BusinessAdminPro
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This document outlines a 473-hour training program for becoming a Business Administration Professional, with projected job growth of 19% and over 24,000 openings between 2012-2022. The program covers Microsoft Office skills like Word, Excel, Outlook and PowerPoint, as well as accounting, QuickBooks, SharePoint, Acrobat and project management skills like PMP certification. Contact information is provided for the career consultant who can provide more details on the program.
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ContentsPrefaceChapter 1 Overview1.0 Introduc.docx
Contents
Preface
Chapter 1: Overview
1.0 Introduction
1.1 Understanding Project Management
1.2 Defining Project Success
1.3 Success, Trade-Offs, and Competing Constraints
1.4 The Project Manager–Line Manager Interface
1.5 Defining the Project Manager’s Role
1.6 Defining the Functional Manager’s Role
1.7 Defining the Functional Employee’s Role
1.8 Defining the Executive’s Role
1.9 Working with Executives
1.10 Committee Sponsorship/Governance
1.11 The Project Manager as the Planning Agent
1.12 Project Champions
1.13 The Downside of Project Management
1.14 Project-Driven versus Non–Project-Driven Organizations
1.15 Marketing in the Project-Driven Organization
1.16 Classification of Projects
1.17 Location of the Project Manager
1.18 Differing Views of Project Management
1.19 Public-Sector Project Management
1.20 International Project Management
1.21 Concurrent Engineering: A Project Management Approach
1.22 Added Value
1.23 Studying Tips for the PMI® Project Management Certification Exam
2
Answers
Problems
Chapter 2: Project Management Growth: Concepts and Definitions
2.0 Introduction
2.1 General Systems Management
2.2 Project Management: 1945–1960
2.3 Project Management: 1960–1985
2.4 Project Management: 1985–2012
2.5 Resistance to Change
2.6 Systems, Programs, and Projects: A Definition
2.7 Product versus Project Management: A Definition
2.8 Maturity and Excellence: A Definition
2.9 Informal Project Management: A Definition
2.10 The Many Faces of Success
2.11 The Many Faces of Failure
2.12 The Stage-Gate Process
2.13 Project Life Cycles
2.14 Gate Review Meetings (Project Closure)
2.15 Engagement Project Management
2.16 Project Management Methodologies: A Definition
2.17 Enterprise Project Management Methodologies
2.18 Methodologies Can Fail
2.19 Organizational Change Management and Corporate Cultures
2.20 Project Management Intellectual Property
2.21 Systems Thinking
2.22 Studying Tips for the PMI® Project Management Certification Exam
Answers
3
Problems
Chapter 3: Organizational Structures
3.0 Introduction
3.1 Organizational Work Flow
3.2 Traditional (Classical) Organization
3.3 Developing Work Integration Positions
3.4 Line-Staff Organization (Project Coordinator)
3.5 Pure Product (Projectized) Organization
3.6 Matrix Organizational Form
3.7 Modification of Matrix Structures
3.8 The Strong, Weak, or Balanced Matrix
3.9 Center for Project Management Expertise
3.10 Matrix Layering
3.11 Selecting the Organizational Form
3.12 Structuring the Small Company
3.13 Strategic Business Unit (SBU) Project Management
3.14 Transitional Management
3.15 Barriers to Implementing Project Management in Emerging Markets
3.16 Seven Fallacies that Delay Project Management Maturity
3.17 Studying Tips for the PMI® Project Management Certification Exam
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Problems
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4.0 Introduction
4.1 The Staffing Environment
4.2 Sel.
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ContentsPrefaceChapter 1 Overview1.0 Introduc.docx
Contents
Preface
Chapter 1: Overview
1.0 Introduction
1.1 Understanding Project Management
1.2 Defining Project Success
1.3 Success, Trade-Offs, and Competing Constraints
1.4 The Project Manager–Line Manager Interface
1.5 Defining the Project Manager’s Role
1.6 Defining the Functional Manager’s Role
1.7 Defining the Functional Employee’s Role
1.8 Defining the Executive’s Role
1.9 Working with Executives
1.10 Committee Sponsorship/Governance
1.11 The Project Manager as the Planning Agent
1.12 Project Champions
1.13 The Downside of Project Management
1.14 Project-Driven versus Non–Project-Driven Organizations
1.15 Marketing in the Project-Driven Organization
1.16 Classification of Projects
1.17 Location of the Project Manager
1.18 Differing Views of Project Management
1.19 Public-Sector Project Management
1.20 International Project Management
1.21 Concurrent Engineering: A Project Management Approach
1.22 Added Value
1.23 Studying Tips for the PMI® Project Management Certification Exam
2
Answers
Problems
Chapter 2: Project Management Growth: Concepts and Definitions
2.0 Introduction
2.1 General Systems Management
2.2 Project Management: 1945–1960
2.3 Project Management: 1960–1985
2.4 Project Management: 1985–2012
2.5 Resistance to Change
2.6 Systems, Programs, and Projects: A Definition
2.7 Product versus Project Management: A Definition
2.8 Maturity and Excellence: A Definition
2.9 Informal Project Management: A Definition
2.10 The Many Faces of Success
2.11 The Many Faces of Failure
2.12 The Stage-Gate Process
2.13 Project Life Cycles
2.14 Gate Review Meetings (Project Closure)
2.15 Engagement Project Management
2.16 Project Management Methodologies: A Definition
2.17 Enterprise Project Management Methodologies
2.18 Methodologies Can Fail
2.19 Organizational Change Management and Corporate Cultures
2.20 Project Management Intellectual Property
2.21 Systems Thinking
2.22 Studying Tips for the PMI® Project Management Certification Exam
Answers
3
Problems
Chapter 3: Organizational Structures
3.0 Introduction
3.1 Organizational Work Flow
3.2 Traditional (Classical) Organization
3.3 Developing Work Integration Positions
3.4 Line-Staff Organization (Project Coordinator)
3.5 Pure Product (Projectized) Organization
3.6 Matrix Organizational Form
3.7 Modification of Matrix Structures
3.8 The Strong, Weak, or Balanced Matrix
3.9 Center for Project Management Expertise
3.10 Matrix Layering
3.11 Selecting the Organizational Form
3.12 Structuring the Small Company
3.13 Strategic Business Unit (SBU) Project Management
3.14 Transitional Management
3.15 Barriers to Implementing Project Management in Emerging Markets
3.16 Seven Fallacies that Delay Project Management Maturity
3.17 Studying Tips for the PMI® Project Management Certification Exam
Answers
Problems
Chapter 4: Organizing and Staffing The Project Office and Team
4.0 Introduction
4.1 The Staffing Environment
4.2 Sel.
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BusinessAdminPro
- 1. T 13-1111.00 Business Administration Professional Projected Growth (2012-2022) Average (19%) Projected Job Openings (2012-2022) 24,520 BUSINESS ADMINISTRATION PROFESSIONAL Associated job titles: Management Analyst, Management Consultant, Business Analyst, Program Management Analyst Required Score 19 16.5 hours Windows Systems Environments 33 hours Microsoft Word (all levels) Exam MOS 27.5 hours Microsoft Outlook (all levels) Exam MOS 49.5 hours Microsoft Excel (all levels) Exam MOS 27.5 hours Microsoft PowerPoint Exam MOS 16.5 hours Accounting Essentials 33 hours Quickbooks TPG TPG TPG 473 hours TOTAL 33 hours Microsoft SharePoint Foundations TPG 22 hours Adobe Acrobat 11 hours Fundamentals of Communication 11 hours Business Etiquette 11 hours Time Management 99 hours Project Management Professional Exam PMP *must meet guide min reqs 16.5 hours Project Management Fundamentals 27.5 hours Microsoft Project 2013 22/16.5 hours Lean Six Sigma - GreenBelt/ Project Case Study - Project Based Exam NHWFD.COM N E W H O R I Z O N S W O R K F O R C E D E V E L O P M E N T Kristine Fontenot, Career Consultant 512.349.9555 x 2428 kristine.fontenot@nhworkforcedevel opment.com