Business Mgmnt and Org
There are no prerequisites.

Course Description

Whether you are a new project manager or a more experienced one, your project management skills can always use to be refined. This course discusses all aspects of project management, including how projects are initiated, evaluated, and selected. It also addresses all phases of project planning, the use of CPM and PERT to schedule tasks, and how to make trade-offs between the various project constraints. The course tackles many other subjects as well, including change management, project estimating, risk management, reporting, and project management at the enterprise level. The course also delves into the intricacies of team development and management.


Steven M. Bragg, CPA

Steven M. Bragg, CPA, is a full-time book and course author who has written more than 70 business books. He provides Western CPE with self-study courses in the areas of accounting and finance, with an emphasis on the practical application of accounting standards and management techniques. A sampling of his courses include the The New Controller Guidebook, The GAAP Guidebook, Accountants’ Guidebook, and Closing the Books: An Accountant’s Guide. He also manages the Accounting Best Practices podcast.

Steven has been the CFO or controller of both public and private companies and has been a consulting manager with Ernst & Young and an auditor with Deloitte & Touche. He holds an MBA from Babson College, a Master of Finance from Bentley College, and a BA from the University of Maine (summa cum laude).

Course Specifics

Business Mgmnt and Org
Dec 11, 2017
There are no prerequisites.

Compliance Information

Qualifies for CA Fraud: No

Learning Objectives

Upon successful completion of this course, participants will be able to:

Chapter 1

  • Recognize the characteristics of a project.
  • Cite the areas of responsibility for a project sponsor.
  • Note the factors that impact the success rate of a project.
  • Note the different ways to manage stakeholders.

Chapter 2

  • Identify the reasons why feasibility studies may be needed.
  • Note the reasons for conducting a gap analysis.
  • Recognize the uses to which a strategic alignment analysis can be put.

Chapter 3

  • Recognize the different types of quantitative evaluations for projects.
  • Identify how a discounted payback analysis can be used.
  • Identify the problems with using the internal rate of return.
  • Note the different elements of a net present value analysis and their effects.

Chapter 4

  • Identify the different phases of a project, noting when certain activities occur.
  • Recognize the conditions under which phase overlapping occurs.
  • Note the reasons for continuing an over-budget project.

Chapter 5

  • Recognize the activities in a project planning and control system.
  • Identify the components of a work breakdown structure.
  • Identify the formatting of a Gantt chart.
  • Recognize the planning characteristics of the critical path method (CPM) as well as the program evaluation and review technique (PERT), citing the circumstances under which a negative float can occur.

Chapter 6

  • Note the different types of project constraints.
  • Identify the risk involved with outsourcing project tasks.
  • Recognize the circumstances under which a scope change is acceptable.
  • Note the types of enterprise-level constraints.

Chapter 7

  • Recognize the membership of the change order committee.
  • Note the contents of a change request form.
  • Recognize the nature of gold plating in a project.

Chapter 8

  • Cite the parties involved in a project handoff.
  • Identify the tasks included in a project close-out.

Chapter 9

  • Note the correct way to respond to a request for a ball park estimate.
  • Recognize the method used to calculate a rough order of magnitude estimate.

Chapter 10

  • Identify the types of risk involved in risk management.
  • Identify the factors comprising the risk attitude of a business.
  • Note the characteristics of a high priority risk.

Chapter 11

  • Recognize the different costs of quality and their characteristics.
  • Cite the reasoning behind using a quality audit.

Chapter 12

  • Identify the criteria used to select a supplier.
  • Note the circumstances under which a pre-bid conference is used.
  • Recognize the clauses that can be included in a contract with a supplier.
  • Define an employee and a contractor.
  • Identify the differences between a contract and a purchase order.

Chapter 13

  • Recognize ways in which to monitor and report on the progress and components of a project, and determine the labor rate variance for a project.
  • Recognize the circumstances under which an escalation threshold is used.
  • Cite the dimensions of earned value management.

Chapter 14

  • Identify the different types of best practices related to project management.
  • Describe the reasoning behind the best practices associated with project management.

Chapter 15

  • Identify the structure of a project portfolio bubble.
  • Note the problems associated with only soliciting new project ideas annually.
  • Recognize the advantages of chunking.
  • Cite the different uses to which a project management office can be put.

Chapter 16

  • Identify the characteristics of a minimum viable product.
  • Note the key success factors for an agile project development effort.
  • Recognize the environment in which a task board is used.

Chapter 17

  • Define the circumstances under which a company can avoid change initiatives.
  • Identify the means by which one can decide upon change initiatives to implement.
  • Recognize the circumstances under which a change initiative could fail.

Chapter 18

  • Recognize the proper structuring for a successful project.
  • Cite the issues that can cause a team to be ineffective.
  • Note the characteristics of the best team members.
  • Recognize the different types of communication methods.
  • Specify the characteristics of an effective project team.

Chapter 19

  • Identify the different types of listening in which a person can engage.
  • Recognize a method for showing that a company values the contributions of its team members.
  • Recognize the circumstances under which the use of majority voting would work.
  • Cite the reasons why a consensus building initiative could fail.

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Online Access

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Hard Copy

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hard copy
Self-Study Video

Experience high-quality instruction with our Self-Study Videos, available to you 24/7. With more than 80+ videos currently in the Western CPE Self-Study Video library, you can see and hear our expert instructors deliver the information you need in a dynamic way that allows you to immediately apply your learning. Unlike a live course or webcast, you can complete the course on your own time, playing and pausing as needed. Self-Study Videos allow you to complete your CPE requirements on your own time.

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