - 1:28
- Agile Contracting Part3 - 0:49
- Agile Contracting Part4 - 0:23
- Agile Contracting Part5 - 1:24
- Agile Contracting Part6 - 1:11
- Why not Gantt Charts & other software? - 1:06
- Little’s Law - 2:25
- Demonstrations - 1:19
- Cumulative Cost Curve - 11:14
- In Alphabetical Order - 4:49
- Forecasting - ETC - 5:42
- Forecasting - EAC - 1:38
- Forecasting - TCPI - 2:13
- Burndown Chart Part1 - 1:42
- Burndown Chart Part2 - 2:00
- Burn Up Chart - 1:22
- Cumulative Flow Diagram - 0:46
- Chapter 04 Quiz
- Chapter 05 - Stakeholder Engagement
- Stakeholder Engagement - 0:04
- Domain Tasks Part1 - 3:02
- Domain Tasks Part2 - 3:00
- Who is a Stakeholder? - 1:49
- Stakeholder Engagement (cont.) - 1:21
- Wireframes - 1:38
- Personas Part1 - 1:34
- Personas Part2 - 0:52
- Persona Example: Frances Miller - 3:01
- User Stories Part1 - 0:52
- User Stories Part2 - 0:47
- User Story Strengths - 1:58
- User Stories The 3 Cs - 1:18
- You Must INVEST in Your Stories - 1:42
- Given, When, Then - 1:17
- Definition of Done (DoD) - 0:44
- F2F is Best - 1:54
- Information Radiators - 0:55
- Information Radiators Examples - 0:54
- Agile Modeling - 0:47
- The Diagram & The Write Up - 3:08
- Active Listening - 1:30
- Facilitation Methods - 2:10
- Conflict Resolution - 5:10
- Speed B. Leas Conflict Model - 3:36
- Participatory Decision Models - 1:55
- Management vs. Leadership - 2:17
- Servant Leadership - 0:47
- Servant Leader’s Approach to Work - 1:32
- Servant Leaders…Part1 - 1:20
- Servant Leaders…Part2 - 0:56
- 12 Principles for Leading Agile Projects - 2:38
- Chapter 05 Quiz
- Chapter 06 - Boosting Team Performance
- Boosting Team Performance - 0:10
- Domain Tasks Part1 - 2:10
- Domain Tasks Part2 - 1:26
- COCOMO - 0:49
- Weighting Factors for COCOMO Input Variables - 0:44
- Adaptive Leadership - 1:35
- Leadership Styles - 1:23
- Theories of Management Style Part1 - 1:23
- Theories of Management Style Part2 - 0:52
- Emotional Intelligence - 4:08
- Ability-Based EI Model - 2:13
- Goleman’s Mixed EI Model - 1:47
- Empowered Teams - 1:16
- High-Performance Teams Part1 - 1:04
- High-Performance Teams Part2 - 2:00
- The Five Dysfunctions of a Team - 2:09
- The Daily Scrum - 3:15
- One-on-One Coaching & Mentoring - 1:14
- Brainstorming Techniques - 0:46
- Green Zone/Red Zone - 1:11
- Other Tools - 1:11
- Chapter 06 Quiz
- Chapter 07 - Adaptive Planning
- Adaptive Planning - 0:22
- Domain Tasks Part1 - 2:34
- Domain Tasks Part2 - 1:48
- The Basic Agile Project Planning Process - 1:55
- Adaptive Planning (cont.) - 1:58
- Timeboxing - 1:29
- Progressive Elaboration - 2:51
- Rolling Wave Planning - 0:42
- Process Tailoring - 1:22
- The Agile Pyramid Part1 - 1:18
- The Agile Pyramid Part2 - 1:54
- The Agile Test Pyramid - 2:17
- Value-Based Analysis - 0:53
- Value-Based Decomposition & Prioritization - 1:23
- Agile Games Part1 - 2:19
- Agile Games Part2 - 1:08
- Wideband Delphi & Planning Poker - 2:36
- Estimation Part1 - 2:06
- Estimation Part2 - 7:05
- Time & Cost Estimation - 3:26
- What Causes Project Delays? Part1 - 8:32
- What Causes Project Delays? Part2 - 9:01
- Planning Differences - 3:13
- Chapter 07 Quiz
- Chapter 08 - Problem Detection & Resolution
- Problem Detection & Resolution - 0:12
- Domain Tasks - 2:36
- Cycle Time - 2:10
- Cost vs. Value of Change - 3:02
- Escaped Defects - 1:06
- Quality Standards - 2:40
- Failure Modes & Alternatives Part1 - 1:47
- Failure Modes & Alternatives Part2 - 0:56
- Failure Modes & Alternatives Part3 - 1:51
- In Control/Specification Limits - 2:20
- Continuous Integration Part1 - 1:01
- Continuous Integration Part2 - 2:57
- Risk-Based Spike - 0:47
- Test Driven Development (TDD) - 1:31
- Traditional Coding Model - 1:08
- The TDD Model - 0:50
- Red, Green, Refactor - 0:30
- TDD - 1:09
- Advantages & Disadvantages Part1 - 1:51
- Advantages & Disadvantages Part2 - 1:19
- Acceptance Test-Driven Development Part1 - 0:35
- Acceptance Test-Driven Development Part2 - 1:55
- TDD vs. Test 1st - 1:40
- Extreme Programming - 1:10
- Types of Refactoring Part1 - 1:26
- Types of Refactoring Part2 - 0:49
- Types of Refactoring Part3 - 0:36
- Refactoring - 1:37
- Why Refactor? - 0:31
- Problem Solving - 0:57
- Problem Solving - Gather Data - 3:44
- Problem Solving - Generate Insights - 2:22
- 5 Whys - 0:54
- Problem Solving - Decide What to Do - 1:09
- Chapter 08 Quiz
- Chapter 09 - Continuous Improvement
- Continuous Improvement - 2:09
- Domain Tasks - 2:52
- Retrospectives Are Key - 0:50
- Retrospectives Steps - 3:53
- Pre-Mortem - 1:16
- Pre-Mortem Process - 1:21
- Stacey Complexity Model - 2:38
- Course Closure - 1:12
- Chapter 09 Quiz
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452
Project Management Training
Pass PMP Certification in Your First Exam Attempt & Become an Industry and Methodology Butterfly
By Integrity Training | in Online Courses
The Project Management Professional (PMP) certification is a popular certification exam for project managers working in any organization, it essentially takes any organization's projects delivered on time, on budget, and goal-affiliated. This 14-hour PMP exam prep course will help you gain the fundamentals and necessary knowledge to ace the exam on the first attempt. It concentrates on the topics of the PMP exam with a wide collection of real-world scenarios, study aids, exam preparation tips, and learning tools. This course is based on the updated project management guidelines in the PMBOK Guide, 6th edition.
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- Access 452 lectures & 14 hours of content 24/7
- Learn the basics of project integration, scope & management
- Know & prepare for the most probable type of exam questions
- Get test preparation & taking strategies
- Earn 30 PDUs by the end of the course
Integrity Training, Certification Trainers for Over 20 Years
Integrity Training provides the corporate, government, and education sectors with proven on-demand training for employees. With 20 years in the business, over 600 online training courses, and over 1.2 million students taking the courses, Integrity Training is a name you can trust in workforce training.
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★ ★ ★ ★
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Integrity Training provides the corporate, government, and education sectors with proven on-demand training for employees. With 20 years in the business, over 600 online training courses, and over 1.2 million students taking the courses, Integrity Training is a name you can trust in workforce training.
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Requirements
- Any device with basic specifications
Course Outline
- Course Introduction
- Introduction - 0:09
- Course Introduction 1 - 2:21
- Course Introduction 2 - 1:52
- Instructor Introduction - 0:50
- Chapter 01 - Application and the PMP® Exam
- Application and the PMP Exam - 1:13
- Extra Reading - 1:39
- The Acme Widget Factory - 2:12
- Project Management Professional - 1:40
- How Do I Become A PMP? - 20:46
- PMP Application - 0:48
- PMP Exam - 4:55
- PMP Exam - Initiating Part1 - 2:58
- PMP Exam - Initiating Part2 - 2:00
- PMP Exam - Planning Part1 - 2:22
- PMP Exam - Planning Part2 - 3:06
- PMP Exam - Planning Part3 - 3:31
- PMP Exam - Executing - 2:35
- PMP Exam - Monitoring & Controlling - 4:07
- PMP Exam - Closing Part1 - 1:36
- PMP Exam - Closing Part2 - 2:28
- PMP Exam - 3:56
- PMP Exam (Cont.) - 2:19
- PMP Exam (Cont.) - 2:08
- Test-Taking Strategies - 5:50
- Chapter 01 Quiz
- Chapter 02 - Types of Exam Questions
- Types of Exam Questions - 0:14
- Two Right Answers / Made up Terms - 2:29
- Two Right Answers - 1:46
- Situational Questions - 2:17
- Extraneous Information - 1:59
- Understanding vs. Memorization - 0:54
- Questions With Invented Terms - 3:17
- Answers With More than One Component - 1:55
- PMI’isms - 1:07
- PMI’isms (continue) - 3:45
- The Exam – Why People Fail - 4:40
- Chapter 02 Quiz
- Chapter 03 - The Basics of Project Management - Part 01
- Organizations and Project Management - 0:31
- Differentiation vs. Integration - 1:47
- Organic or Simple - 1:03
- A Functional Organization - 1:43
- Potential Advantages of a Functional Organization - 1:44
- Potential Issues with a Functional Organization - 4:14
- A Projectized Organization (PBO) - 1:07
- Potential Advantages of a Projectized Organization - 3:02
- Potential Issues with a Projectized Organization - 4:47
- The Matrix Organization - 1:13
- A Weak Matrix Organization - 1:01
- A Balanced Matrix Organization - 0:40
- A Strong Matrix Organization - 0:29
- Potential Advantages of a Matrix Organization - 2:37
- Potential Issues with a Matrix Organization - 2:58
- Organizations Table - 2:59
- Chapter 03.1 Quiz
- Chapter 03 - The Basics of Project Management - Part 02
- The Basics of Project Management - 0:24
- What is Project Management? - 2:22
- Projects and Operations - 1:59
- Programs and Portfolios - 2:17
- Organizational Project Management - 1:15
- Key Terms Part1 - 3:04
- Key Terms Part2 - 2:04
- Key Terms Part3 - 2:33
- Key Terms Part4 - 0:56
- Key Terms – Life Cycles - 3:33
- Key Terms (Cont.) - 2:44
- It’s all about managing six (6) things. It’s simple really… - 0:38
- Plan - Do - Check - Act - 2:05
- Project Life Cycle Part1 - 2:54
- Project Life Cycle Part2 - 3:09
- Project Life Cycle Part3 - 6:07
- The Big 3 Life Cycles - 2:37
- Keys to the Predictive Waterfall Model - 0:43
- The Basic Predictive Model - 1:23
- Keys to the Predictive Model - 1:15
- Keys Challenges to the Predictive Model - 1:18
- The Iterative Life Cycles - 0:45
- Advantages of the Iterative Model - 1:04
- Challenges of the Iterative Model - 0:38
- Prototyping - 1:04
- Reasons to Prototype - 0:43
- Dangers of Prototyping - 1:36
- Managing WIP Part1 - 4:11
- Managing WIP Part2 - 2:04
- Foundation - 1:42
- Scrum - 2:29
- A Project Vision - 2:07
- Product Backlog - 2:47
- The Scrum Roles - 3:42
- Scrum (Cont.) - 5:11
- The Team Board - 4:57
- Burndown Chart - 5:10
- Sprint Planning Meeting - 2:30
- The Daily Scrum - 3:44
- The Daily Scrum conti... - 2:41
- Sprint Retrospective - 2:25
- Scrum Timeline - 3:19
- PMBOK® Guide Knowledge Areas - 2:17
- Ten Knowledge Areas Extended Part1 - 0:45
- Ten Knowledge Areas Extended Part2 - 0:26
- Ten Knowledge Areas Extended Part3 - 1:24
- The Process Groups & Knowledge Areas Combined - 1:27
- Chapter 03.2 Quiz
- Chapter 04 - Project Integration Management
- Project Integration Management - 1:05
- Integration Management - 1:15
- 4.1 Develop Project Charter Part1 - 3:03
- 4.1 Develop Project Charter Part2 - 3:22
- The Business Case Part1 - 6:10
- The Business Case Part2 - 1:53
- The Business Case Part3 - 0:51
- 4.2 Develop Project Management Plan Part1 - 3:42
- 4.2 Develop Project Management Plan Part2 - 2:47
- 4.2 Develop Project Management Plan Part3 - 2:48
- Baselines, Logs & Registers - 3:05
- Project Management Plan - 1:35
- 4.3 Direct & Manage Project Work Part1 - 0:33
- 4.3 Direct & Manage Project Work Part2 - 1:48
- 4.4 Manage Project Knowledge Part1 - 3:57
- 4.4 Manage Project Knowledge Part2 - 6:55
- 4.5 Monitor & Control Project Work Part1 - 1:01
- 4.5 Monitor & Control Project Work Part2 - 1:52
- 4.6 Perform Integrated Change Control Part1 - 2:35
- 4.6 Perform Integrated Change Control Part2 - 1:22
- 4.7 Close Project or Phase Part1 - 0:40
- 4.7 Close Project or Phase Part2 - 3:30
- Summary - 1:39
- Chapter 04 Quiz
- Chapter 05 - Project Scope Management
- Project Scope Management - 0:07
- Scope Management - 4:17
- The Product vs. Project Scope - 0:56
- The Scope Management Plan Answers… - 1:46
- The Steps in Scope Management - 1:07
- How Scope is Measured - 0:36
- 5.1 Plan Scope Management Part1 - 0:27
- 5.1 Plan Scope Management Part2 - 3:02
- 5.2 Collect Requirements Part1 - 0:54
- 5.2 Collect Requirements Part2 - 3:22
- Requirements Data Gatherin - 3:03
- Voting - 2:32
- Idea Mapping Guidelines - 3:21
- Brainstorming Steps - 1:27
- 5.3 Define Scope Part1 - 0:43
- 5.3 Define Scope Part2 - 2:01
- Charter vs. Scope Statement - 1:40
- 5.4 Create WBS - 1:01
- WBS Terminology - 1:57
- Components of the WBS - 2:05
- Effective WBS’s - 1:28
- 5.4 Create WBS (Cont.) - 1:20
- 5.5 Validate Scope Part1 - 1:09
- 5.5 Validate Scope Part2 - 1:29
- 5.6 Control Scope Part1 - 1:52
- 5.6 Control Scope Part2 - 0:53
- Project Scope Management - Summary - 1:24
- Chapter 05 Quiz
- Chapter 06 - Project Schedule Management
- Project Schedule Management - 0:56
- Schedule Management - 0:26
- 6.1 Plan Schedule Management Part1 - 0:59
- 6.1 Plan Schedule Management Part2 - 2:00
- 6.2 Define Activities - 2:09
- Rolling Wave Planning - 1:06
- 6.2 Define Activities (Cont.) - 2:04
- 6.3 Sequence Activities - 0:51
- PDM - 10:01
- Conditional Diagramming - 1:40
- Dependencies - 1:58
- Leads & Lag - 1:46
- 6.3 Sequence Activities (Cont.) - 1:23
- Dependency Determination - 1:07
- Leads & Lag (Cont.) - 4:41
- 6.4 Estimate Activity Durations Part1 - 4:08
- 6.4 Estimate Activity Durations Part2 - 5:16
- Project Evaluation & Review Technique (PERT) Part1 - 5:34
- Project Evaluation & Review Technique (PERT) Part2 - 2:43
- Distributions - 4:04
- Reserves - 2:33
- Agile Estimation - 10:00
- 6.5 Develop Schedule - 1:15
- The Critical Path Method Part1 - 1:04
- The Critical Path Method Part2 - 3:09
- The Critical Path Method Part3 - 10:02
- Resource Optimization Part1 - 3:07
- Resource Optimization Part2 - 13:02
- A Sample Story Map - 2:15
- 6.5 Develop Schedule (Cont.) - 4:01
- Leveling vs. Smoothing Part1 - 1:25
- Leveling vs. Smoothing Part2 - 0:27
- Leveling vs. Smoothing Part3 - 2:34
- Other Terms - 1:46
- Crashing vs. Fast Tracking - 1:00
- Gantt Charts - 0:43
- Milestone Chart - 0:37
- 6.6 Control Schedule Part1 - 1:22
- 6.6 Control Schedule Part2 - 1:28
- Project Time Management – Summary - 1:27
- Chapter 06 Quiz
- Chapter 07 - Project Cost Management
- Project Cost Management - 0:08
- Cost Management Part1 - 0:33
- Cost Management Part2 - 5:43
- 7.1 Plan Cost Management Part1 - 0:43
- 7.1 Plan Cost Management Part 2 - 2:01
- 7.2 Estimate Costs Part1 - 1:27
- 7.2 Estimate Costs Part2 - 4:22
- 7.2 Estimate Costs Part3 - 2:09
- 7.3 Determine Budget - 0:45
- Accounting Terms - 3:12
- 7.3 Determine Budget (Cont.) - 3:20
- Funding Requirements - 1:27
- Depreciation Part1 - 7:48
- Depreciation Part2 - 3:27
- Depreciation Part3 - 3:04
- 7.4 Control Costs Part1 - 1:32
- 7.4 Control Costs Part2 - 1:42
- Cumulative Cost Curve - 6:29
- In Alphabetical Order - 6:16
- Forecasting - ETC - 5:06
- Forecasting – EAC - 1:21
- Forecasting – TCPI - 2:11
- Earned Schedule Theory Part1 - 3:31
- Earned Schedule Theory Part2 - 1:12
- Earned Schedule Theory Part3 - 0:53
- Cost Management – Summary - 4:42
- Chapter 07 Quiz
- Chapter 08 - Project Quality Management
- Project Quality Management - 0:13
- Quality Management - 0:38
- Key Terms Part1 - 2:24
- Key Terms Part2 - 4:54
- Thought Leaders - 6:00
- 8.1 Plan Quality - 1:25
- Cost of Quality Part1 - 2:19
- Cost of Quality Part2 - 2:35
- Flowcharts Part1 - 0:51
- Flowcharts Part2 - 1:08
- SIPOC - 0:59
- SIPOC Steps - 1:47
- SIPOC (Cont.) - 1:28
- Logical Data Model Part1 - 2:27
- Logical Data Model Part2 - 1:28
- Logical Data Model Part3 - 4:57
- Matrix Diagrams - 1:53
- Matrix Diagram Symbols - 0:46
- Sample Matrix Diagrams - 1:19
- Test Driven Development (TDD) Part1 - 2:19
- Test Driven Development (TDD) Part2 - 1:09
- Test Driven Development (TDD) Part3 - 1:15
- Test Driven Development (TDD) Part4 - 0:53
- Test Driven Development (TDD) Part5 - 1:10
- Refactoring - 1:04
- Types of Refactoring Part1 - 1:17
- Types of Refactoring Part2 - 0:49
- Types of Refactoring Part3 - 0:44
- 8.2 Manage Quality Part1 - 0:58
- 8.2 Manage Quality Part2 - 1:29
- Root Cause Analysis Part1 - 1:16
- Root Cause Analysis Part2 - 0:45
- Affinity Diagrams - 0:34
- Affinity Diagrams Steps - 0:42
- Affinity Diagrams (Cont.) - 0:36
- Cause and Effect Diagram - 1:12
- Histogram Sample - 0:42
- Scatter Diagram - 0:31
- Control and Limits - 3:02
- Pareto Diagrams - 1:33
- Run Chart - 0:28
- Design For X - 0:55
- Problem Solving - 1:13
- Benchmarking - 1:11
- Design of Experiments (DOE) - 2:16
- 8.3 Control Quality Part1 - 0:44
- 8.3 Control Quality Part2 - 2:31
- 7 Basic Quality Tools - 1:31
- Check or Tally Sheets - 0:58
- Statistical Sampling Terms - 5:24
- Statistical Terms - 2:03
- Statistical Example - 2:18
- Project Quality Management – Summary Part1 - 1:45
- Project Quality Management – Summary Part2 - 2:48
- Chapter 08 Quiz
- Chapter 09 - Project Resource Management
- Project Resource Management - 1:44
- The Processes that Organize All Project Resources - 1:52
- 9.1 Plan Resources Management Part1 - 1:00
- 9.1 Plan Resources Management Part2 - 2:32
- Team Charter - 1:35
- Organization Chart - 1:07
- Responsibility Assignment Matrix - 2:47
- Common Theories Part1 - 3:51
- Common Theories Part2 - 0:44
- McGregor’s Theory of X and Y - 0:34
- Hertzberg’s Theory - 3:42
- Theory Z - 2:44
- Resource Management Plan - 1:24
- 9.2 Estimate Activity Resources Part1 - 0:50
- 9.2 Estimate Activity Resources Part2 - 2:47
- 9.3 Acquire Resources Part1 - 1:49
- 9.3 Acquire Resources Part2 - 2:35
- 9.4 Develop Team Part1 - 0:54
- 9.4 Develop Team Part2 - 3:10
- The Five (5) Conflict Resolution Mode Part1 - 5:01
- The Five (5) Conflict Resolution Mode Part2 - 1:47
- Speed B. Leas Conflict Model - 3:46
- The Five Dysfunctions of a Team - 0:33
- Absence of Trust Part1 - 1:02
- Absence of Trust Part2 - 1:57
- Absence of Conflict Part1 - 1:07
- Absence of Conflict Part2 - 0:29
- Lack of Commitment Part1 - 0:52
- Lack of Commitment Part2 - 1:03
- Avoidance of Accountability Part1 - 1:13
- Avoidance of Accountability Part2 - 0:27
- Inattention to Results Part1 - 1:13
- Inattention to Results Part2 - 1:09
- 9.5 Manage Team Part1 - 0:47
- 9.5 Manage Team Part2 - 1:05
- Emotional Intelligence Part1 - 1:19
- Emotional Intelligence Part2 - 1:27
- Ability -Based EI Model - 1:58
- Goleman’s Mixed EI Model - 0:56
- Trait EI Model - 1:12
- Leadership Styles - 1:35
- Theories of Management Style Part1 - 1:01
- Theories of Management Style Part2 - 0:51
- Sources of Power - 2:58
- Servant Leadership - 1:05
- Management vs. Leadership - 1:15
- Adaptive Leadership - 0:54
- 9.6 Control Resources Part1 - 0:27
- 9.6 Control Resources Part2 - 1:10
- Final Terms - 1:54
- Project Resources Management – Summary - 1:18
- Chapter 09 Quiz
- Chapter 10 - Project Communications Management
- Project Communications Management - 0:24
- Communications Management - 1:50
- Communications Dimensions Part1 - 1:27
- Communications Dimensions Part2 - 1:22
- Communications Terms - 2:07
- The Communication Model - 1:40
- The Formula for One -to -one Communications - 2:44
- Didactic Communication Example - 1:38
- Styles - 2:03
- 10.1 Plan Communications Management Part1 - 0:41
- 10.1 Plan Communications Management Part2 - 1:24
- Stakeholder Engagement Matrix - 0:58
- The Communications Management Plan - 1:04
- 10.2 Manage Communications - 0:28
- Communications Techniques and Considerations - 1:23
- 10.2 Manage Communications (Cont.) - 1:33
- 10.3 Monitor Communications - 0:30
- 10.3 Control Communications - 1:05
- Communications Management - Summary - 2:20
- Chapter 10 Quiz
- Chapter 11 - Project Risk Management
- Project Risk Management - 0:16
- Risk Management - 1:52
- Risk - 1:01
- Project Risks - 0:39
- Types of Risks - 2:24
- Key Terms Part1 - 1:47
- Key Terms Part2 - 1:30
- 11.1 Plan Risk Management Part1 - 1:40
- 11.1 Plan Risk Management Part2 - 1:15
- Included in the Risk Management Plan - 2:16
- Sample RBS - 1:28
- Scales for Impact and Probability - 2:44
- Sample Impact Matrix - 1:50
- 11.2 Identify Risks Part1 - 0:45
- 11.2 Identify Risks Part2 - 2:37
- Brainstorming Part1 - 1:46
- Brainstorming Part2 - 1:19
- Delphi Technique - 0:41
- SWOT Analysis - 0:58
- Prompt Lists - 0:56
- The Risk Register - 1:01
- 11.3 Perform Qualitative Risk Analysis Part1 - 1:18
- 11.3 Perform Qualitative Risk Analysis Part2 - 1:03
- Risk Parameters Part1 - 1:35
- Risk Parameters Part2 - 1:17
- Probability & Impact Matrix - 1:55
- 11.4 Perform Quantitative Risk Analysis Part1 - 1:16
- 11.4 Perform Quantitative Risk Analysis Part2 - 0:43
- Influence Diagrams Part1 - 0:19
- Influence Diagrams Part2 - 0:34
- Expected Monetary Value (EMV) - 2:46
- Decision Tree Analysis Part1 - 3:38
- Decision Tree Analysis Part2 - 4:04
- Data Modeling - Simulation - 3:31
- 11.5 Plan Risk Responses Part1 - 1:43
- 11.5 Plan Risk Responses Part2 - 1:51
- Response Strategies - 2:34
- Risk Register Updates - 1:49
- 11.6 Implement Risk Responses - 0:39
- 11.6 Plan Implement Responses - 1:21
- 11.7 Monitor Risks Part1 - 2:02
- 11.7 Monitor Risks Part2 - 1:14
- Project Risk Management – Summary Part1 - 1:09
- Project Risk Management – Summary Part2 - 1:05
- Chapter 11 Quiz
- Chapter 12 - Project Procurement Management
- Project Procurement Management - 0:52
- Procurement Management - 1:11
- Procurement PMIisms - 1:49
- Procurement Terms Part1 - 1:44
- Procurement Terms Part2 - 1:33
- Procurement Terms Part3 - 0:58
- Procurement Terms Part4 - 1:31
- 12.1 Plan Procurement Management Part1 - 0:59
- 12.1 Plan Procurement Management Part2 - 3:04
- Source Selection Analysis - 2:24
- Procurement Management Plan - 1:23
- Bid Documents - 1:50
- Procurement Statement of Work - 1:00
- 3 Types - 1:20
- Procurement Documents - 0:31
- Contract - 5:51
- 12.2 Conduct Procurements Part1 - 0:59
- 12.2 Conduct Procurements Part2 - 2:36
- Negotiating Tactics Part1 - 1:11
- Negotiating Tactics Part2 - 0:55
- Source Selection Criteria - 1:36
- 12.3 Control Procurements Part1 - 1:37
- 12.3 Control Procurements Part2 - 2:01
- Negotiate Settlements - 1:06
- Project Procurement Management – Summary - 1:51
- Chapter 12 Quiz
- Chapter 13 - Project Stakeholder Management
- Project Stakeholder Management - 0:40
- Stakeholder Management - 0:24
- 13.1 Identify Stakeholders Part1 - 0:36
- 13.1 Identify Stakeholders Part2 - 2:09
- Brain Writing – Data Gathering Part1 - 0:49
- Brain Writing – Data Gathering Part2 - 1:22
- Data Analysis for Stakeholders - 0:50
- Classification Models for Stakeholder Analysis - 0:37
- Stakeholder Prioritization - 1:32
- Salience Model Part1 - 0:52
- Salience Model Part2 - 0:40
- Salience Model Part3 - 0:31
- Salience Model Part4 - 1:28
- Direction of Influence - 1:07
- Stakeholder Engagement Classification - 0:48
- 13.2 Plan Stakeholder Management Part1 - 0:34
- 13.2 Plan Stakeholder Management Part2 - 1:03
- 13.3 Manage Stakeholder Engagement Part1 - 0:21
- 13.3 Manage Stakeholder Engagement Part2 - 0:47
- 13.4 Monitor Stakeholder Engagement Part1 - 0:28
- 13.4 Monitor Stakeholder Engagement Part2 - 0:55
- Project Stakeholder Management – Summary - 1:41
- Chapter 13 Quiz
- Chapter 14 - Professional Responsibility
- Professional Responsibility - 0:22
- Duty to the Profession - 3:32
- Scope & Estimates Part1 - 1:30
- Scope & Estimates Part2 - 2:01
- Authority - 0:58
- Above All Else…Part1 - 0:51
- Above All Else…Part2 - 1:52
- Chapter 14 Quiz
- Course Closure - 0:43
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99
Process Mapping Masterclass: A Practical Guide for Beginners
Create Process Flowcharts & Swimlane Diagrams with Real-Life Examples
By AIGPE | in Online Courses
This process mapping masterclass is a specialization program that provides you a practical perspective of creating process flowcharts and swimlane diagrams. You'll not only understand the concepts of creating a process map and a swimlane diagram but also reinforce your learning with realistic examples and activities. By learning process mapping, you can enhance your resume and make your skills stand out in the competitive project management field.
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- Access 99 lectures & 2 hours of content
- Get a process mapping specialization
- Master the art of creating process flowcharts & swimlane diagrams
- Complete several real-life examples & activities
- Learn to draw process maps on PowerPoint & an online software
Advanced Innovation Group Pro Excellence (AIGPE)
Advanced Innovation Group Pro Excellence (AIGPE) training and certifications are regarded as the benchmark of corporate excellence. Achievement of AIGPE certification is the most powerful way to build your career. It not only provides you an international recognition and prestige but also a competitive advantage in this fast-paced globalized world.
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Advanced Innovation Group Pro Excellence (AIGPE) training and certifications are regarded as the benchmark of corporate excellence. Achievement of AIGPE certification is the most powerful way to build your career. It not only provides you an international recognition and prestige but also a competitive advantage in this fast-paced globalized world.
Important Details
- Length of time users can access this course: lifetime
- Access options: desktop & mobile
- Redemption deadline: redeem your code within 30 days of purchase
- Experience level required: beginner
- Have questions on how digital purchases work? Learn more here
Requirements
- Any device with basic specifications
Course Outline
- Introduction
- Introduction - Welcome to the Course! - 6:11
- An Important Message from Ross - 0:57
- Trivia - 2:01
- What is a Process Map?
- Section Introduction - 0:45
- What is a Process? - 2:19
- What is a Process Map? - 1:27
- Why Process Map? - 1:48
- Process Maps - Real Life Example 01 - 3:12
- Process Maps - Real Life Example 02 - 3:24
- Activity: What is a Process Map? - 0:35
- Activity Solution: What is a Process Map - 1:56
- Section Conclusion - 0:33
- The Basics of Process Mapping
- Section Introduction - 0:49
- Basic Process Mapping Symbols - 1:47
- How to draw a Process Map on a Powerpoint using Basic Symbols? - 2:19
- Activity: Create a Process Map on Powerpoint - 0:58
- Activity Solution: Create a Process Map on Powerpoint - 2:00
- What are the Free Process Mapping Softwares? - 4:42
- Section Conclusion - 0:32
- What is Draw.io?
- Section Introduction - 1:08
- What is Draw.io? - 1:03
- Tutorial on Draw.io - 1:11
- Adding Symbols and Working with Guidelines - 0:53
- Resizing and Connecting Symbols - 1:12
- Adding Text and Using the Formatting Panel - 1:11
- Colors, Borders and Lines - 1:10
- Saving Your File and Exporting the Diagram - 0:39
- Section Conclusion - 0:46
- What are the Steps to Create a Process Map?
- Section Introduction - 0:38
- 6 Easy Steps to Create a Process Map - 4:24
- Do's and Don'ts of Process Mapping - 1:29
- What are the Additional Process Mapping Symbols?
- Section Introduction - 0:47
- Additional Process Mapping Symbols - Part 01 - 2:26
- Additional Process Mapping Symbols - Part 02 - 2:22
- Process Mapping Example on Draw.io
- Section Introduction - 0:36
- Process Mapping Example on Draw.io - Part 01 - 0:42
- Example: Completing Step 01 - 1:45
- Example: Completing Step 02 - 1:51
- Example: Completing Step 03 - 1:38
- Example: Completing Step 04 - 0:47
- Example: Completing Step 05 - 1:14
- Example: Completing Step 06 - 1:02
- Example: Completing Steps 07 & 08 - 1:24
- Example: Completing Step 09 - 1:36
- Example: Completing Step 10 - 1:03
- Example: Completing Steps 11 & 12 - 1:45
- Section Conclusion - 0:37
- What is a Swimlane?
- Section Introduction - 0:29
- What is a Swimlane & When is it Used? - 1:04
- The Origin Story of a Swimlane Diagram - 0:51
- Swimlane Trivia - 0:33
- Swimlane Trivia Solution - 0:47
- Section Conclusion - 0:31
- How to create a Swimlane Diagram on Draw.io?
- Section Introduction - 0:53
- Example: Create a Swimlane - 1:28
- Example: Login to Draw.io - 0:40
- Example: Select the Swimlane Diagram Template - 0:32
- Example: Change the Template Header - 0:41
- Example: Add appropriate Roles to each Lane - 1:56
- Example: Clean the template - 1:20
- Example: Completing Step 01 of the Example - 4:18
- Example: Completing Step 02 - 1:39
- Example: Completing Step 03 - 1:02
- Example: Completing Steps 04 and 05 - 1:58
- Example: Completing Step 06 - 1:33
- Example: Completing Step 07 - 0:42
- Example: Completing Step 08 - 0:42
- Example: Completing Step 09 - 1:21
- Example: Completing Step 10 - 0:40
- Example: Completing Steps 11 and 12 - 1:41
- Example: Completing Step 13 - 1:09
- Section Conclusion - 0:27
- Activity: Create Your Swimlane
- Activity: Create Your Swimlane on Draw.io - 0:37
- Activity Solution: Create Your Swimlane on Draw.io - 2:51
- Activity Solution: Adding Roles to the Lanes - 1:30
- Activity Solution: Completing Step 01 - 0:56
- Activity Solution: Completing Step 02 - 1:04
- Activity Solution: Completing Step 03 - 0:50
- Activity Solution: Completing Step 04 - 1:20
- Activity Solution: Completing Step 05 - 0:46
- Activity Solution: Completing Step 06 - 1:06
- Activity Solution: Completing Step 07 - 1:12
- Activity Solution: Completing Steps 08 and 09 - 0:56
- Activity Solution: Completing Step 10 - 1:36
- Activity Solution: Completing Step 11 & 12 - 1:12
- Activity Solution: Completing Step 13 - 1:17
- Activity Solution: Completing Step 14 - 0:58
- Activity Solution: Completing Step 15 & 16 - 0:57
- Activity Solution: Completing Step 17 - 0:55
- Activity Solution: Completing Step 18 & 19 - 1:22
- Activity Solution: Completing Step 20, 21 & 22 - 1:43
- Activity Solution: Completing Step 23 - 0:40
- Activity Solution: Completing Steps 24, 25 & 26 - 1:45
- Activity Solution: Completing Steps 27, 28, 29, 30 & 31 - 1:31
- Activity Solution: Completing Steps 32 & 33 - 1:15
- Section Conclusion - 0:20
- Course Conclusion
- Course Summary & Conclusion - 2:00
- Post Course Practice Quiz
- AIGPE Process Mapping Specialist Certification Exam Guidelines and Link
- AIGPE Process Mapping Specialist Certification Exam Guidelines and Link
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71
Value Stream Mapping Masterclass: Become a VSM Specialist
Create a Current State Map of Your Business Process, Analyze It & Design the Future State Map
By AIGPE | in Online Courses
Whether you are working in manufacturing or a service organization, your company constantly goes through change. You must have a robust plan to recognize these areas of change and structure to see how significant those changes are. This is why you need Value Stream Mapping (VSM). Having adequate knowledge of Value Stream Mapping (VSM) and understanding it step by step will help you recognize areas of waste in your production processes. As you identify the problems using Value Stream Mapping (VSM), you will be fully equipped to solve them and understand the solutions before implementing them.
4.6/5 average rating:
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- Access 71 lectures & 3 hours of content 24/7
- Become a Value Stream Mapping (VSM) specialist
- Become a problem solver for your business
- Identify waste in your business process
- Drive VSM projects within your organization
- Coach peers, subordinates, & superiors on VSM tools and techniques
- Learn to ask right questions & enable lean thinking
- Deliver cost savings by executing VSM projects
- Become a pro at answering tough interview questions related to VSM
- Add the VSM specialist credential to your resume
Advanced Innovation Group Pro Excellence (AIGPE)
Advanced Innovation Group Pro Excellence (AIGPE) training and certifications are regarded as the benchmark of corporate excellence. Achievement of AIGPE certification is the most powerful way to build your career. It not only provides you an international recognition and prestige but also a competitive advantage in this fast-paced globalized world.
4.5/5 Instructor Rating:
★ ★ ★ ★
★
Advanced Innovation Group Pro Excellence (AIGPE) training and certifications are regarded as the benchmark of corporate excellence. Achievement of AIGPE certification is the most powerful way to build your career. It not only provides you an international recognition and prestige but also a competitive advantage in this fast-paced globalized world.
Important Details
- Length of time users can access this course: lifetime
- Access options: desktop & mobile
- Redemption deadline: redeem your code within 30 days of purchase
- Experience level required: beginner
- Have questions on how digital purchases work? Learn more here
Requirements
- Any device with basic specifications
Course Outline
- Introduction to Value Stream Map (VSM)
- Introduction to the Course - Value Stream Mapping (VSM) Masterclass - 5:25
- Course Downloads
- What is Value Stream Mapping (VSM)? - 8:07
- Why is Value Stream Mapping (VSM) so popular? - 2:02
- Section Conclusion - 0:29
- Important - Additional Instructions - 0:57
- What are the Terminologies and Symbols used in Value Stream Mapping (VSM)?
- Section Introduction - 0:58
- What are the different terminologies used in Value Stream Mapping (VSM)? Part 1 - 6:09
- What are the different terminologies used in Value Stream Mapping (VSM)? Part 2 - 6:19
- What are the different symbols used in the Value Stream Mapping (VSM) Process? - 2:18
- What are the different Material Flow Symbols used in Value Stream Mapping (VSM)? - 2:11
- What are the Information Flow Symbols used in Value Stream Mapping (VSM)? - 3:51
- What are the General Symbols used in Value Stream Mapping (VSM)? - 1:08
- Activity: Terminologies and Symbols used in a Value Stream Map (VSM) - 0:48
- Activity Solution: Terminologies and Symbols used in a Value Stream Map (VSM) - 5:21
- Section Conclusion - 0:49
- What are the steps to Create a Current State Value Stream Map (VSM)?
- Section Introduction - 1:47
- Introduction to the VSM Case Study - 2:54
- Step 1: Pick a Product Family - 5:34
- Step 2: Choose your VSM Team - 3:13
- Step 3: Figure out Customer Demand - 0:59
- Step 4: Map and Design the Process Flow - 2:29
- Step 5: Map the Material Flow - 2:14
- Step 5: Map the Material Flow (Continued) - 5:38
- Step 6: Map the Information Flow - 2:38
- Recap of the Case Study: Current State of the Value Stream Map - 4:19
- Step 7: Perform Calculations and Analyze the Current State VSM | Lead Time - 3:21
- How to calculate Storage Time? - 1:16
- How to calculate Takt Time? - 2:47
- How to calculate Process Time? - 1:26
- How to calculate the Cycle Time of Your Process? - 2:04
- Activity: Calculations of the Current State Value Stream Map - 0:47
- Activity Section: Calculations of the Current State Value Stream Map - 5:51
- Section Conclusion - 0:38
- How to Examine the Current State Value Stream Map (VSM)?
- Section Introduction - 1:30
- Can your Process Meet Customer Demand with Existing No. of Operators? - 1:34
- Can you Meet Customer Demand if you increase the No. of Operators? - 1:43
- Analyze the Process Balance - 1:58
- Watch for Waste - 5:28
- Activity: Examine the Current State Value Stream Map (VSM) - 0:51
- Activity Solution: Examine the Current State Value Stream Map (VSM) - 3:40
- Section Conclusion - 0:44
- How to lay a strong foundation to build your Future State Map?
- Section Introduction - 2:20
- How can you change your existing process to Continuous Flow? - 3:47
- What is CONWIP? - 3:54
- What is Kanban? - 2:46
- How to Readjust Your Process? - 1:40
- What is Altering the Batch Sizes? - 3:31
- How to Smoothen Out Production? - 4:40
- What is Heijunka Box? - 3:29
- How do you Cut back the Changeover Time? - 4:55
- How to Improve Quality? - 1:29
- Putting it all together and Concluding the Section - 1:36
- Building the Future State VSM
- What are the Key questions while building your Future State Value Stream Map? - 1:07
- Calculate the Takt Time - 2:11
- Are you building to a warehouse or directly to shipping? - 1:24
- Where should your continuous flow processing control the production? - 3:01
- Where will you implement a Pull System in your Future State VSM? - 1:32
- How do you intend to level the production mix? - 1:01
- What process improvements do you intend to achieve with the future state map? - 4:17
- Closure of the case study - 7:10
- What is the Implementation Plan? - 0:45
- Section Conclusion - 1:03
- What are the Value Stream Mapping Guidelines?
- Section Introduction - 1:00
- How to get the most out of your Value Stream Map (VSM)? - 2:42
- What are the pitfalls to avoid for your Value Stream Map (VSM)? - 3:01
- What are the Advantages of Value Stream Mapping? - 1:56
- What are the Disadvantages of Value Stream Mapping? - 2:22
- Section Conclusion - 0:32
- Course Conclusion
- Course Summary - 4:32
- AIGPE Value Stream Mapping (VSM) Specialist Certification Exam Link
- AIGPE VSM Specialist Certification Exam Guidelines and Link
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19
Project Management in One Hour
From Initiation to Closing — This Course Teaches the Most Important Concepts and Process of Project Management in Just 1 Hour
By William Stewart | in Online Courses
Complexity is the challenge in project management. Therefore, simplicity and practicality must be the solution. This course covers the most important concepts and processes of the Project Management best practices in one hour. First, an overview of definitions, key concepts, and the formal PMI process is provided. The key elements of the Initiation, Planning, Execution, Monitoring & Control, and Closing stages are described. At the conclusion, you'll understand these processes and stages and be able to execute them in your future projects as a Project Manager.
4.4/5 average rating:
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- Access 19 lectures & 1 hour of content 24/7
- Understand what project management fundamentally does
- Learn about the definitions, key concepts & the PMI process
- Know the 5 stages: Initiating, Planning, Execution, Monitoring & Control, and Closing
- Understand the difference between a process, project, & a program
- Understand the importance of each stage
- Wrap up your project in an organized fashion
William Stewart PhD, PMP
William Stewart is a Project Management Institute (PMI) certified Project Management Professional (PMP), with more than 25 years of experience using the PMI processes to manage projects from $250K to $55M. He has delivered more than 200 onsite PM courses to more than 2,000 people. He has worked for large corporations, government, academia, and founded a software startup. He has in-depth experience with project management, risk management, systems integration, and software engineering.
4.5/5 Instructor Rating:
★ ★ ★ ★
★
William Stewart is a Project Management Institute (PMI) certified Project Management Professional (PMP), with more than 25 years of experience using the PMI processes to manage projects from $250K to $55M. He has delivered more than 200 onsite PM courses to more than 2,000 people. He has worked for large corporations, government, academia, and founded a software startup. He has in-depth experience with project management, risk management, systems integration, and software engineering.
Important Details
- Length of time users can access this course: lifetime
- Access options: desktop & mobile
- Redemption deadline: redeem your code within 30 days of purchase
- Experience level required: beginner
- Have questions on how digital purchases work? Learn more here
Requirements
- Any device with basic specifications
Course Outline
- Introduction
- Introduction
- Overview
- Overview: Project Definition - 1:26
- Overview: Program Definition - 2:34
- Overview: The Five PM Stages - 4:57
- Overview: The Triple Constraint - 5:29
- Overview: The Role Of The Project Manager - 2:42
- Initiating
- Initiation: The Project Charter - 2:57
- Planning
- Planning: One Page Planning Flowchart - 5:03
- Planning: The Core Project Team (CPT) - 1:16
- Planning: The Project Management Plan - 5:17
- Planning: Final Project Plan Review - 2:17
- Executing
- Execution: The Purpose Of Execution - 1:53
- Monitoring & Control
- Monitoring & Control: The Purpose Of Monitoring And Control - 2:12
- Monitoring & Control: Monthly Statusing - 2:55
- Monitoring & Control: One Page Monthly Report - 1:39
- Monitoring & Control: The Monthly Review - 3:22
- Closing
- Closing: The Purpose Of Closing - 1:46
- Closing: The Project Celebration - 1:34
- Closing: The Project Final Report - 1:57
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Lessons
30
Certified Lean Six Sigma Black Belt
Master the Core Six Sigma Techniques & Be a Valuable Asset to Organizations That Strive to Increase Profits
By Six Sigma Academy Amsterdam | in Online Courses
This course aims to make you a certified Six Sigma Black Belt, after which you can continue the certification process to become a certified Lean Six Sigma Black Belt. The Six Sigma (or 6 sigma) methodology has helped organizations cut costs and improve service to their consumers by making production efficient and integrating the customers’ demand in the provided products and services. Six Sigma proficiency is categorized in belt colors. Black belt holders are assumed to master the core Six Sigma techniques and are a valuable asset to organizations that strive to increase profits, reduce costs, and offer consistent, customer-centered service.
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- Access 30 lectures & 3 hours of content 24/7
- Apply Six Sigma statistics in Microsoft Excel (no experience required)
- Apply the Kano model to better understand the customers' needs
- Use multiple OLS regression to quantify complex business relationships
- Design complex experiments to optimize products/services (DOE)
- Calculate confidence intervals
- Calculate the time value of financial flows
- Use theory of constraints to optimize speed of manufacturing or services
- Understand financial decision making with NPV
- Use visual management to control your business & staff
- Use innovative audit methods to control your aims
- Use QFD (Quality function deployment) to (re)design products & services
Six Sigma Academy Amsterdam
BKO-accredited university lecturers following ASQ guidelines
Six Sigma Academy Amsterdam started when a number of university lecturers from the Netherlands decided to make expensive Lean Six Sigma education more affordable, practical, time-efficient, and entertaining. All course developers and lecturers involved are Six Sigma Master Black Belts and as such able to train students and future instructors. All the Lean Six Sigma programs offered are accredited based on the Dutch BKO standards and the student experience shows that the degrees are globally accepted and respected.
BKO-accredited university lecturers following ASQ guidelines
4.6/5 Instructor Rating:
★ ★ ★ ★
★
Six Sigma Academy Amsterdam started when a number of university lecturers from the Netherlands decided to make expensive Lean Six Sigma education more affordable, practical, time-efficient, and entertaining. All course developers and lecturers involved are Six Sigma Master Black Belts and as such able to train students and future instructors. All the Lean Six Sigma programs offered are accredited based on the Dutch BKO standards and the student experience shows that the degrees are globally accepted and respected.
Important Details
- Length of time users can access this course: lifetime
- Access options: desktop & mobile
- Redemption deadline: redeem your code within 30 days of purchase
- Experience level required: advanced
- Have questions on how digital purchases work? Learn more here
Requirements
- Any device with basic specifications
Course Outline
- Introduction
- Six sigma DMAIC in a nutshell - 4:47
- Some words about the course - 3:23
- Procedure certification
- Define phase
- Intro define phase - 1:49
- Using the Kano model - 8:54
- Important MS Excel instructions - 7:20
- Time value of money - 12:14
- NPV with MS Excel - 2:30
- EXERCISE: NPV with MS Excel - 9:59
- Measure phase
- Intro measure phase - 1:15
- Measurement scales - 7:55
- Confidence intervals part 1 - 10:48
- Confidence interval part 2 - 17:01
- Confidence intervals with MS Excel - 5:34
- Analyze phase
- Intro analyze phase - 1:15
- Multiple regression part 1 - 13:46
- Multiple regression part 2 - 6:00
- Multiple regression part 3 - 11:05
- Multiple ols regression exercise - 12:04
- Improve phase
- Intro improvement phase
- Theorie of constraints - 8:47
- Design of experiments (DoE) part 1 - 4:54
- Design of experiments (DoE) part 2 - 13:48
- Push Vs. Pull production (JIT or Single piece flow) - 12:08
- Heijunka (production leveling) - 9:53
- SMED - 5:33
- SMED exercise
- Control phase
- Control phase intro - 1:33
- Visual control - 7:47
- Audits - 3:28
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